STAFF SURVEY RESULTS AND ACTION PLAN. Report to the Trust Board on the 2013 NHS Staff Survey. May 2014

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1 STAFF SURVEY RESULTS AND ACTION PLAN Report to the Trust Board on the 2013 NHS Staff Survey May 2014 Introduction This paper summarises the key findings for Moorfields in the 2013 national staff survey, and the action plan being implemented as a result. The NHS Staff Survey offers us the opportunity to understand the views of our staff and their experiences throughout their employment with us. Following the survey process the results, which draw on four of the seven pledges within the NHS Constitution, are analysed and are published nationally against a defined benchmark group. Our benchmark group includes about 20 specialist acute Trusts. The questions are grouped into 28 key findings. The scores for some are straight percentages, for example the percentage of respondents who witnessed incidents. The scores for others are composites, expressed as a score out of 5, such as staff job satisfaction. The results of the survey are published both in summary form, and in full. The summary report is attached, and shows our results as a whole Trust, benchmarked against our group, and how our results have changed from last year. The full report is available, and gives more detailed results. This year we surveyed all our staff, not just a sample. 30% of staff responded, a total of 499 individuals. The response rate was lower than last year when 44% responded, and lower than the average for acute specialist Trusts. This is a particular disappointment, given the work undertaken to encourage staff to respond, including publicising the work we did as a result of the previous survey, and offering a weekly prize draw for respondents. Surveying all staff has given us the opportunity to see results by department or directorate, provided a sufficient number of responses were received to ensure anonymity. Many of our departments are very small, and so this breakdown has not been possible for all. Scores available by department are contained in the full report. A single page summary showing directorate and departmental scores is also attached. The RAG rating shows the distance from the specialist acute trust benchmark scores, with green being above average, amber being close to the average, and red below average. These are very crude indicators and the statistical significance is questionable where the variances are small. Furthermore, simply because an indicator is green because it is better than the average, this does not necessarily mean that it does not require attention. For example, we are well above the average for staff reporting good communication between staff and senior managers, but the average is only 34% and our score of 41% is nothing to be proud of. This summary simply provides a visual starting point, showing where we might choose to ask follow up questions and focus our attention.

2 Percentage scores are rounded to the nearest 1%. This means that scores of less than 0.5% are displayed as 0%. In order to preserve anonymity of individual staff, a score is replaced with a dash if the staff group in question contributed fewer than 11 responses to that score. Where we are doing well Overall we have some very positive messages arising out of the staff survey, demonstrating that our people take pride in the care they deliver, and recommend the trust as a place to work and receive treatment. The five areas where we are doing best are: Staff feel satisfied with the quality of work and patient care they are able to deliver Staff agree that their role makes a difference to patients Staff feel motivated and enthusiastic about their work The overall work pressure felt by staff is lower than the national average; The appraisals our managers conduct are well structured The area in which we have improved the most is the coverage of appraisals, although we are still short of the benchmark average. With all of these positive messages our level of staff engagement is higher than average, and rank fourth best of acute specialist trusts as a place recommended by staff to work or receive treatment.. Where we need to improve There are a number of areas in which we need to do some more detailed work. Some repeat the themes from previous years and include: The proportion of staff feeling bullied, harassed or abused by other staff remains higher than the benchmark group The number of staff feeling bullied, harassed or abused by patients or service users also remains higher than the benchmark group A high proportion of staff feel they have been discriminated against at work Fewer staff have received equality and diversity training than in our benchmark group Staff feel we do not provide equal opportunities for career progression or promotion Staff do not always report errors, incidents or near misses that they witness. Actions to secure improvement A range of actions have been developed in response to the survey results. A number of these actions are trust-wide, to address issues shared across the board. Others have been department focused. The content of these plans has been informed by listening and engaging with staff to understand the concerns in more depth, focusing in particular on areas highlighted by the department results. The departmental actions can be shared in more detail within the private board meeting, if required.

3 TRUST WIDE ACTIONS The Moorfields Way Our major staff engagement project The Moorfields Way - Developing a Culture of Courage and Ownership is well under way. A short slide presentation summarising the work is attached. The project combines work on a range of fronts. A number of these emerged out of the focus groups we conducted across the organisation following the 2012 staff survey, and linked closely with the principles behind the Francis Report recommendations. More recently, links were made with the emerging corporate priority focusing on transforming the way in which we deliver our services and our patients experience. The areas of work this project either contributes to or directly tackles include: increasing staff engagement through increasingly visible leadership giving managers greater confidence to manage difficult issues including bullying refreshing our statement of values, expressing them in a simple way that is accessible and owned at every level of the organisation setting and maintaining standards of behaviour based on these simple values, and holding each other to account finding creative ways to make it easier for staff to speak out if they have concerns, including the creation of a team of staff volunteer Contact Officers encouraging individuals to report incidents, errors and near misses A steering group has been formed, a series of events to involve staff and patients has been designed, and a wide range of individuals have been identified to act as ambassadors and champions for change. Listening events will take place through June, and we are taking advantage of the clinical governance half days in June to maximise the involvement of clinical staff. We expect to be launching our refreshed values and behaviours, and building them into everything we do, from September onwards. Contact Officers Our staff members are the Trust s eyes and ears, and are the people who know exactly what is happening in every corner of the organisation. They are also, often, best placed to support each other in raising concerns when things go wrong. A new Contact Officer scheme has been established to support staff who have concerns but are not sure where to turn, or for whatever reason are reluctant to raise it with anyone in authority. Seven volunteer members of staff have been trained as Contact Officers, together with a supervisor. These are the successors to the Trust s Bullying and Harassment Advisers, with an extended remit. They have been trained in the basics of non-directive counselling, and will provide support and sign-posting to staff members who have concerns but are not sure

4 where to take them. Contact Officers will provide support on a confidential basis, but will advise the Trust on themes that emerge, so that appropriate action can be taken. They will listen to any concerns staff have, including those about bullying or harassment, patient care, discrimination, lack of development, errors or near misses, and the aim is that by providing a safe, less intimidating route to raise concerns, staff will be more confident to do so. Contact Officers will not act as a formal counsellor or as a staff representative we have external counsellors and trade union representatives to do that but they will act as a confidential sounding board and signpost to the various sources of help that are available. The scheme was launched on 20 May 2014 with a stand in the staff dining room at City Road. Visits to other sites are planned, and posters and leaflets will be circulated across all Trust sites. The first approach to a Contact Officer has already been made. Staff Friends and Family Test The introduction of the Friends and Family test for staff, although quite a simple measure, will allow us to track progress on a quarterly basis. The test asks staff to say how likely they are to recommend the Trust as a place to work and receive treatment. We have piloted the use of Survey Monkey for this test, and the short questionnaires will be circulated to all staff in June 2014, and quarterly thereafter. Hard copy questionnaires will be available for staff members who would prefer this to an electronic version. Departmental results will be available for our larger departments, allowing us to track improvements in areas where we have focused our efforts. Improvements to incident reporting The roll out of the Trust s upgraded electronic incident reporting system has been completed, with training for staff and managers in the use of the new system. Electronic reporting has been piloted in several key areas and has been well received and the number of incidents reported for this year to date is already greater than previous years. The risk team has worked hard to raise awareness of the importance of incident reporting and train staff during the roll out of the e-reporting system. To date, 59% (1199) of all staff have been trained in the use of e-reporting. As well as making the process of reporting incidents easier and more efficient, it allows more detailed recording of data, people involved and, very importantly, facilitates both the acknowledgement of receipt of the report and feedback to the member of staff after the incident has been investigated. Feedback the sense that something has happened as a result - has been shown in many other Trusts to be a key factor in encouraging staff to report. Local actions within departments A wide range of actions have been developed and implemented. Examples are as follows:

5 Department 1 Local team meetings involving HR, trade union representatives and staff to identify what experiences lay behind the scores, and what action needs to be taken. Staff suggestion/comment box for staff to provide comments anonymously Introduction of additional supervisory/managerial posts to spread management responsibility and reduce spans of control Department 2 Meeting with supervisory team to raise awareness of concerns and pinpoint areas for action. Follow-up planned within next clinical governance half-day. Broadened the criteria for a supervisory post to give greater opportunity for career progression, and an internal appointment made. Recognition that high levels of vacancies make staff release for team development difficult. A number of new appointments have been made, and the department s remaining vacancies will be included in the current major nurse recruitment campaign, with the aim of recruiting extra to anticipate future vacancies, and to provide some capacity for release. Walk-around by Chief Executive and Director of Nursing to meet and talk to staff. Safety walk-about planned involving the risk team, patient experience manager, security manager and the head of clinical governance, to allow staff to raise safety issues for resolution Transformation work to include developing the capacity for team development. Department 3 Several team meetings to discuss findings and reassure staff of the zero tolerance approach. Highly visible management as a routine across the whole department. Internal, anonymous survey of staff perceptions to gain greater understanding and gauge improvements. Department 4 Recognition that the survey was undertaken at a time of unprecedented change, during which staff felt hard-pressed and unsupported. Since the time of the survey, resources within the department have been increased, and there have been significant changes to the management structure. Whole team awayday. Next steps Progress will be monitored and reported quarterly to TMB and the Trust Board within the HR and Workforce Report. Sally Storey Director of Human Resources 20 May 2014

6 2013 National NHS staff survey Brief summary of results from Moorfields Eye Hospital NHS Foundation Trust

7 Table of Contents 1: Introduction to this report 3 2: Overall indicator of staff engagement for Moorfields Eye Hospital NHS Foundation Trust 5 3: Summary of 2013 Key Findings for Moorfields Eye Hospital NHS Foundation Trust 6 4: Full description of 2013 Key Findings for Moorfields Eye Hospital NHS Foundation Trust (including comparisons with the trust s 2012 survey and with other acute specialist trusts) 14 2

8 1. Introduction to this report This report presents the findings of the 2013 national NHS staff survey conducted in Moorfields Eye Hospital NHS Foundation Trust. In section 2 of this report, we present an overall indicator of staff engagement. Full details of how this indicator was created can be found in the document Making sense of your staff survey data, which can be downloaded from In sections 3 and 4 of this report, the findings of the questionnaire have been summarised and presented in the form of 28 Key Findings. These sections of the report have been structured around 4 of the seven pledges to staff in the NHS Constitution which was published in March 2013 ( plus two additional themes: 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 education and training for their jobs, and line management support to enable them to fulfil their potential. Staff Pledge 3: To provide 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: Staff satisfaction Additional theme: Equality and diversity Please note that the NHS pledges were amended in 2013, however the report has been structured around 4 of the pledges which have been maintained since For more information regarding this please see the Making Sense of Your Staff Survey Data document. As in previous years, there are two types of Key Finding: - percentage scores, i.e. percentage of staff giving a particular response to one, or a series of, survey questions - scale summary scores, calculated by converting staff responses to particular questions into scores. For each of these scale summary scores, the minimum score is always 1 and the maximum score is 5 A longer and more detailed report of the 2013 survey results for Moorfields Eye Hospital NHS Foundation Trust can be downloaded from: This report provides detailed breakdowns of the Key Finding scores by directorate, occupational groups and demographic groups, and details of each question included in the core questionnaire. 3

9 Your Organisation The scores presented below are un-weighted question level scores for questions Q12a - 12d and the weighted score for Key Finding 24. The percentages for Q12a Q12d are created by combining the responses for those who Agree and Strongly Agree compared to the total number of staff that responded to the question. The Q12d score is related to CQUIN payments for Acute trusts participating in the National NHS Staff Survey. 2013/2014 guidance on CQUIN payments can be found via the following link Q12a, Q12c and Q12d feed into Key Finding 24 Staff recommendation of the trust as a place to work or receive treatment. Q12a "Care of patients / service users is my organisation's top priority" Q12b "My organisation acts on concerns raised by patients / service users" Q12c Q12d KF24. "I would recommend my organisation as a place to work" "If a friend or relative needed treatment, I would be happy with the standard of care provided by this organisation" Staff recommendation of the trust as a place to work or receive treatment (Q12a, 12c-d) Your Trust in 2013 Average (median) for acute specialist trusts Your Trust in

10 2. Overall indicator of staff engagement for Moorfields Eye Hospital NHS Foundation Trust The figure below shows how Moorfields Eye Hospital NHS Foundation Trust compares with other acute specialist 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 4.01 was above (better than) average when compared with trusts of a similar type. 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 below shows how Moorfields Eye Hospital NHS Foundation Trust compares with other acute specialist trusts on each of the sub-dimensions of staff engagement, and whether there has been a change since the 2012 survey. Change since 2012 survey Ranking, compared with all acute specialist trusts OVERALL STAFF ENGAGEMENT Above (better than) average KF22. Staff ability to contribute towards improvements at work (the extent to which staff are able to make suggestions to improve the work of their team, have frequent opportunities to show initiative in their role, and are able to make improvements at work.) KF24. Staff recommendation of the trust as a place to work or receive treatment (the extent to which staff think care of patients/service users is the Trust s top priority, would recommend their Trust to others as a place to work, and would be happy with the standard of care provided by the Trust if a friend or relative needed treatment.) KF25. Staff motivation at work (the extent to which they look forward to going to work, and are enthusiastic about and absorbed in their jobs.) Above (better than) average Above (better than) average Above (better than) average Full details of how the overall indicator of staff engagement was created can be found in the document Making sense of your staff survey data. 5

11 3. Summary of 2013 Key Findings for Moorfields Eye Hospital NHS Foundation Trust 3.1 Top and Bottom Ranking Scores This page highlights the five Key Findings for which Moorfields Eye Hospital NHS Foundation Trust compares most favourably with other acute specialist trusts in England. KF3. Work pressure felt by staff TOP FIVE RANKING SCORES KF1. Percentage of staff feeling satisfied with the quality of work and patient care they are able to deliver KF8. Percentage of staff having well structured appraisals in last 12 months KF2. Percentage of staff agreeing that their role makes a difference to patients KF25. Staff motivation at work 6

12 This page highlights the five Key Findings for which Moorfields Eye Hospital NHS Foundation Trust compares least favourably with other acute specialist 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! KF19. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months! KF18. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months! KF28. Percentage of staff experiencing discrimination at work in last 12 months! KF26. Percentage of staff having equality and diversity training in last 12 months! KF27. Percentage of staff believing the trust provides equal opportunities for career progression or promotion For each of the 28 Key Findings, the acute specialist trusts in England were placed in order from 1 (the top ranking score) to 19 (the bottom ranking score). Moorfields Eye Hospital NHS Foundation Trust s five lowest ranking scores are presented here, i.e. those for which the trust s Key Finding score is ranked closest to 19. Further details about this can be found in the document Making sense of your staff survey data. 7

13 3.2 Largest Local Changes since the 2012 Survey This page highlights the Key Finding that has improved at Moorfields Eye Hospital NHS Foundation Trust since the 2012 survey. (This is a positive local result. However, please note that, as shown in section 3.3, when compared with other acute specialist trusts in England, the score for Key finding KF7 is worse than average). WHERE STAFF EXPERIENCE HAS IMPROVED KF7. Percentage of staff appraised in last 12 months 8

14 This page highlights the Key Finding that has deteriorated at Moorfields Eye Hospital NHS Foundation Trust since the 2012 survey. It is suggested that this might be seen as a starting point for local action to improve as an employer. WHERE STAFF EXPERIENCE HAS DETERIORATED! KF5. Percentage of staff working extra hours 9

15 3.3. Summary of all Key Findings for Moorfields Eye Hospital NHS Foundation Trust KEY Green = Positive finding, e.g. there has been a statistically significant positive change in the Key Finding since the 2012 survey. Red = Negative finding, e.g. there has been a statistically significant negative change in the Key Finding since the 2012 survey. Grey =, e.g. there has been no statistically significant change in this Key Finding since the 2012 survey. For most of the Key Finding scores in this table, the higher the score the better. However, there are some scores for which a high score would represent a negative finding. For these scores, which are marked with an asterix and in italics, the lower the score the better. Change since 2012 survey 10

16 3.3. Summary of all Key Findings for Moorfields Eye Hospital NHS Foundation Trust KEY Green = Positive finding, e.g. better than average. Red = Negative finding, e.g. worse than avearge. Grey = Average. For most of the Key Finding scores in this table, the higher the score the better. However, there are some scores for which a high score would represent a negative finding. For these scores, which are marked with an asterix and in italics, the lower the score the better. Comparison with all acute specialist trusts in

17 3.4. Summary of all Key Findings for Moorfields Eye Hospital NHS Foundation Trust KEY Green = Positive finding, e.g. better than average, better than 2012.! Red = Negative finding, e.g. worse than average, worse than 'Change since 2012 survey' indicates whether there has been a statistically significant change in the Key Finding since the 2012 survey. -- Because of changes to the format of the survey questions this year, comparisons with the 2012 score are not possible. * For most of the Key Finding scores in this table, the higher the score the better. However, there are some scores for which a high score would represent a negative finding. For these scores, which are marked with an asterix and in italics, the lower the score the better. Change since 2012 survey STAFF PLEDGE 1: To provide all staff with clear roles, responsibilities and rewarding jobs. KF1. % feeling satisfied with the quality of work and patient care they are able to deliver KF2. % agreeing that their role makes a difference to patients Ranking, compared with all acute specialist trusts in 2013 Above (better than) average Above (better than) average * KF3. Work pressure felt by staff Below (better than) average KF4. Effective team working Average * KF5. % working extra hours! Increase (worse than 12) Average STAFF 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. KF6. % receiving job-relevant training, learning or development in last 12 mths Above (better than) average KF7. % appraised in last 12 mths Increase (better than 12)! Below (worse than) average KF8. % having well structured appraisals in last 12 mths Above (better than) average KF9. Support from immediate managers Above (better than) average STAFF PLEDGE 3: To provide support and opportunities for staff to maintain their health, well-being and safety. Occupational health and safety KF10. % receiving health and safety training in last 12 mths! Below (worse than) average * KF11. % suffering work-related stress in last 12 mths Below (better than) average Infection control and hygiene KF12. % saying hand washing materials are always available Errors and incidents * KF13. % witnessing potentially harmful errors, near misses or incidents in last mth KF14. % reporting errors, near misses or incidents witnessed in the last mth KF15. Fairness and effectiveness of incident reporting procedures Above (better than) average Below (better than) average! Below (worse than) average Above (better than) average 12

18 3.4. Summary of all Key Findings for Moorfields Eye Hospital NHS Foundation Trust (cont) Violence and harassment * KF16. % experiencing physical violence from patients, relatives or the public in last 12 mths * KF17. % experiencing physical violence from staff in last 12 mths * KF18. % experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 mths * KF19. % experiencing harassment, bullying or abuse from staff in last 12 mths Health and well-being * KF20. % feeling pressure in last 3 mths to attend work when feeling unwell Change since 2012 survey Ranking, compared with all acute specialist trusts in 2013 Below (better than) average! Above (worse than) average! Above (worse than) average! Above (worse than) average Below (better than) average 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. KF21. % reporting good communication between senior management and staff KF22. % able to contribute towards improvements at work ADDITIONAL THEME: Staff satisfaction Above (better than) average Above (better than) average KF23. Staff job satisfaction Above (better than) average KF24. Staff recommendation of the trust as a place to work or receive treatment Above (better than) average KF25. Staff motivation at work Above (better than) average ADDITIONAL THEME: Equality and diversity KF26. % having equality and diversity training in last 12 mths KF27. % believing the trust provides equal opportunities for career progression or promotion * KF28. % experiencing discrimination at work in last 12 mths! Below (worse than) average! Below (worse than) average! Above (worse than) average 13

19 4. Key Findings for Moorfields Eye Hospital NHS Foundation Trust 499 staff at Moorfields Eye Hospital NHS Foundation Trust took part in this survey. This is a response rate of 30% 1 which is below average for acute specialist trusts in England, and compares with a response rate of 44% in this trust in the 2012 survey. This section presents each of the 28 Key Findings, using data from the trust's 2013 survey, and compares these to other acute specialist trusts in England and to the trust's performance in the 2012 survey. The findings are arranged under six headings the four staff pledges from the NHS Constitution, and the two additional themes of staff satisfaction and equality and diversity. Positive findings are indicated with a green arrow (e.g. where the trust is better than average, or where the score has improved since 2012). Negative findings are highlighted with a red arrow (e.g. where the trust s score is worse than average, or where the score is not as good as 2012). An equals sign indicates that there has been no change. STAFF PLEDGE 1: To provide all staff with clear roles, responsibilities and rewarding jobs. KEY FINDING 1. Percentage of staff feeling satisfied with the quality of work and patient care they are able to deliver KEY FINDING 2. Percentage of staff agreeing that their role makes a difference to patients 1 Questionnaires were sent to all 1686 staff eligible to receive the survey. This includes only staff employed directly by the trust (i.e. excluding staff working for external contractors). It excludes bank staff unless they are also employed directly elsewhere in the trust. When calculating the response rate, questionnaires could only be counted if they were received with their ID number intact, by the closing date. 14

20 KEY FINDING 3. Work pressure felt by staff KEY FINDING 4. Effective team working KEY FINDING 5. Percentage of staff working extra hours STAFF 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. KEY FINDING 6. Percentage of staff receiving job-relevant training, learning or development in last 12 months 15

21 KEY FINDING 7. Percentage of staff appraised in last 12 months KEY FINDING 8. Percentage of staff having well structured appraisals in last 12 months KEY FINDING 9. Support from immediate managers STAFF PLEDGE 3: To provide support and opportunities for staff to maintain their health, well-being and safety. Occupational health and safety KEY FINDING 10. Percentage of staff receiving health and safety training in last 12 months 16

22 KEY FINDING 11. Percentage of staff suffering work-related stress in last 12 months Infection control and hygiene KEY FINDING 12. Percentage of staff saying hand washing materials are always available Errors and incidents KEY FINDING 13. Percentage of staff witnessing potentially harmful errors, near misses or incidents in last month KEY FINDING 14. Percentage of staff reporting errors, near misses or incidents witnessed in the last month 17

23 KEY FINDING 15. Fairness and effectiveness of incident reporting procedures Violence and harassment KEY FINDING 16. Percentage of staff experiencing physical violence from patients, relatives or the public in last 12 months KEY FINDING 17. Percentage of staff experiencing physical violence from staff in last 12 months KEY FINDING 18. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months 18

24 KEY FINDING 19. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months Health and well-being KEY FINDING 20. Percentage of staff feeling pressure in last 3 months to attend work when feeling unwell 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. KEY FINDING 21. Percentage of staff reporting good communication between senior management and staff KEY FINDING 22. Percentage of staff able to contribute towards improvements at work 19

25 ADDITIONAL THEME: Staff satisfaction KEY FINDING 23. Staff job satisfaction KEY FINDING 24. Staff recommendation of the trust as a place to work or receive treatment KEY FINDING 25. Staff motivation at work ADDITIONAL THEME: Equality and diversity KEY FINDING 26. Percentage of staff having equality and diversity training in last 12 months 20

26 KEY FINDING 27. Percentage of staff believing the trust provides equal opportunities for career progression or promotion KEY FINDING 28. Percentage of staff experiencing discrimination at work in last 12 months 21

27 NHS Staff Survey Analysis of Key Findings by Directorate and Department KF No Key Finding KF1 KF2 % satisfied with the quality of work and patient care they are able to deliver % agreeing that role makes a difference to patients Specialist Acute Average Trust Average Corporate Functions Estates & Facilities Finance HR Strategy & Business Development Moorfields North Moorfields at Ealing Hospital Moorfields East Moorfields Northwest Moorfields Pharmaceuticals Moorfields Private Inpatients Outpatients Moofields South Outpatients & Diagnostics Optometry Outpatients & Diagnostics Medical Staff Orthoptics Research & Development Surgical Services Surgical Services Admin Surgical Services Medical KF3 Work pressure felt by staff KF4 Effective team working KF5 % staff working extra hours KF6 KF7 KF8 KF9 KF10 KF11 KF12 % receiving job-relevant training, learning or dev't in last 12 months Percentage of staff appraised in last 12 months % having well structured appraisals in last 12 months Support from immediate managers % receiving health and safety training in last 12 mths Percentage of staff suffering work related stress in last 12 months % saying hand washing materials always available % witnessing potentially KF13 harmful errors, near misses or incidents in last month % reporting errors, near misses KF14 or incidents witnessed in the last month KF15 Fairness & effectiveness of procedures for reporting errors, near misses, incidents % experiencing physical KF16 violence from patients, relatives, public last 12 mths % experiencing physical KF17 violence from staff in last 12 months KF18 % experiencing harassment, bullying, abuse from patients, relatives, public last 12 mths % experiencing harassment, KF19 bullying or abuse from staff in last 12 months % feeling pressure in last 3 KF20 months to attend work when feeling unwell % reporting good KF21 communication between senior mgt and staff KF22 % able to contribute towards improvements at work KF23 Staff job satisfaction KF24 Staff recommendation of the trust as a place to work or receive treatment KF25 Staff motivation at work KF26 KF27 KF28 % equality & diversity training in last 12 months % believe that trust provides equal opps for career progression or promotion % experienced discrimination at work in the last 12 months Theatres Surgical Services Nursing & Support

28 The Moorfields Way Proposed Project Approach April 2014

29 The Moorfields Way: Project Approach The Vision Moorfields Eye Hospital NHS Foundation Trust wants to develop a culture of courage and ownership to support delivery of consistently safe, excellent patient care based on the Moorfields Way To support this, Moorfields will develop refreshed new values and behaviours through a programme of patient, staff and leadership engagement to ensure that these are owned by, and resonate with, staff, patients and families, in all Moorfields locations use simple, memorable language to make it easy for staff to notice and appreciate when colleagues live the values, and challenge colleagues when they don t contribute to an open culture where people take ownership of great care wherever it is provided, support teamwork through better quality conversations, and encourage openness to change are robust, relevant and comprehensive so they can be managed and measured The programme to develop the values and behaviours will involve as many staff as possible in the development processes engage staff with the benefits of values-based care, and begin to catalyse change involve patients and carers to understand what great care looks like to them build on current values, and existing insight into patient experience and staff engagement build Moorfields own capability to listen to and act on the views of patients and staff provide a platform for embedding values into Moorfields processes, strategy and management

30 The Moorfields Way: Project Approach

31 The Moorfields Way: Project Approach Plan on a Page Apr May Jun Jul Engagement with key stakeholders Soft launch of communications to staff Planning staff & patient engagement Aug Sept Onwards Staff & patient listening activity Analysis of data collated Feedback to organisation Key Dependencies: Senior leadership sponsorship Review & sign off of values & behaviours Agreement to next steps, actions to take, prioritisation of alignment to key processes Communication of values & behaviours Implementation of specific actions and alignment to key processes e.g. appraisals, values based recruitment, on boarding, induction

32 The Moorfields Way: Project Approach Proposed Steering Group Composition * Steering Group Chair Sally Storey (HRD) Declan Flanagan (Medical Director) Tracy Luckett (Director of Nursing & Allied Health Professions) Kate Jeffreys (Head of Communications) Clinical Director(s) (Aires Lobo and/or Melanie Hingorani?) Mary Sherry (Chief Operating Officer)

33 The Moorfields Way: Project Approach Role High Level Responsibilities Steering Group Sign-off authority for the Project Communicating with ManEx on project progress and deliverables Sign of authority for key deliverables e.g. values and behavioural framework Decision making body for key risks / issues escalated by the Core Project Team Sign off of the key measures put in place to evaluate project outcomes Accountable for providing resource for the core project team Accountable for agreeing and prioritising actions to be taken based on what staff and patients say Accountable for ensuring alignment to key processes is prioritised and actioned Role model engagement with the project Project Team Accountable overall for the delivery of the project (including necessary feedback to funding body LETB) Responsible for proposing and where agreed monitoring key measures of success regarding the intended project outcomes Responsible for defining the respective workstream and assigning an owner or if necessary delivering the related processes and work packages Responsible for managing the project and developing / delivering communications required to make the project a success Responsible for ensuring all staff have the opportunity to input into the project Responsible for ensuring the project administration is appropriately co-ordinated Undertakes work required by the project and coordinated by the project team e.g. staff recruitment, recruitment of graffiti board owners Champions the project in their specific area of the organisation Role models engagement with the project April Strategy Provides consultancy advice and expertise Transfers learning to Moorfields people Manages the project resource provided by April Strategy

34 The Moorfields Way: Project Approach Prosposed Project Team Composition Core Project Team Meetings chaired by Andrew Crerar L&D Project Leads Andrew Crerar & Jackie Tumelty Comms Lead David Moore HR Lead Emral Jarrold Patient Experience Tim Withers Senior Nurse Consultant General Manager Senior AHP Senior Administrator Project team nominations sought to cover a range of sites April Strategy

35 The Moorfields Way: Project Approach Project Governance and Controls Reporting The project team will produce a fortnightly report and issue it to the Steering Group The Steering Group will report back to ManEx on the progress and outputs of the project Meetings The project will report in to the Steering Group Board held monthly The project team meetings will be scheduled as appropriate and include April Strategy & other subject experts as required Escalation The project team will manage risks and issues and escalate to the Steering Group where necessary