National NHS Staff Survey 2012 Action Plan. Previously considered by: Senior Management Team on 22 May 2013

Transcription

1 AGENDA ITEM /21 Report to: Trust Board Date of meeting: 7 June 2013 Report title: Responsible Director: Report author: National NHS Staff Survey 2012 Action Plan Executive Director of Operations Executive Director of Operations Previously considered by: Senior Management Team on 22 May 2013 EXECUTIVE SUMMARY In March 2013 the Board received a brief summary of results from the Leeds Community Healthcare (LCH) NHS Trust Staff Survey. The staff survey results are used to measure every NHS organisation s performance against the NHS staff pledges, Health and Safety Executive standards and to enable organisations to develop local action plans to address staff concerns and inform the way we work in the future. The LCH action plan is attached for approval. Where possible actions have been cross-referenced to other work underway. RECOMMENDATIONS It is recommended that the Board: Approves the Staff Survey 2012 Action Plan; and Approves the recommendation that the Senior Management Team oversees and delivers the plan. Page 1 of 8

2 Links to strategic objectives: Links to principal risks: CQC outcomes: Equality and diversity: Sustainability implications: Publication Under Freedom Of Information Act: To engage and empower our workforce, ensuring we recruit, retain and develop the best staff To become a viable and sustainable organisation with the ability to invest in the community and with a relentless focus on value for money Board Assurance Framework risks are as follows: 3.1 a motivated and engaged workforce 3.2 effective joint working with staffside colleagues 3.3 to secure workforce supply through workforce planning 3.8 workforce capacity to cope with change Within our overall Workforce Strategy we set up a requirement to develop an overall approach to reward and a number of initiatives in relation to productivity. An agreed approach to reducing our workforce will support our compliance in the expectations of Monitor, the CQC and our legal requirements as a statutory body Section 149 of the Equality Act 2010 states that a public authority must in carrying out its functions have due regard to the meeting to the need to meet the three aims of the Equality Act General Duties. This annual report on CEAs provides some equality monitoring analysis. Not applicable This paper is available under the Freedom of Information Act. Page 2 of 8

3 1. Introduction The results of 2012 NHS National Staff Survey were formally released through the Department of Health (DH) on 1 March 2013 and shared with the Board at the public meeting on 22 March The purpose of the survey is to enable NHS organisations to use results to review and improve staff experience so that staff can provide better care. The Care Quality Commission will use the results from the survey to monitor ongoing compliance with the essential standards of quality and safety. The NHS Commissioning Board will use the results to help make better commissioning decisions and the survey is viewed as a way of supporting accountability and demonstrating delivery of the NHS constitution. The Senior Management Team has considered the findings of the survey and developed an action plan to areas of concern. 2. Background The findings of the survey were structured around the four pledges to staff in the NHS constitution and 2 additional themes which are listed below: 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. Pledge 2 To provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed. Pledge 3- To provide support and opportunities for staff to maintain their health, well being and safety. Pledge 4- To engage with 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 themes: Staff satisfaction Equality and Diversity The actions in the plan are structured around the pledges and the additional themes. 3. Approach At recent meetings the Board has received the Staff Engagement Plan and the organisation s response to the Francis Inquiry. Both of these documents Page 3 of 8

4 outline how we will work with our staff to ensure effective involvement. Rather than reiterate the specific actions reference is made to these two documents where appropriate. 4. Oversight of Action Plans It is recommended that the Senior Management Team be responsible for oversight and delivery of the action plan. The lead director is Sam Prince, Executive Director of Operations, who chairs the Safety Experience Governance Group (sub-committee of Quality Committee) where detailed work will be done. 5. Recommendations It is recommended that the Board: approves the Staff Survey 2012 Action Plan; and approves the recommendation that the Senior Management Team oversees and delivers the plan. Page 4 of 8

5 STAFF SURVEY ACTION PLAN 2013/14 AIM RATIONALE ACTIONS LEAD TIMESCALES 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 Increase in feeling of 74% of LCH staff reported Reduce bureaucracy and Director of Operations 1 st phase April- July satisfaction with the quality that they felt satisfied with non-value-adding activities 2013, 2 nd phase of work and patient care the quality of work and through the Rapid ending September (as reported in next year s patient care. Whilst this is Improvement Events 2013 staff survey an improvement on last Focus on outcomes (inc year s results it is still PROMs) rather than activity Director of Quality/Director End of March 2014 below average and Trust measures by ensuring every of Operations aspirations service starts to monitor against outcomes Drive up overall care and Director of Quality See separate action standards through plan implementation of actions from Francis Action Plan Pledge 2 to provide all staff with personal development, access to appropriate training for their jobs and line management to support to succeed Achieve 90% appraisal April-May 2013 within 12 months rates (actual and reported) Staff survey reports 87% compliance. Only 71% compliance is reported on ESR (end April 2013) This is an area of improving performance final push should ensure success Workforce stress indicator has composite score of 3.83 on I have clear, planned goals and objectives for my job Roll out appraisal paperwork (where appropriate ie completed already for medics/dentists) Evaluate effectiveness of new paperwork Revise appraisal process with appropriate engagement Improve monitoring mechanisms Director of Workforce/Director of Operations June 2013 April 2014 For Quarter 2 performance panels Page 5 of 8

6 AIM RATIONALE ACTIONS LEAD TIMESCALES Improve satisfaction with Whilst there is slight Pilot a staff satisfaction appraisal improvement from the survey after appraisal to previous year only 33% of match medical/dental people reported having a process well structured appraisal. Ensure training on appraisals The results are below the average becomes mandatory for all appraisers Pledge 3 to provide support and opportunities for staff to maintain their health, wellbeing and safety Improve compliance with 46% of staff report that Director of Quality See separate plan infection control they have access to hand procedures washing materials. This is below average (57%) and a decrease in results from last year Director of Operations/Director of Workforce March 2014 Improve attendance at work The Trust had a composite score on the impact of health and well being on ability to perform work of This was above average and a decrease (positive) on last year. There is already a clear workstream on health and wellbeing within the organisation and this Implement action plan (including audit) to identify areas where staff do not have access to materials Implement the plan to increase statutory training compliance to 90% (currently 85.8% - end April 2013) Repeat the survey on Elsie to help identify where services do not have access to handwashing materials Implement the health and wellbeing work plan Affairs See separate plan Page 6 of 8

7 AIM RATIONALE ACTIONS LEAD TIMESCALES dovetails into this work Pledge 4 to engage with 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 Improve communication and involvement within the organisation Equality and Diversity Improve diversity awareness within the organisation 32% of staff reported good communication between senior managers and staff. This is lower than national average of 46% The Trust is going through large scale and improving communication is critical to the success of the programme 70% reported having equality and diversity training in last 12 months. However ESR data shows much stronger performance Issues from Workforce Stress Indicators Ensure adequate staffing to meet service demands The composite score was The HSE consider scores of less than 3.00 to be high priority areas to be Involve practitioners in all aspects of the Transformation Programme (measure to be agreed) Implement leadership strategy and strengthen clinical engagement through the appointment of new Clinical/Medical Lead posts (competency and values based selection process) Implement staff engagement plan Increase Board visibility through service visits Implement equality delivery plan Increase uptake of statutory training to 90% (currently 88.5% at end April 2013) Review opportunities for eliminating waste, improving skill mix etc through Transformation Programme Director of Operations Director of Quality/Director of Operations Affairs Affairs Affairs/Director of Workforce Director of Operations Ongoing 1 st phase by end of July nd phase by end of March 2014 See separate plan Ongoing See separate plan By Ongoing Page 7 of 8

8 AIM RATIONALE ACTIONS LEAD TIMESCALES addressed Understand and reduce levels of bullying and harassment Final 22 May 2013 There are two composite scores highlighted as high priority with regard to harassment, bullying and abuse from a) patients and b) colleagues Review hotspot areas as necessary which highlighted through hard or soft information routes Create personal responsibility framework Publicise and extend the arrangement for the purchase of additional annual leave Publicise the flexible working arrangements in the organisation Set standards on leadership behaviours Pilot 360 appraisal Publicise the zero tolerance campaign in delivery sites Design an intranet survey to gain more detailed information on this indicator Director of Quality/Director of Operations Director of Operations Affairs As necessary By end March 2014 December 2013 March 2014 Page 8 of 8