To provide a brief summary of results from the 2015 National NHS Staff Survey

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1 Meeting / Committee: Trust Board Meeting Date: 31st March 2016 This paper is for: Approval Discussion Information Assurance Title: National NHS Staff Survey Results 2015 Purpose: To provide a brief summary of results from the 2015 National NHS Staff Survey Executive Summary: This paper will advise the Trust Board of the survey results and lead to a discussion relating to how the results are taken forward in the form of action plans for every division, department and directorate. Prepared by: Susan Caranese Presented by: Joanna Cousins Recommendation: The Trust Board is requested to note the staff survey results for 2015 and the action being taken to improve the working lives of our staff. Link to Strategic Objectives Please tick SO1 To deliver high quality services that constantly improve SO2 To achieve financial sustainability across the Trust SO3 To ensure the sustainability of services at Hinchingbrooke Hospital 1

2 Risk implications for the Trust (including any clinical and financial consequences) Mitigating Actions (Controls) Link to Board Assurance Framework and Key Risks Y/N Legal and regulatory implications (including links to CQC domains and regulations, TDA oversight, inspections, audits, NHS Constitution etc.) Reviewed for financial implications Y/N value Equality and Diversity Acronyms used in the report WRES Workforce Race Equality Standards 2

3 1. INTRODUCTION The 2015 staff survey results produced by Quality Health have been received. All staff were given the opportunity to complete the form, 724 people took part in the survey. This is a response rate of 44%; the response is above the national average of 41% for acute trusts in England. It compares with a 47% response rate in previous years, 2. RESULTS 2.1 Executive Summary Enclosed is the brief summary of results from the 2015 National NHS Staff Survey (based on the random sample). Our results have been compared with other acute trusts. The survey questions are structured to enable reports on: Vital signs ; Health and Safety Executive s Stress Audit; Workforce Race Equality Standards (WRES) and Improving Working Lives. In addition, the Trust is able to use the questions to benchmark its ability to achieve the commitments and pledges stated in the NHS Constitution. The findings of the questionnaire have been summarised and presented in the form of 32 key findings. The report has been structured around the 4 pledges to staff in the NHS Constitution; Pledge 1 - To provide all staff with clear roles, responsibilities and rewarding jobs; Pledge 2 - To provide all staff with personal development, access to appropriate education and training for their jobs, and line management support to enable them to fulfil their potential; Pledge 3 - To provide support opportunities for staff to maintain their health, well-being and safety; Pledge 4 - To engage staff in decisions that affect them, the services they provide and empower them to put forward ways to deliver better and safer services. As in previous years the additional themes of staff satisfaction, equality and diversity and patient experience measures have been included. The Trust, when compared to the national average for acute trusts, is in the highest (best 20%) in 5 key areas; above (better than) average in 9; average in 8; below (worse than average) in 9 and in the lowest (worst 20%) in 1 key area. (See P12/13 of 2015 National Staff Survey report of results) In summary, the 2015 results in comparison to 2014 showed there has been improvement in 5 key areas, remained the same in 16, decreased in 1 and 10 areas did not have a comparator due to new questions 2.2 Overall staff engagement Engagement National 2015 average for acute trusts Trust scores 2014 Trust scores

4 Hinchingbrooke Health Care NHS Trust compares well with other acute trusts on an overall indicator of staff engagement. Possible scores range from 1 to 5, with 1 indicating that staff are poorly engaged (with their work, their team and their trust) and 5 indicating that staff are highly engaged. The trust's score of 3.84 was above (better than) average when compared with trusts of a similar type. The score is based on 3 indicators (italics reflect 2014 ranking): Key Findings Ranking compared with other acute specialist trusts Staff recommendation of the trust as a place to Above (better than) average work or receive treatment (Increase) Staff motivation at work Highest (best) 20%. (Increase) Staff ability to contribute towards improvement at Below (worse than) average work (No change) 2.3 Staff satisfaction - Vital Signs Indicators There is a series of Vital signs indicators within the NHS staff survey to determine job satisfaction scores and Trusts are expected to demonstrate year-on-year progress. There are 8 staff satisfaction questions. The results for the Trust are shown below as follows: Subject Questions Average for acute trusts Change in results from 2014 to 2015 Recognition for good work 47% 51% 51% Improved by 4% Satisfied with support from immediate 62% 62% 66% No change manager Satisfied with support from work colleagues 76% 80% 80% Improved by 4% Satisfied with the level of responsibility given 72% 74% 75% Improved by 2% Satisfied with the opportunities to use skills 72% 74% 72% Improved by 2% Satisfied with the extent the organisation 41% 43% 42% Improved by 1% values work Satisfied with the level of pay 30% 37% 36% Deteriorated by 7% *Satisfied with the opportunities for flexible working patterns n/a 50% 49% No comparator * Question worded differently to 2014, therefore no comparison Overall staff job satisfaction has seen a slight improvement from 2014 to When compared to other acute trusts, the results for satisfaction with their immediate manager and, satisfied with level of responsibility given are below the national average. Both these areas will be addressed through the Trust Staff Survey Action Plan and the Human Resources Business Plan for 2016/ Workforce Race Equality Standards An element of the Workforce Race Equality Standard Metrics (WRESM) can be derived for the national staff survey findings. The results for the Trust are shown below as follows: 4

5 *% of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months *% of staff experiencing harassment, bullying or abuse from staff in last 12 months % of staff believing that the organisation provides equal opportunities for career progression or promotion *% of staff who have personally experienced discrimination at work Average for Acute Trusts Change in results from 2014 to 2015 White 27% 23% 28% Improved by 4% BME 33% 26% 28% Improved by 7% White 27% 28% 25% Deteriorated by 1% BME 27% 28% 28% Deteriorated by 1% White 89% 89% 89% No change BME 76% 68% 75% Deteriorated by 12% White 10% 8% 6% Improved by 2% BME 23% 10% 13% Improved by 13% *The lower the score the better Overall, the trust compares favourably to the average for acute trusts in some areas of the WRESM. An analysis of the indicators has shown that minority groups experience higher levels of harassment, bullying, abuse and discrimination and this is aligned to historical findings nationally. The issues will be addressed through the Trust Staff Survey Action Plan and the Human Resources Business Plan for 2016/ Areas Identified for Improvement Whilst the overall results are encouraging against a background of significant change and workload pressures during the year, it has to be noted that the following areas have been identified for improvement: % of staff reporting good communication between senior management and staff % of staff experiencing discrimination at work; % of staff experiencing harassment, bullying or abuse from staff % of staff perceiving a lack of support from immediate managers % of staff reporting poor quality non-mandatory training A key area for concern is the number of staff who are experiencing harassment, bullying and or discrimination. The above areas will be included in the Trust s Staff Survey Action Plan and progress will be monitored through the Divisions. 3. COMPARISONS WITH OTHER TRUSTS 3.1 Benchmark Other Small Acute Trusts and local Foundation Trusts Attached (Annex 1) is a summary of key result areas benchmarked with other small acute trusts and local foundation trusts (acute trusts). It is very noticeable that the average results for small acute trusts continue to be higher than acute trusts and the range of results are broader for acute trusts. 5

6 3.2 Acute Trust leadership and culture performance through the eyes of staff Attached (Annex 2) is the 'Listening into Action (LiA) Scatter Map' for NHS Acute Trusts which captures an analysis of NHS staff responses to 20 of the Picker Institute s key findings from the 2015 National Staff Survey. The comparable questions from 2014 to 2015 offer an insight into how NHS staff rate their Trust's leadership and the culture across 96 Acute Trusts. You will note that Hinchingbrooke Health Care NHS Trust compares favourably, as the best-performing Trusts based on how staff feel in 2015, are in the top-right quadrant i.e. above average performance and trending positively 4. NEXT STEPS To build on these positive results, the trust has commissioned April Strategy LLP to work on a staff engagement programme which will give a fresh insight to our values and culture. This will involve an organisation wide approach of listening, co-creating and then embedding a behavioural framework, putting values at the heart of our organisation s culture. An organisational development plan will follow to ensure sustained continuous improvement aligning our values to organisational processes etc, giving our staff improved working lives which will ultimately improve the safety, quality and experience of patient care. Reporting to staff on the outcomes of the survey and actions taken in response is important in terms of giving information back to staff, in maximising response rates at the next survey and significantly improving the credibility of the process. The Divisions will be presented with detailed responses by staff group and directorate as soon as this information is available. On receipt, each Division will be expected to feedback the results to staff via the management groups/meetings and agree a minimum of three priority actions to inform their performance scorecard and the wider Trust action plan. This will enable approximately 6 months implementation prior to the next survey and provide evidence of actions taken. The Workforce Committee will monitor implementation. In addition, key working groups such as the Trust Partnership Forum (TPF), Divisional and Directorate Leadership Teams will contribute to the key priorities for the Trust to further promote staff engagement and improve upon the staff satisfaction results. Recognising the role that managers contribute to the working experience of our staff, a leadership programme Managing for Excellence is being refreshed and further developed as part of the Human Resources Business Plan 2016/17. The overall aim will be to give our managers the tools and techniques to help them foster good staff engagement, improving approaches to involvement and valuing staff, in the context of the rising challenges that this organisation is facing. 6

7 Staff Survey Question Results COMPARISION OF STAFF SURVEY RESULTS WITH OTHER FOUNDATION TRUSTS (Annexe1) Average Acute Trusts Hinchingbrooke HCT NHS Foundation Trust Comparable Small Acute Trusts Western Area Yeovil Health Care District Trust Hospital NHS Trust Local Acute Trusts Cambridge University Hospitals NHS Foundation Trust Peterborough and Stamford Hospitals NHS Foundation Trust Staff Engagement Staff recommend as a place to work or receive treatment Staff motivation at Work Staff ability to contribute towards improvements at work Appraisal/KSF Review in last 12 months *Staff experiencing physical violence from patients/relations in last 12 months *Staff experiencing discrimination at work *The lower score the better 69% 68% 68% 70% 71% 69% 69% 86% 74% 84% 88% 82% 95% 84% 14% 13% 13% 19% 16% 13% 14% 10% 9% 12% 12% 7% 12% 14% 7

8 LiA ANNALYSIS OF 20 PICKER KEY FINDINGS FROM 2015 NATTIONAL STAFF SURVEY (Annexe 2) Each Acute Trust is plotted on the 'LiA Scatter Map' against two axes: 1. Trusts positioned above the horizontal 'x axis' = staff responses to the 20 Key Findings rank the Trust on or above average. Below the horizontal = staff responses put the Trust below the average. In other words, the higher up, the better the Trust is performing in the eyes of our staff; 2. Trusts positioned to the right of the vertical 'y axis', = indicates a positive response trend from staff within the Trust relative to their responses in Trusts to the left of the vertical, = a declining trend from 2014 with staff feeling less positive overall than they did before. In other words, the further to the right, the more positive the year-on-year trend. On this basis, the position of each Trust is clear: The best-performing Trusts based on how staff feels in 2015 are in the top-right quadrant - above average performance and trending positively too. The second best quadrant is the top-left - above average against the peer group, but trending negatively compared to The third best quadrant is the bottom-right - below average against the peer group, but trending positively compared with The bottom-left quadrant is the worst quadrant to be in below average against the peer group, and trending negatively compared with

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