Item 16 - Staff Survey Report Update

GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST
Title
Staff Survey Update Report
Report date
Indicative discussion time required
Please classify the paper as:
• To note
• To endorse
• To approve
Executive Summary
June 2014
10 minutes
Please describe as appropriate the link to:
• The Trust Strategic Objectives
• The Trust In-Year Objectives
• The Trust Mission
• The Trust Values
Please describe how this affects
patients/staff/carers etc.
To note the developing action plans
corporately/divisionally in response to the
results
The various action plans are presented as
well as the launch of the staff ‘Friends and
Family’ test
Improving employee engagement is a key
Trust ‘in year’ objective as well as linking in
directly to the overarching strategic objective
for staff.
There is a clear link between employee
engagement and patient outcomes
Please describe what stakeholders think The action plans have been informed as a
about this.
result of widely engaging with stakeholders.
Please describe how this affects our:
Improved employee engagement results in
• performance
improved patient outcomes, lower employee
• quality and safety
turnover and lower costs
• cost
• activity
Is what is described in the paper There are no cost pressures identified in the
affordable?
paper
Please explain when you will be able to There will be regular reports on progress as
report progress about this issue.
well as the results of the staff ‘friends and
family’ test
Please identify the risks associated with The consequences of failing to engage is
this issue and describe how they will be already identified on the risk register and has
dealt with. Please set out in the report in a number of mitigating actions and work
risk register format the risks associated streams in place
with the issue.
Please describe the aspects of this paper The plans are dependent upon continuing
that might require wider stakeholder engagement
engagement or public consultation, and
early engagement with Governors.
Please identify any other significant impact These have been considered for inclusion in
or outcomes (where applicable) in relation the action plans
to Financial issues, Equality and Diversity,
the NHS Constitution, Legal issues or
Sustainable Development.
Recommendation
The Board notes the corporate and divisional
action plans, the joint working initiatives and
the launch of the staff FFT
Author/Presenting Director
Dave Smith
Staff Survey Update
Main Board –June 2014
Page 1 of 1
GLOUCESTERSHIRE HOSPITALS NHS FOUNDATION TRUST
MAIN BOARD – JUNE 2014
2013 STAFF SURVEY ACTION PLANS
1.
Aim
1.1
To update the Trust Board on progress with developing action plans since the
publication of the key findings from the 2013 staff survey results in February 2014.
2.
Background
2.1
In February 2014, the Director of Human Resources and Organisational Development
presented to the Board, the results of the 2013 staff survey. It was pleasing to see
progress consolidated in a number of key areas. It was certainly pleasing to see the
response rates holding up at 63% placing the trust in the top 20% of acute trusts for
response rates. It was also notable that out of 92 questions, the trust made progress
on 52 questions and statistically significant progress on 26. Employee engagement
improved generally and it was particularly pleasing to see progress generally in the
scores for Nursing. Despite the welcome improvements however, it is clear that there
is still much work to do. A number of our scores still lag behind other trusts generally
although our rate of improvement is generally better. There are a number of scores
where we repeatedly appear in the top 20% of Trusts, however these are generally
on issues such as ‘health and safety’ training and ‘equality and diversity’ training.
These are clearly important areas to maintain performance in, however our aspiration
is to be in the top 20% of trusts on those issues that matter most – patient care and
staff engagement. At the February Board meeting the Director of Human Resources
and Organisational Development signalled his intent to share the results with a wide
group of stakeholders and that as a consequence, the rolling action plan to be
represented to the Board would be informed by those discussions. Presentations
were made to the following groups;
•
•
•
•
•
•
•
•
•
•
•
•
Divisional Engagement groups
Divisional Boards
Trust Management Team
100 Leaders
Culture Change Group
Employee Representatives (JSCC)
Senior Staff Groups (eg Senior
Committee/LNC)
Council of Governors
Health and Safety Committee
Stress and Wellbeing Group
Equality and Diversity Steering Group.
Involve
Nurse
Committee,
Medical
Staffing
This represents the most comprehensive cascade of survey results we have ever
undertaken. The action plans presented in this paper, straddling both corporate
initiatives as well as local actions have been informed by those discussions.
3.0
Feedback Summary
3.1
Feedback from the groups has been generally positive. As far as the Divisional
Engagement groups were concerned, they welcomed the opportunity to engage on
real issues such as ‘pay progression’ and ‘raising concerns’ as opposed to the
principle of engagement itself. Concerns were raised about the time and opportunity
afforded for development time which was not unexpected, however the scores
indicating increased levels of violence on staff by other staff were equally surprising to
2013 Staff Survey Report
Main Board –June 2014
Page 1 of 19
staff representatives as they had been to managers. Attendance and support for the
activities of divisional engagement groups was still patchy which in turn helped inform
further discussions with the Trust Management Team and Divisional Boards.
Divisions present at both these meetings expressed a greater understanding of the
need to support the divisional engagement groups and of developing a greater
proactive approach to engagement. This is almost a ‘sea change’ in approach in
certain divisions. All divisions have been asked to produce their own divisional action
plan (Appendix 1). These are not the responsibility of the divisional engagement
teams and rest with the divisional senior managers and they provide updates on the
progress of these action plans within the monthly executive divisional reviews.
In similar vein, the presentation at the March 100 Leaders meeting brought a larger
leadership group into the loop, including a number of medics. This afforded another
opportunity to emphasise the importance of local actions. The Culture Change group
alighted on the continuing need to fix (or enable staff to fix) issues without attracting
significant bureaucracy as well as promoting activities that create a sense of
community and as a consequence, engagement. The group were also keen to
explore the concept as to whether ‘non-uniform’ but branded clothing (sweatshirts,
polo shirts etc) would help create a greater sense of identity. JSCC expressed
concern over the incidents of violence against staff although again, did not recognise
the issue of staff being subject to violence from staff as being something that had
been directly raised with them. They committed to continue the shared agenda of joint
working initiatives which had commenced the previous year (including co-authoring of
the pay progression, organisational change and raising concerns policies) and within
the new joint work streams (Appendix 2), to include the co-authoring of a staff health
and wellbeing strategy, recruitment and retention as well as the formation of a new
‘transformation group’ (supported by Finance Director Helen Simpson) on how staff
could contribute to financial savings and operational efficiencies.
The Senior Nurse Committee welcomed the progress on nursing scores generally,
whilst recognising that the decision to request Specialist Nurses to fulfil one clinical
shift per month (in addition to current clinical duties) as a way of reducing bank and
agency spend had caused a certain amount of angst in this group. For doctors, the
LNC acknowledged not merely the issue of engaging doctors with the trust, but also
with their own representative bodies such as the LNC itself. Some of this was
perceived to be local issues such as the comprehensive job planning exercise that
had been undertaken as well as increasing demand, with much felt to be a reaction to
more ‘national’ events, such as progress with discussions on the consultant contract,
shortages of doctors in certain specialties and the drive to implement seven day
working.
The Council of Governors received the results, acknowledged progress made to
date and confirmed that they would wish to see progress made on the two key issues
of patient care and staff engagement with individuals expressing concern about
development time for nursing staff. The Health and Safety Committee
acknowledged the need to understand in particular the increased scores on violence
against staff from both patients and other staff. The Stress and Wellbeing Group
were understandably concerned about the continuing high numbers of staff who have
reported feeling ill as a result of stress and the Equality and Diversity Steering
Committee agreed to build into their work plan for this year, a determination to unpick
the issues which cause disabled staff to report a comparatively poorer experience as
employees of the trust.
3.2
Based on feedback from the above groups combined with progress on existing work
streams, the rolling corporate action plan incorporates the following key themes, as
shown below.
2013 Staff Survey Report
Main Board –June 2014
Page 2 of 19
4.0
Specific actions
4.1
Corporate
Issues
Actions
Improve the perception of 1. Redesign the appraisal form so that it encourages staff to
staff in terms of learning and
capture all of their development activity across the year.
development
opportunities 2. Evaluate the possibility of personal development folders
beyond mandatory training.
(including electronic)
3. Focus on Band 1-4 development programmes accessing
regional funds where available.
Understand the reasons 1. Andrew Seaton to establish a group to examine instances
behind
the
increasing
of clinically induced violence against staff
numbers of staff reporting
violent
incidents
from
patients/members of the
public.
Examine
the
issue
of 1. Co-authored article to appear in Outline in July (Director
violence against staff by
of HR&OD, Joint Staff Side Chair, LNC Chair) offering
other staff
safe route for staff to highlight issues of concern.
To understand the reasons 1. Open sessions in support of Equality and Diversity Week
why disabled staff report a 2. Disability Equality Officer and Staff Side representative to
worse
employment
work together in reaching out to disabled staff through
experience.
Outline, drop in sessions etc
Improve engagement with 1. Draft strategy written and being monitored by Medical
medical staff
Staffing Review Group.
2. Establish similar programme of joint working with LNC as
exists with Staff Side
Reduce incidences of stress 1. Raise awareness of issues through training (combined
felt by staff
sessions with sickness management)
2. Develop ‘resilience training’ – currently being piloted
3. Stress risk assessments to be standard reporting item on
divisional health and safety committees.
4. Improve web-site to include improved signposting
information and resources.
Improve focus on health and 1. Co-author health and wellbeing strategy for staff (Director
wellbeing
of HR&OD, Joint Staff Side Chair) assisted by Working
Well.
Improve
perception
that 1. Joint working party (Transformation Group) between Staff
money matters more than
Side and Finance Director to generate/receive/consider
patient care and staff aren’t
ideas from staff on quality and savings.
listened to.
4.2
Staff Friends and Family Test
As stated earlier, it is our overwhelming desire to move the dial on those scores relating to
patient care and staff engagement. One of the developments this year is the national launch
of a staff ‘Friends and Family’ test. On a nationwide basis, trusts are expected to engage with
the process by ensuring that all of their staff have the opportunity to complete the test (which
will run every quarter) at least once per year in addition to completing the questions within
the body of the broader staff survey. We have made the decision this quarter that we will
invite all staff to participate as it is six months since staff completed the survey and this will
provide us with a useful ‘pulse test’ on progress. In future, we may revise this as there is a
danger that surveying all staff, every quarter may well result in reducing and polarised
response levels and results. The questions that staff are being asked are;
‘How likely are you to recommend this organisation to friends and family if they needed care
or treatment?’
‘How likely are you to recommend this organisation to friends and family as a place to work?’
2013 Staff Survey Report
Main Board –June 2014
Page 3 of 19
Both of the above questions have response ranges from ‘extremely likely’ to ‘extremely
unlikely’ with the added option of a ‘don’t know’ response. There may not be a direct
comparison in terms of scores with the staff survey as it is likely that when the scores are fed
back that they will mirror the ‘net promoter’ methodology adopted for the patient friends and
family test. Of potentially greater value to the organisation are the two supplementary
questions which support the two core questions, as responses will be in free format style;
‘What do you feel is good about the care and treatment provided by this organisation and
where do you feel improvements can be made?’
‘What do you feel is good about your job and what would improve it?’
The survey runs from the 16th June until the 30th June, with results expected by the end of
July, to enable us to meet with our own external reporting obligations. For the first time we
are piloting an ‘on-line’ survey, accessible from any PC (with specific drop-in sessions
available for staff who do not routinely access computers) and have selected as provider ‘I
Want Great Care’ (IWGC) who have also been contracted to provide the patient friends and
family test on an on-going basis. A verbal report will be provided to the Board in July on
response rates and headline results, with a more detailed written report to follow, once the
results have been grouped into key themes.
5
Conclusions
There does appear to be an increasing seriousness with which different stakeholders are
viewing the results of the staff survey. The argument about whether employee engagement
is important, either for staff or patient outcomes is less seldom heard these days and the
debate, particularly within divisions, is how to support this activity. This increased ownership
is crucial, but of itself will not necessarily create a transformation in year. Our expectation is
that we continue to improve, but to seek an acceleration of that improvement, particularly in
the key areas identified. This will remain a combined effort through management of the
corporate action plan, the divisional action plans, the joint working parties with Staff Side’, the
Medical Staffing Review Group, the Cultural Change group, as well as the various trust
committees where this subject is discussed.
Neither should staff survey results be seen as the single barometer of engagement. A visitor
to the recent Cheltenham Science festival having witnessed the very high level of
engagement from medics (and other staff groups) may be very surprised to witness the
scores on engagement from doctors in the last survey. Notwithstanding this, the annual
survey and the staff friends and family test both provide useful barometers on progress and
we will continue to check and report on progress.
6
Recommendations
•
•
•
The Board is asked to note the additional corporate and divisional action plans
arising from the 2013 staff survey
The Board is asked to note the shared programme of work for 2014 with Staff
Side.
The Board is asked to note the launch of the staff ‘friends and family’ test and to
receive the results at the next Board meeting post publication.
Author and Presenting Director;
David Smith, HR and OD Director,
June 2014
2013 Staff Survey Report
Main Board –June 2014
Page 4 of 19
Appendix 1
Estates and Facilities
Priority Area
Staff Engagement
Actions Identified
•
•
•
Understanding of role,
responsibilities and the part
played by EFD in support of the
activities and success of the Trust
•
•
•
•
Generate a Customer Services
culture within EFD with
communication between EFD and
operational staff who are relying
on EFD support the top priority
even if the answer to their
question is negative.
2013 Staff Survey Report
Main Board –June 2014
•
•
•
•
Agenda for Senior Team
Meetings
Director EFD to lead for
EFD at Trust SE Meetings
Functional Heads to lead
within their operational
areas
Review Organisational
Structure
Rebalance functions and
resources as appropriate
Set goals and objectives
for EFD
Develop a responsive and
supporting culture within
EFD
Item on top team agenda
Identify Customer Service
champions
Proactively seek the
customers views
Identify ways to help
customers before they ask
Owners
Timescales
•
Director EFD
•
Immediate
•
Director EFD
•
Ongoing
•
Functional Heads
•
Commence June 2014
and ongoing thereafter
•
Director EFD
•
May 2014
•
Director EFD with Senior
Team
Functional Heads
•
May 2014
•
June 2014
•
EFD Managers and
Officers
•
September 2014
•
•
Director EFD
Senior EFD Team
•
•
June 2014
August 2014
•
Customer Services staff
•
October 2014
•
Estates and Facilities
Officers
•
October 2014
•
Page 5 of 19
Medical Division
Priority Area
Actions Identified
Owners
Communication/Staff Engagement
Eg, KF21 only 21% feel there is good
communication between staff and managers
Ation1. Initial Division wide
“Brain Storming” session to gain
insight into:
• What we are doing right
• What we are getting
wrong
• What we are not doing
Action 2 re-establish collective
committee representing each
Service Stream all
bands/professions to meet on a
quarterly basis co-chaired by a
GM & SD. This group feeds
into directly to Div Tri headed by
Chief of Service
Action 3 Have established a
staff notice board – monitor
effectiveness
Divisional Nursing Director
Gm & SD to be identified
Natasha Scott & Lyndsey
Hawkins key support
By 1 July 2014 – with a view to
first committee meeting
July/August 2014
Violence/aggression/harassment//bullying
From patients/relatives
KF16 48% stated they had been subjected to
physical violence
55% had experienced harassment/bullying
From Staff
KF18 5% stated they had been subjected to
physical violence
37% stated they had been harassed/bullied
Review of how incidents are
captured, recorded and most
importantly reviewed
&escalated.
Chief of Service & Divisional
Director of Nursing
1 July 2014
Each month raise as part of
Quality Governance & risk
review at monthly Divisional
board as a KPI
Linking in with Occupational
Health & HR
2013 Staff Survey Report
Main Board –June 2014
Page 6 of 19
Timescales
Repeat zero tolerance
message.
Key piece to appear in
Divisional Newsletter.
Investigating why staff may not
be reporting incidents – eg
suffering physical violence from
another staff member
Working practices/hours/work pressures
KF1 Only 68% felt satisfied with quality of
work and patient care delivered
(however is positive 92% felt their role made
a difference)
KF3 3.3% Felt work pressure
KF5 72% stated they worked extra hours
Staff Development
KF8 Whilst 86% of staff surveyed stated they
had received an appraisal only 26% felt this
was a structured appraisal.
Hirst review undertaken.
Additional investment of £990k
as approved by Board into
mainly GOAM wards for
additional nurse staffing
resource
Divisional Director of Nursing
Divisional Director of Ops
1 June 2104
Chief of Service Divisional
Director of Nursing
Divisional Director of Ops
1 August 2014
Work underway to improve
effectiveness of workforce
resourcing particularly relating
to Ward areas. Eg Rosta pro.
Establishing workforce review
group to proactive manage and
monitor ward staffing resources
Weekly Whiteboard to be
established
GMs & Matrons to ensure all
their review with their managers
how they structure/conduct and
have had appropriate training
Ad Hoc training sessions to be
arranged for managers
2013 Staff Survey Report
Main Board –June 2014
Page 7 of 19
Also to ensure managed in line
with Pay progression policy
SD, GM & Appraisee will have
as part of own objections Staff
Devolvement KPIs.
Monitoring of achievement to
form part of monthly Divisional
Tri meeting with individual
SD/GM
KPI to be shared in Divisional
Newsletter and on Ward/Dept
notice boards
2013 Staff Survey Report
Main Board –June 2014
Page 8 of 19
Women & Children’s
Priority Area
Improving staff experience and
patient experience
Actions Identified
•
•
•
Ensuring high quality appraisals
for all staff
•
•
•
•
•
Staff Engagement
•
•
•
•
•
•
•
•
2013 Staff Survey Report
Main Board –June 2014
Owners
Developing a Divisional strategy which focuses on ‘How we
do things”.
Facilitate a Strategy Day for Divisional Board members and
rd
Speciality Teams – 23 May 2014.
Utilise staff survey results, Ney Bevan Climate Analysis and
Safety Culture Survey results together with the NHS
constitution and the 6C’s as a foundation for discussions and
to formulate plans.
Clarify and raise awareness of service line and Divisional
strategy/ objectives.
Facilitate a strategy day for staff within the Division to raise
awareness
Ensure staff know how to contribute to their IPR and increase
ownership of IPR by appraise.
Raise awareness of professional development opportunities
for staff in the speciality newsletters
Regular communication regarding training and education
delivered in the speciality newsletters.
Raise the profile of the Divisional representative on the
Culture Committee across the Division.
Role out the concept of motivational Monday across the
Division. e.g A meeting led by staff to identify and work
towards the resolution of issues that are important to them
within their wards and departments.
Clinical visits /Drop in sessions / open surgeries.
Senior support for engagement and team building events.
Celebrating success through good news events.
Team building events eg staff revue in maternity and Ball to
celebrate the opening of the move to the Children’s Centre.
6 C boards to be placed in wards for staff to populate.
Divisional Newsletter - quarterly
Page 9 of 19
Timescales
Vivien Mortimore, and W&C Tri
May
Vivien Mortimore, and W&C Tri
June
Line Managers
Practice Development Leads, Pat
Mahendran, Ellie Sonmezer
Vivien Mortimore, and W&C Tri
Band 7 Nurses and Midwives
June
June
Divisional Tri / Matrons / Vivien
Mortimore
Divisional Tri, Matrons & Sp Directors
Divisional Tri, Matrons & Sp Directors
Band 7 Nurses and Midwives, Maternity
and Paediatrics.
Ward Managers
In Place
In Place
In Place
May/Nov
June
In place
Diagnostics and Specialties
Priority Area
KF1: Percentage of staff feeling
satisfied with the quality of work
and patient care they are able to
deliver 72% (worst 20% of acute
trusts).
KF6: Percentage of staff
receiving job relevant training,
learning or development in last 12
months. 79% (worst 20% of acute
trusts).
Actions Identified
Owners
-Line managers to discuss with
staff. Identify individual or team
problems at appraisal or forums
such as team meetings, speciality
tri’s or divisional board.
All Heads of Depts and Divisional
directors.
Quarterly review at divisional
board starting August 14, Heads
of Depts to feedback their
findings.
-Feed into divisional staff
engagement meetings.
-Line managers to identify job
relevant training at appraisal and
cross reference with strategic
TNA.
Anthony Walsh
Start 11th June then each
meeting.
Quarterly review at divisional
board starting August 14, Heads
of Depts to feedback their
findings.
All Heads of Depts and Divisional
directors.
Timescales
Julie Garnham
30th June
-Put article in Divisional
newsletter regarding process to
apply for divisional training fund.
Anthony Walsh
Start 11th June then each
meeting.
-Feed into divisional staff
engagement meetings.
KF16: Percentage of staff
experiencing physical violence
from patients, relatives or the
public in the last 12 months, 8%.
-Put article in Divisional
newsletter to educate staff
regarding the importance of
reporting such instances.
Adrian Bamford
30th June
Discussion: Gap between
reported violence and what
seems to be happening, Directors
not aware of instances.
-Divisional risk manager to
escalate all instances to HoD’s
and divisional directors.
Julie Garnham to discuss with
HN.
June
-Feed into divisional staff
engagement meetings.
2013 Staff Survey Report
Main Board –June 2014
Anthony Walsh
Page 10 of 19
Start 11th June then each
meeting.
KF24: Staff recommendation of
the trust as a place to work or
receive treatment 3.43/5.0 (worst
20% of acute trusts).
-Line managers to discuss with
staff. Identify individual or team
problems at appraisal or forums
such as team meetings, speciality
tri’s or divisional board.
All Heads of Depts and Divisional
directors.
-Feed into divisional staff
engagement meetings.
Anthony Walsh
-Line managers to discuss with
staff. Identify individual or team
problems at appraisal or forums
such as team meetings, speciality
tri’s or divisional board.
All Heads of Depts and Divisional
directors.
-Feed into divisional staff
engagement meetings.
Anthony Walsh
Quarterly review at divisional
board starting August 14, Heads
of Depts to feedback their
findings.
Links with KF1 above.
KF25: Staff motivation at work
3.71/5.0 (worst 20% of acute
trusts)
and
KF23: Staff job satisfaction
3.52/5.0
Links with KF24 and KF1 above.
2013 Staff Survey Report
Main Board –June 2014
Start 11th June then each
meeting.
Quarterly review at divisional
board starting August 14, Heads
of Depts to feedback their
findings.
Start 11th June then each
meeting.
Page 11 of 19
Surgical Division
Priority Area
Staff
Engagement/Communication
Actions Identified
•
•
•
•
Improve the quality of
appraisals
Working hours/practices
2013 Staff Survey Report
Main Board –June 2014
Owners
Raise profile of Tri Walkabouts and increase frequency to
fortnightly to ensure better coverage of staff – ensure robust
feedback for staff raising issues
Continue with issuing ‘Cutting Edge’ Surgical Divisional
newsletter quarterly– newsletter has received positive
feedback, circulation to be improved to ensure that it is
distributed to staff at all levels across Wards/Departments
Support for team building/staff engagement events across the
Division
Staff Survey action plans to be implemented and monitored
through the newly established quarterly Divisional Workforce
group
Raise awareness of Division’s strategy and objectives through
Divisional Board structure, Snr. Nurse committee and Service
Line meetings
• Ensure all appraisers understand their role in the appraisal
process and have relevant training /support
• Raise awareness of development opportunities such as
training, education, coaching and mentorship within the
Division, so appraisers are fully informed and can cascade
through the appraisal process.
70% of respondents stated that they work additional hours. This
was also a key factor raised in the Division’s stress risk
assessment conducted Sept – Nov 2013.
• Divisional risk lead agreed to provide further analysis to
identify wards/department where this is a significant concern.
• Further work needs to be carried out in the key areas
identified, initially to understand the issues and problems,
review working practices and implement an action plan to
improve the management of ward staffing resources.
•
Page 12 of 19
Timescales
Surgical Tri
Jun 14
Surgical Tri
/GM’s/Lead
Nurses
Ongoing
Ongoing
Surgical Tri
Director of Ops
Surgical Tri
Workforce
Group
established Jun
14
Ongoing
Surgical
Tri/GM’s/Lead
Nurses/Line
Managers
Ongoing
Divisional Risk
lead
Complete May
14
Divisional Nursing
Director/Lead
Nurses
Oct/Nov 14
Stress / Change management
36% of respondents suffered work –related stress in last 12 mths.
Reviewing this along with the data gathered from the Division’s
stress risk assessment, a key issue for staff is the change
management process. Staff feeling that they are not consulted
about changes at work and they have found the process
distressing.
•
•
2013 Staff Survey Report
Main Board –June 2014
Divisional risk lead agreed to provide further analysis from the
stress risk assessment conducted in 2013 to identify
wards/department where this is a significant concern.
Further work needs to be carried out in the key areas
identified, initially to understand the data more fully and to
agree a Divisional action plan to improve change management
processes where possible.
Page 13 of 19
Divisional Risk
lead
Complete May
14
Director of Ops
Oct/Nov 14
Corporate Division Human Resources + Organisational Development
Priority Area
Actions Identified
Owners
Timescales
Team away days for both HR and
L+D
DS,
MS,
DGW
Clear briefings to come out from
management team meetings
DS and one identified manager
per month
Drop in sessions
DS
Ongoing
Fix things!
Vending machine in BH
Notice Board in BH
Air con in Redwood
RB/DS
RB/DS
DGW/DS/HS
June
June
July (subject to Charitable funds
approval)
HR for HR
Succession and talent
Collating PDP’s
Set out a programme of annual
learning events
DS/ER/MS/MR/DGW
July
Communication
2013 Staff Survey Report
Main Board –June 2014
Page 14 of 19
April for HR, June for L+D with
planned collective meeting in
September to discuss ‘People
Strategy’
April onwards
Clinical Strategy, Corporate Division
Priority Area
Actions Identified
Owners
Timescales
Spend more time as a team
without discussing work
Coffee mornings and afternoon
tea arranged every three months
where everyone gathers just for
15 minutes to have a chat
Cathie Stoker
Ongoing
Bring back non-work
communications
Notice board placed on top floor
where personal and work stuff
can be displayed
All
Ongoing
Access to Senior Managers
Confidential 1:1 sessions
arranged in SP’s diary twice
yearly. Staff who are not line
managed by Sally have the
opportunity to discuss/raise any
issues they have which they do
not want to discuss with their line
managers.
SP/CS
Ongoing
Training
All staff to complete study leave
forms for each training
session/conference they attend
so a record can be kept of how
much training has been
undertaken during the year
All/CS
Ongoing
Congratulating ourselves!
Hold end of project event outside
of work where we can all look
back and pat ourselves on the
back for achieving what we have
achieved!
All
2013 Staff Survey Report
Main Board –June 2014
Page 15 of 19
Division: Corporate/Clinical Strategy/CITS
Priority Area
Gain deeper insight into survey
results for CITS staff to help with
targeted action plan
Actions Identified
Owners
Discussion with all staff on GHT
Staff survey results
ZP
Further detailed survey on
selected aspects for CITS staff
CITS - All Staff
Feedback results of detailed
survey
ZP
Timescales
Completed 25 March /3 April
2014
Completed 25 March /3 April
2014
CITS - All Staff
Completed 29 April/7 May 2014
Conduct stress survey
Completed 29 April/7 May 2014
Develop targeted action plan
Identified areas on action plan:
1 – Dealing with ‘difficult
customers’
Analyse staff survey and stress
survey results
ZP/HR/Extended mgt team
17 June 2014
Develop action plan based on
themes
CITS – all staff
2 July 2014 (Team Brief)
Set up a training workshop with
Service Desk Staff
ZP/HR (Organisational
Development)
TBC
Setup training workshop with
extended mgt team ‘Handling
Difficult Conversations
2013 Staff Survey Report
Main Board –June 2014
TBC
ZP/HR (Organisational
Development
Page 16 of 19
Patient Experience Department, Corporate Division
Priority Area
Communication
Involving staff in strategy
developments/service design as
members
Staff personal development
opportunities
2013 Staff Survey Report
Main Board –June 2014
Actions Identified
1. Monthly departmental team
meetings in existence
2. Department manager has
fortnightly 131s with two
senior managers
3. Department manager has
fortnightly “drop-in” hour slots
in her diary at both sites for
any department staff member
4. Next steps will be to explore
use of department sharepoint
for hosting of any Pt Exp
related information of
interest.
5. Department is currently
undergoing a restructure & a
large focus during the next
few months will be to embed
that structure and integrate
the team
Owners
HB
Timescales
1-3 in existence
4 Q2
5 Q1-3
All departmental staff will receive
HB
the opportunity to participate in
patient experience strategy
development and any other
service review as per
membership strategy
1. All staff did “Strength finders”
tool in Q4 2013/14
2. Next steps are to follow up on
strength finders and explore
Ongoing
Page 17 of 19
Stress and wellbeing audit results
2013 Staff Survey Report
Main Board –June 2014
use of further personal
awareness tools
Results demonstrated some
issues within PPI team.
Addressed through support for
staff and will be picked up
departmental integration following
restructure
Initial discussions held with team.
Referrals to staff support and Occ
Health made where appropriate.
Page 18 of 19
Q1 and Q2
Appendix 2
Workstream
Chair
Membership
ToR Agreed
Raising Concerns
DS
DS, MS, KYS, DC, IR, GM, Sarah Brown (SB)
Y
Pay Progression (Phase 1)
DS
DS, MS, Cathy Perkin (CP), LS, KYS, MM, DC, IR
Y
Pay Progression (Phase 2)
DS
DS, MS, Cathy Perkin (CP), LS, KYS, MM, DC, IR
Y
Organisational Change Policy
DS
DS, MS, DC, IR, KYS, GM, CP
Y
Pay Progression (Phase 3)
DS
DS, MS, Cathy Perkin (CP), LS, KYS, MM, DC, IR
N
Health & Wellbeing
IR
DS, MS, DC, IR, MM, JH
Y
Recruitment & Retention
ER
ER, DC, LS, GM
N
7 Day – Working (sub group)
MS
MS, DC, KYS, LS
N
Savings / Efficiencies
GM
HS/KYS + TBC
N
Key
DS - Dave Smith
MS – Mike Seeley
DC – Dawn Cooper
2013 Staff Survey Report
Main Board –June 2014
IR – Iestyn Rees
LS – Lisa Sedgeley
MM – Mark McBride
GM – Glynn Mathews
JH – Jane Hadlington
RC – Robin Cooper
Page 19 of 19
HS – Helen Simpson
CP – Cathy Perkin

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