BOARD OF DIRECTORS PAPER PART 1 COVER SHEET. Meeting Date: 30 May National NHS Staff Survey report and action plan.

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1 BOARD OF DIRECTORS PAPER PART 1 COVER SHEET Meeting Date: 30 May 2012 Agenda Item: 1.11 Paper No: F Title: National NHS Staff Survey report and action plan. Purpose: To advise of the main findings of the staff views provided by the 2011 NHS National Staff Survey and confirm the next steps in terms of actions designed to respond to staff views. Summary: The response rate was 60% of a sample size of 850. The top four ranking scores are in the areas of : staff believing the trust provides equal opportunities for career progression or promotion the impact of health and well-being on ability to perform work or daily activities staff reporting errors, near misses or incidents witnessed in the last month staff saying hand washing materials are always available The bottom four ranking scores are in the areas of : trust commitment to work-life balance staff feeling satisfied with the quality of work and patient care they are able to deliver staff receiving job-relevant training, learning or development support from immediate managers An action plan has been designed to act on the key areas for improvement. This has been agreed by the Workforce Committee. Recommendation: To note the findings and action plan. Prepared by: MARIE CLEARY Human Resources Business Manager Presented by: SARAH-JANE TAYLOR Director of Human Resources and Organisational Development Assurance Framework: YES / No Risk Register I/D No: Healthcare Standards: Please specify which standard/ standards that apply; CQC Standard (Please provide details: Other; i.e /NHSLA/HSE etc Monitor compliance: YES NO Human Resources implications YES Financial implications NO Legal implications NO

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3 DRAFT ONE POOLE HOSPITAL NHS FOUNDATION TRUST Report to the Board of Directors 30 May 2012 NHS NATIONAL STAFF SURVEY REPORT AND ACTION PLAN F 1. INTRODUCTION 1.1 The NHS National Staff Survey was carried out by Quality Health between September and December The Trust achieved a response rate of 60% from a sample size of 850. This represents an increase of 2% from last year and compares favourably to the national response rate for acute trusts of 52.5%. 1.3 The Staff Survey provides an indication of staff views in the organisation on a range of key factors including staff morale and well-being. This comprehensive information is vital for the Trust as it gives an opportunity to assess 2011 results against what staff told us in This may help us to understand changes in how staff members are feeling about aspects of their working life at Poole as we continue to progress through a period of major change. 1.4 This report details the Trust s main results both positive and negative and so indicates the key areas for improvement. 1.5 In terms of understanding our position within the wider NHS this report and the appended action plan places our performance in the context of the NHS nationally, by comparison to the 2011 national average of other acute trusts in England. 2. FINDINGS 2.1 Comparison of the trust s 2011 staff survey results with those of the 2010 survey indicates there are areas where we have scored well and are to be celebrated and others which are cause for concern. 2.2 The top four ranking scores for the 2011 staff survey are: the percentage of staff believing the trust provides equal opportunities for career progression or promotion, with a 2% increase to 90%, matching the national average percentage for acute trusts which remained at 90%; the impact of health and well-being on ability to perform work or daily activities, with a score of 1.55 (out of a maximum score of 5) compared to our 2010 result of 1.52 and against a national average score for acute trusts which reduced from 1.57 to 1.56;

4 the percentage of staff reporting errors, near misses or incidents witnessed in the last month with a 1% increase to 97% against a national average for acute trusts which increased 1% to 96%. the percentage of staff saying hand washing materials are always available, which increased by 2% to 69% against a national average which increased by 1% to 67%. 2.3 The bottom four ranking scores for the 2011 survey are: the trust commitment to work-life balance, with a score of 3.12 compared to our 2010 result of 3.19, against the national average for acute trusts in 2011 of 3.36 which reduced from 3.38; the percentage of staff feeling satisfied with the quality of work and patient care they are able to deliver, with our percentage reducing by 3% to 65%, against the national average for acute trusts in 2011 which remained at 74%; the percentage of staff receiving job-relevant training, learning or development in the last 12 months with our score reducing by 4% to 71%, against a national average for acute trusts, which remained at 78%; the support from immediate managers, with our score reducing from 3.52 to 3.45 against a national average which remained at The overall indicator of staff engagement reduced to 3.51 out of 5, compared to 3.58 in the 2010 Staff Survey. This is under the national average for acute trusts which remained at In addition to the above findings, there are two areas which saw the greatest improvement in staff experience. These are: the percentage of staff having equality and diversity training in the last 12 months which increased by 21% to 45%, our largest change. This compares to a national average of 48%; the percentage of staff receiving health and safety training in the last 12 months, which increased by 13% to 83% in comparison to the national average which increased by 1% to 81%. 3. NEXT STEPS 3.1 The 2011 Staff Survey results continue to be of particular importance for Poole as a key indicator of how staff members are feeling at a time when we are continuing to experience significant changes, especially in relation to the proposed merger. 3.2 Last year the trust listened to staff views expressed through the survey by taking note of the results and agreeing a trust high level action plan with the board of directors. This was subsequently implemented in the trust and reinforced by divisional and directorate action plans.

5 3.3 The action plan to respond to the 2011 survey, agreed by the Workforce Committee and featuring executive leads, forms appendix 1. The commitment of directors to responding to the action plan will continue to assure staff of their value and how seriously their views are taken by the trust which, as a caring organisation, has commitment to actively listening to staff and taking action on views expressed. 3.4 It is anticipated that the programme of action, designed to respond to the survey findings, will provide assurance to staff that their views matter and are taken seriously. This is of particular value as we progress the current changes at Poole which have shown to have affected how staff members feel about working for the trust. 3.5 This year we have communicated the staff results through the Staff Bulletin and will continue to use our trust mechanisms for general communication to ensure that our staff members are aware of actions taken. This will serve to reinforce that the trust takes seriously the opportunity of the staff survey to really listen to staff views and take action as a result of staff taking part. The confidence staff feel in the staff survey as a way to be heard was shown by the positive response rate, which was higher than last year and 7.5% above the national average. 3.6 The programme of activity to progress the opportunities presented by the survey, including the action plan, will be led by Sarah-Jane Taylor, Director of Human Resources and Organisational Development, supported by Marie Cleary, Human Resources Business Manager. This work will again be based on partnership working with stakeholders and contain key milestone dates in order to fully support delivery of associated improvements through interventions and positive action. 3.7 A process for monitoring and reporting progress to the Workforce Committee, including the measurement of outcomes to be delivered, will form a key dimension of this work. 3.8 This comprehensive response to the staff survey results will again support commitment to staff engagement as outlined within the Operating Framework for the NHS. 4. RECOMMENDATION 4.1 Members of the Board of Directors are asked to note the staff views within the Staff Survey, found within the Department of Health Full, Summary and Comments reports. 4.2 Members of the Board of Directors are asked to note the content of the Staff Survey action plan at Appendix 1. AUTHOR EXECUTIVE SPONSOR 30 May 2012 MARIE CLEARY Human Resources Business Manager SARAH-JANE TAYLOR Director of Human Resources and Organisational Development

6 APPENDIX 1 POOLE HOSPITAL NHS FOUNDATION TRUST 2012/2013 Trust High Level Action Plan in Response to the 2011 National NHS Staff Survey Indicator Key Finding, Issue and Action Champion NHS Constitution Staff Pledge 1: To provide all staff with clear roles, responsibilities and rewarding jobs KF1. Percentage of staff feeling satisfied with the quality of work and patient care they are able to deliver (P11 65%, N11 74%, P10 68%) Action: All directors to identify directorate/clinical division key finding and agree local actions to increase the percentage. KF7. Trust commitment to work-life balance (P , N , P ) KF9. Percentage of staff using flexible working options (P11 59%, N 11 61%, P10 63%) Action: All directors to identify directorate/clinical division key findings, consider flexible working levels and agree local actions to respond to these key findings. Chief Executive/ Chief Operating Officer Chief Operating Officer/ Director of Human Resources and Organisational Development NHS Constitution Staff Pledge 2: To provide all staff with personal development, access to appropriate training for their jobs, and line management support to succeed. KF10. Percentage of staff feeling there are good opportunities to develop their potential at work (P11 33%, N11 40%, P10 31%) KF11. Percentage of staff receiving job-relevant training, learning or development in last 12 months (P11 71%, N11 78%, P10 75%) Action: All directors to identify directorate/clinical division key findings, ensure staff are aware of available training opportunities are agree any further local actions to increase the percentage for these key findings. Chief Operating Officer/ Medical Director

7 KF12. Percentage of staff appraised in last 12 months (P11 74%, N11 81%, P10 76%) KF13. Percentage of staff having well structured appraisals in last 12 months (P11 30%, N11 34%, P10 29%) Chief Operating Officer/ Director of Human Resources and Organisational Development KF14. Percentage of staff appraised with personal development plans in last 12 months (P11 58%, N11 68%, P10 61%) Action: All directors to identify directorate/clinical division key findings, ensure line managers are trained and supported in carrying out appraisals, to include agreement of a PDP and agree any further local actions to increase the percentages for these key findings. KF15: Support from immediate managers (P , N , P ) Action: All directors to identify directorate/clinical division key finding, ensure line managers are supported in their roles and agree any further local actions to increase the percentage for these key findings. Chief Executive/ Chief Operating Officer NHS Constitution Staff Pledge 3: To provide support and opportunities to maintain their health, well-being and safety KF20. Percentage of staff witnessing potentially harmful errors, near misses or incidents in last month (P11 40%, N11 34%, P10 37%) Action: All directors to identify directorate/clinical division key finding, ensure staff and managers are supported in reporting and proactively following up incidents and taking action accordingly in order to minimise potential risk. Agree any further local actions to reduce the percentage for this key finding. KF23. Percentage of staff experiencing physical violence from patients, relatives or the public in last 12 months (P11 11%, N11 8%, P10 9%) Chief Operating Officer / Director of Nursing Chief Operating Officer

8 KF26. Percentage of staff experiencing harassment, bullying or abuse from staff in past 12 months (P11 18%, N11 15%, P10 15%) Action: All directors to identify directorate/clinical division key findings, ensure staff and managers are supported in reporting and proactively following up incidents and taking action accordingly in order to minimise potential risk. Agree any further local actions to reduce the percentages for these key findings. NHS Constitution Staff 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. KF31. Percentage of staff able to contribute towards improvement at work (P11 56%, N11 61%, P10 61%) Action: All directors to identify directorate/clinical division key finding and ensure staff and managers are aware of opportunities to contribute towards improvement at work. Agree any further local actions to reduce the percentage for this key finding. Chief Executive / Chief Operating Officer 2011 National NHS Staff Survey - Bottom four ranking scores The bottom four ranking scores for 2011 are: KF1, KF7, KF11 and KF15. Key Percentage. P National NHS Staff Survey results for Poole Hospital NHS Foundation Trust N11 P National NHS Staff Survey results average for acute trusts 2010 National NHS Staff Survey results for Poole Hospital NHS Foundation Trust Staff experience. All staff experience scores are out of 5.

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