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NHS Staff Survey 2017 - Organisational Action Plan 2018-19

Overall aim: to improve our overall engagement score from 3.58 in NHS Staff Survey 2017

Ambition

Actions

Progress Update

Lead

Completed by

Staff Engagement Score

Improve our overall staff engagement score from current 3.58

Incorporate these action plan

objectives into the OD integrated

action plan for 2018-19

Incorporate these actions into

respective strategic groups (e.g.

equality and diversity) and planning

groups

Local action plans to be developed

within directorates and departments

and presented to OD Group for

monitoring

Complete Actions plans have been received and are at implementation stage Updates from all survey leads at the OD Group 13th June 2018

Strategic OD Practitioner OD Coordinator OD Coordinator/ Directorate Survey Leads

April 2018 July 2018 July 2018

2

Work with Northern Ambulance

Alliance and AACE HRDs group to

develop joint initiative to promote

engagement

Joint work on the staff survey will focus on engagement, completion rates and bullying and harassment

Head of Strategy, Transformation and Workforce

September 2018

3

Ambition

Actions

Progress Update

Lead

Completed by

Leadership and Management

Continue to make improvements in leadership and management scores throughout survey

Ensure that all new managers

following restructure are inducted

well into new posts.

Continue to implement Leadership and Management Development strategic plan: including

Continuation of Compass Leadership

programme

Continuation of new look

Management Essentials Programme

Launch Leadership Essentials

programme

Look at the last 3 years on leadership and management score

43 Leaders have participated in Compass programme. Cohort 4 begins in September 18. Management Essentials modules now scheduled throughout year. Since April 17 187 managers have attended modules. Including the 3 day programme in 2015-2016 Tender process undertaken for external delivery. Programme launched in April 2018 with dates scheduled for next twelve months. Launched as planned. We are continuing to work into 2018/2019 with dates throughout the next 12 months so the completion rates will rise further.

All Heads of Service Strategic OD Practitioner Strategic OD Practitioner Strategic OD Practitioner Strategic OD Practitioner

June 2018 March 2019 March 2019 March 2019 April 2018

4

Launch Making a Difference

programme for Bands 1-4

Continue roll-out of 360 degree

feedback to Bands 7 and above

Establish a cohort of internal

“Coaching Practitioners”

Implement standardised coaching

documentation and implement

quality assurance processes

Continue Manager as Coach

workshops

Internal 360 degree feedback facilitators remain active. 41 leaders have now received 360 feedback in the Trust through the Healthcare Leadership Model tool. Draft role description and contract have been developed. Two places secured on NEAS training. Complete - standardised coaching documentation developed and in use. Monthly coaching activity sheets now being recorded. Draft evaluation feedback developed. 76 individuals have participated in this one-day workshop. Evaluations have been very positive.

Strategic OD Practitioner Strategic OD Practitioner Strategic OD Practitioner Strategic OD Practitioner Strategic OD Practitioner

March 2019 March 2019 March 2019 June 2018 March 2019

5

Develop and Implement full talent

management strategic plan

Behaviours framework now established and embedded within new appraisal process. Talent conversation embedded within appraisal. Strategy development in progress.

Strategic OD Practitioner

September 2018

6

Ambition

Actions

Progress Update

Lead

Completed

by

Errors and incidents

Continue to ensure that

all staff are aware of the

policy for raising

concerns about unsafe

practice and that their

concern will be treated

seriously, openly and

transparently.

Provide further information and clarity

on what is an adverse event

Ensure staff and managers are

aware on how to categorise

appropriately

Fully embed the root cause analysis

process and ensure staff involved in

the incident can attend

Promote an open and honest culture

by sharing learning and changes as a

result of reporting

Work with training and OD to ensure

all new managers in post receive

appropriate training for investigations,

Redevelopment of Ulysses to support improved reporting Complete Learning from Listening feedback

Head of Patient Safety Head of Patient Safety / Head of Education and Training

TBC – project in development

7

Ensure that all staff

involved in an adverse

event are treated fairly

and consistently.

complaints handling, RCA and risk

management

Develop a fitness to practice policy

ensure each case where a clinician is

involved is handled consistently and

appropriately

Ensure robust governance around

decisions to refer to professional

body

Develop strategy meetings to

determine the correct policy to utilise

in conjunction with Medical & Nurse

Directors.

Series of meeting held to discuss process and outline procedure developed.

Head of HR and Director of Quality and Safety

October 2018

8

Ambition

Actions

Progress Update

Lead

Completed

by

Job Satisfaction

Increase our scores

relating to involvement of

employees in important

decisions and acting on

staff feedback

Continue to develop partnership

working with staff through JCC and

sub-groups

April 2017 senior manager engagement event was attended by 92 leaders and managers. Summary report in draft and soon to be disseminated to Huddle and beyond. Fleet engagement events May 2018 Quality/Safety/Medical Directorate away events November 17 and June 18 “Our behaviours” line manager engagement drop-ins May and June 18 Safeguarding team event May 18 Embedded within several Compass modules and within Leadership Essentials. NELA offerings available throughout year.

Executive Team Senior leaders

On-going

9

Work directly with staff

groups to understand

why some would not

recommend the

organisation as a place

to work or receive

treatment (Use FFT

data)

Seek out opportunities to involve staff

at all levels in specific projects and

interventions

continue to provide training for

managers in staff engagement and

change management

Analyse further staff survey and FFT

results to identify areas for

engagement

Disability Focus Groups organised for July to explore staff survey results Engagement session Together@NEAS Proud@NEAS network to explore staff survey findings OD met with E&D group and Stakeholder E&D group to explore findings of staff network by protected characteristics, 5 actions agreed

Organisational Development Co-ordinator Head of Education and Training Organisational Development Coordinator

July 2018 August 2018 May 2018 March 2019 March 2019

10

Ambition

Actions

Progress Update

Lead

Completed

by

Appraisals and Support for Development

Maintain and build on

completions of

appraisals

Make improvements to

the quality and

effectiveness of staff

appraisal/performance

reviews;

Implement new policy

Provide training and awareness of

policy and documentation

Continue to provide appraisal skills

training

Streamline process with IT Solutions

Implement quality assurance

sampling

Conduct PDSA session on

documentation

Complete Appraisal skills training offered throughout year as part of Management Essentials. Appraise guidance material in progress. Personal role objectives currently under review. Electronic confirmation of appraisal has been implemented. Will commence in August 2018 Planned for September 18

Strategic OD Practitioner OLM and e-Learning Training Lead Strategic OD Practitioner Organisational Development Facilitator

April 2018 May 2018 September 2018

11

Conduct full quality audit Planned for Jan/Feb 19 Strategic OD Practitioner

March 2019

12

Ambition

Actions

Progress Update

Lead

Completed

by

Communication between Staff and Managers

Improve scores around

communication between

senior management and

staff

Involve staff in important

decision making

processes

Effectiveness of Executive / team

briefing

Implement Board Visibility Plan:

o Quality Walk arounds

o Observations with road staff

o Working from stations and

o Attendance at training events

o Schedule regular engagement

events for band 7 and above

Executive team attending and delivering at Compass programme Plan in place to reinstate the Band 8a and Executive team Board Briefing sessions to improve the communication and engagement between senior managers and Execs. Board are now dropping into training sessions at Moongate as this is an effective mechanism for seeing a cross-section of staff in one forum. Taking the Temperature event was held in April 2018 Strategy Refresh to involve engagement with staff teams

Executive team and Senior Management Team Head of Strategy, Transformation and Workforce

On-going October 2018

13

Ambition

Actions

Progress Update

Lead

Completed

by

Health and Wellbeing

Continue to improve

scoring in relation to staff

health and well-being

questions

Develop a health and wellbeing

strategic plan for the trust

Continue to work with other

emergency services on mind Blue

Light programme engaging Blue Light

Champions

Introduce physical assessments on

pre-employment of operational staff

Work collaboratively with other public

and voluntary services on “Quality of

Working Life” programme

Presentation to Workforce Committee in May. Final draft to be reviewed at July Workforce Committee

Director of Strategy, Transformation and Workforce Head of Occupational Health

July 2018 Ongoing April 2019 On-going

14

Maintain “hot debriefs” for all

operational staff

Continue to provide fitness to drive

medicals for all operational staff

Increase work of Clinical Psychology

Service within directorates

Re-launch mental health training for

managers in stress risk assessments

Provide training for managers in new

managing Sickness Absence Policy

Breakaway training for front-line staff

Supported by the Proclus System. Positive feedback from staff. Extensive half-day training undertaken by HR. 32 managers have been trained. Has now been incorporated into Management Essentials module “Attendance Management” available throughout the year. Complete over 250 managerial staff trained Ongoing as part of statutory and mandatory training Convert to in house training - complete

Head of Occupational Health Head of Occupational Health Strategic OD lead Deputy Head of HR Head of Education and Training

On-going On-going On-going On-going April 2018 On-going April 2018

15

Ambition

Actions

Progress Update

Lead

Completed

by

Patient care and experience

Increase the percentage of staff who receive regular feedback on patient experience

Ensure all learning from complaints is

shared to team level

Ensure complaints themes are

shared at team/cluster level

Ensure results of patient FFT’s are

shared at team level

Head of Risk

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Ambition

Actions

Progress Update

Lead

Completed

by

Violence, Harassment and bullying

Reduce the percentage of staff/colleagues reporting most recent experiences of harassment, bullying or abuse

Develop action plan for “Tackling Bullying in the NHS - A collective call to action” in partnership with staff, NAA and AACE

Identify areas most affected by

bullying and harassment

Continue with “zero tolerance”

approach

Continue training for managers in

recognising the signs and symptoms

of bullying and harassment and

dealing with cases as early as

possible to avoid escalating issues

Strengthen the Trust’s Mediation

service to ensure cases are dealt

with in line with trust standards for

addressing such matters.

Options for a bullying and harassment focus group being reviewed to gauge interest.

Head of HR

October 18

17

Continue to work with Trade Unions

promoting “Mutual Respect in the Workplace”

Work with current employees to support them in recognising issues of bullying and harassment in the workplace and take appropriate action.

Build on and further develop the current approach of “Workplace Champions”

Review and further develop the reporting of dignity at work issues to ensure the Trust can assure itself of appropriate action being taken to manage relevant situations

Promote and develop FTSU and local champions

Bullying and harassment support for managers is covered on the half day Compass E&D course Promotional work has continued, with FTSU now featuring as part of induction and statutory and mandatory training. Local champions are in place. Posters are displayed on stations.

Head of E&D Company Secretary

June 2018 On-going

18

Ambition

Actions

Progress Update

Lead

Completed

by

Equality and Diversity

Increase percentage of staff believing that the organisation provides equal opportunities for career progression or promotion

Support staff who do not have the

academic qualifications to progress

within the trust.

Exploit the opportunities the

Apprenticeship Levy presents by

working with HEIs provide

Staff have enrolled on an apprenticeship qualification and do not already hold a level 2 qualification in English and Maths there is a requirement as part of their apprenticeship to undertake level 2 Functional Skills in English and Maths. Currently there are:

17 staff enrolled on the level 2 Functional Skills in English and Maths

8 staff enrolled on the Level 2 Functional Skills in English

A further 11 staff have applied to undertake level 2 Functional Skills qualifications through Health Education England The Education Co-ordinator liaises closely with training providers and HEI’s in relation to exploiting opportunities that the Apprenticeship Levy provides, as the relevant standards are approved for delivery.

Head of Education and Training

On-going

19

Level 6 Paramedic Degree Apprenticeship standard is currently in development

Level 4 Associate Ambulance Practitioner standard is now approved for delivery

A meeting is planned for 18th April between the Education Co-ordinator and the OD Practitioner and OD Lead to look at how Leadership Apprenticeship Standards can be implemented within the Trust which would involve some HEI delivery. Currently the Trust have 101 member of staff undertaking apprenticeship programmes, the majority of which are staff using apprenticeships for CPD. These include:

Level 2 Contact Centre Operations

Level 2 Business Administration

Level 3 Customer Service

Level 3 Clinical Healthcare Support

Level 3 Learning and Development

Level 3 Business Administration

Level 3 Management

Level 3 Team Leader/Supervisor

Analyse actual numbers of staff who feel that they

Meeting have taken place with OD to explore the data

Head of E&D October 2018

20

have been discriminated against Identify areas that have increase numbers and take action e.g. training on policies

Key issues from the survey has been shared with managers, E&D group and stakeholder group 3 Disability Focus Groups organised for July to explore staff survey results OD to explore issues at next Proud@NEAS group in September

21

Ambition

Actions

Progress Update

Lead

Completed

by

Working Patterns

Provide more opportunities for flexible working patterns to improve scores

Continue development of GRS to

enable increased flexibility of staffing

rotas

Review alternative shift patterns for

operational staff

Further raise awareness of family-

friendly policies

Demand and Capacity review undertaken, performance and resourcing plan agreed with commissioners.

Deputy Chief Operating Officer Deputy Head of HR

March 2018

22

Ambition

Actions

Progress Update

Lead

Completed

by

Quality and Improvement

Implement the involvement of staff at all levels in improvement work where appropriate

To relaunch the improvement

programme with new

branding (SEE)

To create a range of training

material and How to guides

accessible for all staff via the

intranet

To develop the process and

infrastructure to allow

operational departments to

manage ideas from

operational staff

Create a reporting structure

for visibility within the trust of

the improvement work being

undertaken

The overall approach to QI has been agreed through the Transformation Board and this will be a blend of our existing Lean methodology and quality improvement (QI) tools. A QI Manager role is currently being recruited to. This will allow the work to be undertaken at pace. We have now 2 QSIR Practitioners in the trust who have completed their training with NHS Improvement. This has provided us with a range of up to 90 tools and techniques we can start to share within the trust. The senior managers within the Operations division have all been approach to undertake their QSIR training when the next courses are available. There are volunteers in both North and South division working with the Programme Manager to look at possible

Transformation Programme Manager

Project plan in place

23

Develop staff to act as

mentors and leads within a

quality improvement

environment

processes for managing a small launch of the improvement programme and how ideas could be managed on the front line.

MD/C/Staff survey action plan 17-18