Karen Bendall Workforce Training Manager. To present a summary of the findings of the 2015 National NHS Staff Survey.

Transcription

1 ENC No. 14 Meeting Trust Board Date 5 th May 2016 Title of Paper Lead Director Author 2015 National NHS Staff Survey Mark Sinclair, Director of OD & HR Karen Bendall Workforce Training Manager PURPOSE OF THE PAPER To present a summary of the findings of the 2015 National NHS Staff Survey. SUMMARY OF THE KEY POINTS 1. The NHS National Staff Survey was undertaken in October The survey was organised by NHS England who published the findings for each trust, based on key areas and comparisons with other Trusts. 2. This is the first year that the Trust has been placed in the new category of Acute and Community Trusts, which has affected our national average comparator. 3. In 2015, the Key Findings were restructured in accordance with significant changes made to the questionnaire. This resulted in a number of changes and additions to the Key Findings themselves, as well as a complete renumbering of all remaining Key Findings. 4. The results are structured around seven pledges to staff in the NHS Constitution and give 32 key findings, an increase of three additional themes from the previous year. 5. This year we have received the same % of nursing respondents, but less admin & clerical, corporate services and management respondents. 6. The Trust is now higher than the national average in terms of front line respondents. 7. The results are consistent with the September 2014 Colleague Pulse Survey where c.1027 of our colleagues gave us feedback on selected questions from the NHS Staff Survey. 8. The NHS Staff Survey is a useful benchmark for the Trust to measure its performance and provides a platform to develop initiatives that will have the biggest impact for improving the colleague experience. RECOMMENDATIONS NOTE the findings of the 2015 National NHS Staff Survey. For One and All Page 1 of 9

2 LINKS Strategic Objectives Annual objectives This report provides details of Trust performance of staff experience and focuses on improving performance in line with specific strategic objectives as outlined within the Annual Plan. Monitor / CQC / Regulatory Requirements IMPACT Many of the survey questions included in the national NHS staff survey are used by the Care Quality Commission in their Quality Risk Profile of compliance with the essential standards of quality and safety. Patient Experience The actions identified within the For One and All programme will address both the staff and patient experience. Quality & Safety KF 12, 13, 14 28, & 31 relate to quality and safety issues. Financial N/A Workforce All actions that respond to the survey are designed to improve staff experience. Equality & Diversity KF20 & 21 relate to equality & diversity issues. Estates N/A IM&T N/A Communications / Engagement RISKS Failure to effect change will impact on the Trust s Quality Risk Profile which is a key source of intelligence utilised by the Care Quality Commission. PREVIOUS CONSIDERATION For One and All Page 2 of 9

3 2015 NATIONAL NHS STAFF SURVEY INTRODUCTION This report presents a summary of findings from the 2015 NHS National Staff Survey. BACKGROUND The NHS National Staff Survey, organised by NHS England was carried out October to December The survey questionnaire was sent to all colleagues, there were 1423 returns this equates to 36%. This is average for a combined Acute and Community Trust in England, and compares with a response rate of 43% in this Trust in the 2014 survey. The survey report has been structured around the seven pledges to staff in the NHS Constitution which was published in March The feedback report focuses on 32 key findings that show a comparison with other acute trusts nationally. The focus areas are mostly summary and weighted scores for groups of individual questions and appear under the following seven headings: Staff Pledge 1: To provide all staff with clear roles and responsibilities and rewarding jobs for teams and individuals that make a difference to patients, their families and carers and communities. Staff Pledge 2: To provide all staff with personal development, access to appropriate training for their jobs and line management support to enable them to fulfil their potential. Staff Pledge 3: To provide all support and opportunities for staff to maintain their health, well-being and safety. Staff Pledge 4: To engage staff in decisions that affect them and the services they provide, individually, through representative organisations and through local partnership working arrangements. All staff will be empowered to put forward ways to deliver better and safer services for patients and their families. Additional theme: Equality and Diversity. Additional theme: Errors and incidents. Additional theme: Patient Experience Measures. For One and All Page 3 of 9

4 SUMMARY OF RESULTS Appendix 1 gives details of each key finding, highlighting scores between each year and how they compare with other combined acute and community trusts. This comparison shows the Trust s responses to the indicators compared with other combined Acute and community Trusts as follows: Average 3 7 Above (better than) Average 2 Above (worse than)average 5 8 Below (worse than) Average The 2015 scores for the Trust show very little deterioration against the 2014 survey results. There has been no change in 18 key findings, 2 key findings have improved on last years, 2 have decrease since last year and 10 no comparable data, due to changes in the format of the questions. Overall, this response reflects the information contained within the most recent Pulse Survey undertaken in September The Best and Worst The Key Findings that compare most favourably with other combined acute and community trusts are: KF 27: Percentage of staff reporting most recent experience of harassment or bullying. KF 11: Percentage of staff appraised in the last 12 months. KF 24: Percentage of staff/colleagues reporting most recent experience of violence. KF 16: Percentage of staff reporting working extra hours. KF12: Quality of appraisals. The above results demonstrate the Trust s focus on ensuring key workforce performance requirements are met, particularly in relation to appraisals. The Key Findings that compare least favourably with other combined acute and Community Trusts are: KF 28: Percentage of staff witnessing potentially harmful errors, near misses or incidents in last month. KF22: Percentage of staff experiencing physical violence from patients, relatives or the public in last 12 months. KF 31: Staff confidence and security in reporting unsafe clinical practice. KF17: Percentage of staff suffering work related stress in last 12 months. KF1: Staff recommendation of the organisation as a place to work or receive treatment. For One and All Page 4 of 9

5 Four of the above have stayed the same against the 2014 survey results. These areas provide the starting point for the Trust s action planning together with outcomes from the last Pulse Survey and the Colleague Connect events undertaken. Engagement and Satisfaction The Staff Survey results for 2015 have shown no change in terms of results for staff engagement. The overall staff engagement score, which is an indicator of a range of staff engagement related questions, rose slightly 3.59 to This is clearly disappointing and does not reflect the hard work undertaken in the last 18 months to develop and improve engagement with our colleagues. The engagement questions cover indicators of job satisfaction and motivation, willingness to recommend the service and indicators of involvement. The indicators of job satisfaction and motivation have remained the same. There was an increase from 62% to 68% in staff who felt able to contribute towards improvement The percentage of staff reporting good communication between senior management and staff has decreased from 33% to 25%. This is 5% below the National 2015 average for combined Acute and Community Trusts. Training and Development The percentage of staff receiving an appraisal in the past 12 months has increased from 86% to 91% and this puts the Trust above the 86% National average, with 3.3% reporting that their appraisal was of good quality. Health and wellbeing Again there is little change on health and wellbeing indicators. The percentage of colleagues saying that they had suffered work-related stress in the previous 12 months remains at 42 per cent. However, the percentage of colleagues feeling pressure to attend work when unwell fell from 66 to 64 per cent. Bullying and harassment remains an area of concern with the percentage reporting bullying, harassment and abuse from patients dropping only 1% from 34 to 33 per cent. The percentage reporting bullying, harassment and abuse from colleagues has also decreased by 1% 27 per cent. Divisional Analysis Appendix 2 shows an analysis of the survey results by division and a summary of the scores are shown below: For One and All Page 5 of 9

6 Division Total Number of Indicators below the NHS average of combined acute and community trusts in 2015 Total Number of Deteriorating Indicators from 2014 to 2015 Total Number of Improving Indicators from 2014 to 2015 Corporate Estates and Facilities WCCSS Surgery MLTC The divisional results show where scores in specific divisions have deteriorated from 2014 to 2015 and the breakdown of deteriorating indicators and improvement indicators. Corporate remains the overall best performing division against the National 2015 average for combined acute and community. The best performing clinical division is Medicine and Long Term Conditions (MLTC). Surgery has seen the highest number of deteriorations from 2014 to 2015 and this remains a concern with the highest frequency of indicators below the national average compared with like for like Trusts. Divisional results will be shared with each divisional management team to develop targeted action plans for each division. The plans and outcomes will be one of the agenda items for the quarterly divisional performance reviews. FOR ONE AND ALL PROGRAMME Next steps The Colleague Experience and Engagement Group (CEEG) will continue to support the Trust to address the identified issues with ongoing work programmes on health and wellbeing, engagement and leadership development. The For One and All Programme, in the last three years, has seen a prominent focus on the colleague experience which has seen the: Launch the Connect brand for colleague engagement activities. Launch of Team Connect (monthly team meetings). Launch of Trust Connect (bi-monthly publication). Roll out the Colleague Connect engagement framework. Revamp of Long Service Awards. New For One and All Colleague Recognition Awards/Trust Ball and the introduction of Thank You postcards. Re-introduced recognition for 100% attendance. New Appraisal format linked to the Promises. Introduction of a Local Induction booklet. Colleague Handbook App. For One and All Page 6 of 9

7 Launch of the Strategic Leadership Programme and Operational Leadership Programme. New Corporate Induction and Clinical Update. Continuation of the colleague Pulse Survey including the Staff Friends and Family Test. In particular, Pulse Surveys are implemented to provide real time feedback of staff experience and measure the impact of the programme. The last Pulse Survey in September 2015 returned c.1024 responses and the results are consistent with the 2015 NHS National Staff Survey. The 2015 Staff Survey results are disappointing but not unexpected in representing a clear reflection of the colleague sentiment towards the pressures in the system, and consistent with the Pulse Survey and other performance measures available to us. Despite the continued focus in the last 3 years on colleague engagement and recognition, this has not matched the impact of 2012 and our levels of satisfaction have declined. The Staff Survey results suggest that there has been an increase in pressure at work and colleagues feel unable to provide a high level of care, which in turn has impacted on job satisfaction. There is now an opportunity over the next 12 months to reconnect colleagues to the strategic agenda. By engaging and empowering our staff for better outcomes for patients through Listening into Action (LiA). LiA will be: Entirely based on what our colleagues and leaders say will work for them. Build the confidence of clinical and operational leaders to engage and empower their teams, giving permission to act and unblocking the way for them. Small change, BIG impact actions at a corporate and team level - with the direct involvement of staff - to improve the way things work around here. Progress will be monitored monthly by CEE, with the specific Divisional developments discussed and reviewed at their respective Quarterly Review meetings. As a response to the Staff Survey data, a draft action plan has been designed titled Say, Stay, Strive (Appendix 1). The Trust Culture and Quality Improvement Group along with staff Side leads have volunteered to work together to focus on addressing the issues staff raised in the survey. The first meeting took place on 27 April 2016 with future dates already planned for June/August/October/December/February Our Trade Union representative facilitated the monthly meetings to start the Action Plan with this group. Engaging conversations took place connected to the Stay, Say, Strive, action themes. The ideas suggested from the meeting are being aligned and agreed to the topics for the next meeting in order to drive the action plan forward This group will feed back into the CEE group and drivers will be agreed in order to change the culture and improve the results of the Staff Survey. This therefore ensures that ideas are supported from the bottom up, to make certain that colleagues feel they are in the driving seat of a culture change.. For One and All Page 7 of 9

8 This meeting has provided a further opportunity to engage with colleagues at all levels on the Vision and Objectives. The group will also be Communication Champions to ensure the key messages are understood in their area of work. The outcomes from Colleague Connect, CEE and the Culture and Quality Improvement Group will be utilised to inform revisions to the Vision, service principles and objectives of the Trust. Feedback will also be disseminated via the Chief Executive s Update, Trust Connect, and Team Connect. The colleague engagement action plan will focus on activities in the following areas in order to improve the colleague experience: Leadership Development Engagement Structure Health & Wellbeing including stress and violence and aggression Recognition Internal communications including speaking out safely HR processes. Particular focus will be given to: Leadership development Roll out of the Board Development programme in line with the Staff survey result and Trust CQC findings Launch a Mandatory Effective Management Programme to address the NHS Staff survey and the CQC report Annual Leadership Conference Engagement Structure Launch of Listening into Action (LiA) engaging colleagues with the strategic priorities. Health & Wellbeing Reduce Sickness Reduce Agency Annual calendar of events maintaining momentum in the promotion of wellbeing messages Internal Communications Whistleblowing/raising concern policy and supporting HR activity Freedom to speak up guardians ( creating a BCA support network) and their activities Clinical openness via Duty of Candour Health and safety raising concerns about the environment For One and All Page 8 of 9

9 CONCLUSION This year we have received the same percentage of nursing respondent s, but less admin, clerical, corporate services and management respondants. The Trust is now higher than the national average in terms of front line respondent s and this, therefore has affected our final results in terms of weighting. The NHS Staff Survey 2015 shows growing pressure on those working in the NHS and presents a challenging picture after a period of progress. The NHS Staff Survey continues to provide a useful benchmark for the Trust in order to measure its performance against other combined acute and Community Trusts across the country. This also provides a platform to develop initiatives that will have the biggest impact for improving the colleague experience. For One and All Page 9 of 9