Interim Director of Operations

Transcription

1 Attachment 9a Report to Board of Directors Date 28 March 2014 Title Sponsoring Director Authors Previously considered by Executive Summary Related Trust objective 2013/14 Legal implications/ regulatory requirement Report for Staff Survey Interim Director of Operations Sandy Oosthuysen, Head of Learning and OD, and Caroline Gregory, Human Resources Business Partner N/A To provide a summary of the 2013 NHS Staff Survey (re: JPUH) and to identify key improvements and actions/themes to be taken forward in CQC standards 2. Patient experience 3. Values and behaviours framework 4. Staff performance framework 5. Partnership/community working for joined up services 6. Improved management structure 7. Financial performance CQC Benchmarks included in Intelligence Monitoring Report Information 28 March 2014 Staff Survey Report Page 1 of 9

2 1. Purpose To provide a summary of the 2013 NHS Staff Survey (re JPUH) and to identify key improvements and actions/themes to be taken forward in Executive Summary Overall indicator of staff engagement for James Paget University Hospitals NHS Foundation Trust The figure below shows how James Paget University Hospitals NHS Foundation Trust compares 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 3.85 was highest (best) 20% when compared with trusts of a similar type but better than the score in This report shows a significant improvement in comparisons to 2012 results which is supported by the Denison Cultural Survey 2013 results. In 2012 the Organisation Development strategy was agreed by Board and these results are a reflection of the commitment shown in the Trust to achieving the KPI s in the ODS. Culture change takes time to embed and looking forward the action plans need to reflect the effort required to maintain and where possible enhance these results for the period 2014 to OVERALL STAFF ENGAGEMENT. This overall indicator of staff engagement has been calculated using the questions that make up Key Findings 22, 24 and 25. These Key Findings relate to the following aspects of staff engagement: staff members perceived ability to contribute to improvements at work (Key Finding 22); their willingness to recommend the Trust as a place to work or receive treatment (Key Finding 24); and the extent to which they feel motivated and engaged with their work (Key Finding 25). The table overleaf shows how James Paget University Hospitals NHS Foundation Trust compares with other acute Trusts on each of the sub-dimensions of staff engagement, and whether there has been a change since the 2012 survey. 28 March 2014 Staff Survey Report Page 2 of 9

3 NB. A Key Performance Indicator in the Trust s Organisational Development Strategy was/is to see some improvements in this survey re: the staff engagement indicators (as above) with significant improvements in The significant improvements in 2013 have been achieved as outlined above. 28 March 2014 Staff Survey Report Page 3 of 9

4 3. Largest Local Changes since the 2012 Survey This page highlights the five Key Findings where staff experiences have improved at James Paget University Hospitals NHS Foundation Trust since the 2012 survey. WHERE STAFF EXPERIENCE HAS IMPROVED 28 March 2014 Staff Survey Report Page 4 of 9

5 4. Summary of 2012 Key Findings for James Paget University Hospitals NHS Foundation Trust Top and Bottom Ranking Scores This page highlights the five Key Findings for which James Paget University Hospitals NHS Foundation Trust compares most favourably with other acute trusts in England. TOP FIVE RANKING SCORES 28 March 2014 Staff Survey Report Page 5 of 9

6 This page highlights the five Key Findings for which James Paget University Hospitals NHS Foundation Trust compares least favourably with other acute Trusts in England. It is suggested that these areas might be seen as a starting point for local action to improve as an employer. BOTTOM FIVE RANKING SCORES 28 March 2014 Staff Survey Report Page 6 of 9

7 The survey shows that there were no negative findings where the Trust s score is in the worst 20% of trusts or where the score is not as good as Additional Themes 2 additional themes were surveyed this year, staff satisfaction and Equality and Diversity. 28 March 2014 Staff Survey Report Page 7 of 9

8 6. Summary and Follow up Themes 6.1 In reviewing the bottom five ranking scores there are three themes that appear to be emerging. 6.2 KF % of the sample indicated that they are working extra hours. Whilst this is only 1% higher than the national average for acute Trusts the work undertaken by the Director of Nursing in reviewing staffing levels in the clinical areas should start to address some of these concerns. The divisional integrated planning process may also be used to determine the admin and clerical pressures in the divisions. These pieces of work will be used to inform this. 28 March 2014 Staff Survey Report Page 8 of 9

9 6.3 KF 11 - The % of staff suffering work related stress in last 12 months is 37%. This compares with the national average for acute Trusts. It is recommended that the Health and Safety group and Health and Wellbeing Group put an action plan together to be presented to Board June/July KF 27 Although there is no percentage change the national talent strategy for staff in bands 1-4 and a newly developed talent mapping process will be implemented to support career development. Communication of career pathways will be enhanced. 6.5 Whilst these are positive results further work will be required to maintain and where possible enhance our staff experience indicators as the link between engaged and motivated staff and patient experience and care outcomes are well documented. Staff engagement and well-being are the two suggested themes that will require strategic focus. 6.6 These themes will now be developed into firmer plans and taken forward by the Executive. 7. Recommendations 7.1 That the Board note the results of the 2013 Staff Survey and acknowledge the actions/themes needing to be taken forward in The Director with responsibility for workforce and organisational development to provide a further report following on from the 2014 NHS Staff Survey this autumn (the results of which will be available c. March 2015.) 28 March 2014 Staff Survey Report Page 9 of 9

10 July 2012 Transformation programmes/qipp/cip Operational grip /CQC compliance Revised Divisional performance management dashboard & accountabilities Patient Flow project Listening to/learning from staff 8. Positive culture of improvement 1. Clear, compelling strategic direction New Chair achieved Vision & strategy review New leadership briefings Specific KPMG governance improvements Full governance/assurance review Net promoter score & other, enhanced patient and staff experience metrics Improved communications with staff Review of expected attitudes & behaviours Objective setting for senior managers Training for managers in HR processes Recruitment & selection review & recruiter training Revised appraisals 7. Robust governance & measurement 6. Effective communication 5. Engaged & aligned teams High Quality Patient Care Motivated and Productive Staff A learning culture 4. Demand, service & workforce planning 2. Inspiring & consistent leadership 3. Aligned & healthy workforce NB: Whilst not shown, some of these workstreams support more than one of the ODS s 8 planned outcomes. All the areas in red are the objectives that have been achieved. Interim CEO & new management team(s) Recruitment of substantive CEO Talent mapping of senior staff Leadership development programme Mandatory training compliance Staying healthy SHA accreditation Compliance with Equality Delivery System Improved H&S training for managers Sickness % reduction Ward based establishment review Junior doctors review Integrated service and workforce planning