BCHC STAFF SURVEY 2016: RESULTS AND ANALYSIS

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1 ITEM 7c, ENC 7 1. Introduction This paper provides a detailed review of the Birmingham Community Healthcare NHS Foundation Trust 2016 National Staff Survey results. As in previous years, the results which were released to the Trust were embargoed prior to national release. The embargo was lifted on 7 March 2017 and the results are now in the public domain. The content of the paper is presented as follows: Section 2: Executive Summary 2 Section 3: Overview of the 2016 Survey process 6 Page Section 4: Review of the Trust s performance against the four priority areas identified from the 2015 survey. Section 5: Headline Results and Analysis This section has been structured around the headline observations & recommendations from Quality Health and analysis undertaken by the OD and Information team including: 7 10 Overall staff engagement score Staff Friends and Family Test Top and bottom ranking scores Main improvements and deteriorations since 2015 Ares of strength/ opportunities Areas for action High level action plan Section 6: Recommendations 22 1

2 Section 2: Executive Summary The 2016 staff survey was the 14 th annual national survey of NHS staff and ran from 15 September 2016 until 2 December As was the case in previous years, the Trust commissioned Quality Health to carry out the survey. This year, a total of 490 staff chose to respond, through a combination of online, paper and telephone responses. Due to the larger sample size of , although our response rate was 40% compared to 50% in 2015, we have heard from more staff this year than the previous three years with a total of 490 responses. This paper serves to summarise the findings from the 2016 responses and develop a number of recommendations to both significantly increase the 2017 survey response rates and be ambitious in developing a number of targets in order to significantly improve our performance score against a number of the key questions. Nationally, no formal league table is generated and there are many ways in which the data may be interpreted. Acting on advice from Quality Health, the Trust has considered the overall staff engagement score as a key indicator to benchmark against other organisations. Of the 316 NHS organisations who participated in the survey, a staff engagement score of 3.75 placed BCHC in joint 217 th place nationally. Dudley and Walsall Mental Health Partnership Trust had a slightly higher score of 3.82 and Black Country Partnership scored identically to BCHC at Overall, the results show that the Trust is maintaining its performance with minimal shift (defined as <5%) for each question when compared to the 2015 data. 14 of the 92 questions yielded a statistically significant (>5%) shift from the 2015 results, 12 of these were positive shifts and 2 negative. When compared to the sector we continue to measure just below average. The overall staff engagement score has increased by 5% over the last three years with a score of 3.70 (out of a possible 5) in 2014, 3.68 in 2015 and 3.75 for the 2016 survey. Whilst the incremental increase is encouraging we need to review our current OD and Communication / Stakeholder Engagement Strategies and implementation plans in line with the recommendations outlined in section 6 of the report. The annual review is currently being completed with Black Country Partnership Foundation Trust and Dudley and Walsall Mental Health Trust as part of the integration phase of the TCT Programme. In response to feedback from staff, the action planning process has been designed to be more inclusive than in previous years, with a key engagement event at the Trust s 4 th Annual Leaders Summit on 15 th March Clinical and Managerial leaders, particularly those in first line management and middle management roles, were actively engaged in the action planning process and identified a number of initiatives which they can proactively lead within their divisions, service areas and teams. 1 NHS England increased the minimum sample size permitted from 850 in 2015 to 1250 in

3 Some examples of the actions agreed at the Leaders Summit included the setting of aspirational targets, in particular, zero tolerance of bullying, harassment and abuse. The leaders present on the day agreed to share the staff survey results within their service and team and the recommendations for areas of improvement. A number of staff members agreed to join the Staff Survey Action Group which has been set up to complete a deep dive in to 5 key priority areas including the results linked to discrimination, harassment and bullying. Following the deep dive the Staff Survey Action Group will be recommending a percentage target increase against a number of key questions. As previously stated the response rate in 2016 was 40%. That equated to 490 responses. Quality Health are supporting the OD team by introducing them to key leads within other Community Trusts that have a high staff survey response rate. The learning will inform our approach to significantly increasing this year s response rate. The OD team are also working closely with the Senior Divisional Management Teams to identify the reasons why some service areas continue to have poor response rates and agree a set of actions to proactively promote the importance of the Staff Survey as a staff engagement and culture assessment tool. Four Priority areas were agreed following the 2015 Staff Survey 1. Reducing workplace related stress 2. The implementation of values based Personal Development Reviews (PDR s) 3. Improving communication and engagement 4. Introducing a process to ensure staff members receive feedback following a patient complaint or an incident reported on Datix. The 2016 results have identified a number of areas of improvement against priorities 3 and 4 however; Priorities 1 and 2 continue to remain a concern. Key strengths have been identified regarding leadership, effective teamwork and the significant improvement in the question relating to communication between senior managers and staff. Equally, we continue to have areas of concern regarding workplace related stress, staff engagement and bullying and harassment. Questions showing most improvement or deterioration The following questions yielded a shift of equal to or greater than 5% and are therefore statistically significant: Question c. Time passes quickly when I am working 75% 80% +5% 4a. There are frequent opportunities for me to show initiative in my role 64% 70% +6% 3

4 4f. I have adequate materials, supplies and equipment to do my work 4i. The team I work in often meets to discuss the team s effectiveness 4j. Team members have to communicate closely with each other to achieve the team s objectives 54% 47% -7% 57% 62% +5% 74% 80% +6% 8b. Communication between senior management and 30% 40% +10% staff is effective 8c. Senior managers here try to involve staff in important 24% 33% +9% decisions 8d. Senior managers act on staff feedback 24% 29% +5% 12a. My organisation treats staff who are involved in an error, near miss or incident fairly 12d. We are given feedback about changes made in response to reported errors, near misses and incidents 18c. My training, learning or development has helped me to stay up-to-date with professional requirements 20c. Did it [your PDR] help you agree clear objectives for your work? 21a. Care of patients / service users is my organisation s top priority 22c. Feedback from patients / service users is used to make informed decisions within my directorate / department 47% 56% +9% 47% 55% +8% 86% 91% +5% 88% 81% -7% 66% 73% +7% 45% 51% +6% Top Ranking scores The three best scores (unweighted) are detailed as follows: Question BCHC b. Staff have experienced physical violence from managers in the last 12 months 14c. Staff have experienced physical violence from other colleagues in the last 12 months 11c. Staff / colleagues reported error that could hurt staff / patients / service users 0% 2% 98% 4

5 Bottom Ranking Scores The three worst scores (unweighted) are detailed as follows: Question BCHC g. Staff feeling pressure from self to come to work when unwell 89% 4g. Agreed that there are enough staff in this organisation to do their job properly 26% 8d. Agreed that senior managers act on staff feedback 30% Recommendation Following the analysis of the 2016 results the following five priorities are recommended for specific focus in the 16/17 Staff Survey Action Plan: 1. Identify actions to reduce workplace related stress through inclusive leadership 2. All leaders to improve the effectiveness of values based PDRs 3. All leaders to act upon concerns raised re: bullying, harassment and abuse to introduce a zero tolerance culture 4. All leaders to proactively promote staff engagement You said, we did approach 5. All leaders to improve the communication of patient experience feedback and shared learning. The Trust Board is invited to: Note the headline results and analysis of the 2016 staff survey results; Note progress against the four priorities set following the 2015 staff survey results; and Approve the five organisational priorities proposed for the 2016 Staff Survey action plan 5

6 Section 3: Overview of the 2016 Survey and process The 2016 staff survey was the 14 th annual national survey of NHS staff and ran from 15 September 2016 until 2 December As was the case in previous years, the Trust commissioned Quality Health to carry out the survey. The minimum sample size permitted by NHS England was increased from 850 to 1250 in As in 2015, the Trust opted to continue with the minimal sample allowed to ensure we collect comparable data. Whilst the response rate was 10% lower than in 2015, due to the increase in sample size the number of responses actually increased and the data is based on responses of 490 staff as opposed to last year where 413 usable responses were reported. For the 2016 Staff Survey, BCHC conducted a sample survey to 1,250 2 staff randomly selected across the organisation. The survey was publicised across BCHC through both formal and informal communications channels with 490 staff responding (a 40% response rate). A schedule of Strategic Engagement Road Shows was delivered between August and November, which promoted the importance of the Staff Survey. The Communications Team also introduced new approaches to promoting the staff survey including social media and texting. The OD team arranged, with a number of Team Leaders, suitable times and dates to support staff members to complete the survey on line. Some staff members reported difficulties accessing a computer, in particular, inpatient staff. The OD Manager supported staff members by making an ipad available for use and identified a number of computers in the library to increase access. The survey asked 92 questions (across 30 subject areas) in regard to how staff felt about their experiences of their service and employment. The Trust received its raw data results on Friday 15 December This data focussed only on BCHC and had no key findings or national comparison data. Business Intelligence and the Equality & OD teams worked together throughout January to analyse the data. The final data set with the key findings was received on Thursday 9 th February The national data set was released on 7 th March 2017 from Picker Institute Europe. The Trust also now has access to Divisional level data on the SOLAR portal. Section 7 details the proposed timeline for progressing the staff survey action planning process. 2 NHS England increased the minimum sample size permitted from 850 in 2015 to 1250 in

7 Section 4: Review of the Trust s performance against the four priority areas identified from the 2015 survey. Following the 2015 National Staff Survey results, Trust Board recommended the Trust focus its actions upon the following themes as our Key Priories: 1. Reducing workplace related stress 2. The implementation of values based Personal Development Reviews (PDR s) 3. Improving communication and engagement 4. Introducing a process to ensure staff members receive feedback following a patient complaint or an incident reported on Datix. The table below reflects the increase / decrease in satisfaction rates from the 2015 staff survey key priority areas in comparison to the 2016 staff survey results. 1. Reducing workplace related stress 9c Question During the last 12 months have you felt unwell as a result of work related stress? Yes responses 2016 response 2015 Response Change since 2015 National Comparator score % 40% +3% 37% 7f My manager takes a positive interest in my health and wellbeing Yes responses 9a Does your organisation take positive action on health and well-being? Yes responses 68% 69% -1% 71% 91% 92% -1% 90% Respondents continue to report levels of stress higher than the comparator group and the 2016 results demonstrate a 3% increase. Although the shift is not considered statistically significant, it is disappointing in light of the increased health and wellbeing activity, much of it focussed on resilience and stress, which has taken place during 2016/17 supported by CQUIN funding. This has included interventions for both teams and individuals such as the Stress MOTs, Resilient Leader course, Lighten Up and Mindfulness. Uptake of the Lighten Up programme is extremely positive with a waiting list being held for future cohorts. However, despite the worsening position relating to workplace stress, the recent workforce metrics indicate that the level of absence due to stress has plateaued towards the end of 2016 at approximately 1.5%. The Mindfulness and 7

8 Lighten Up programmes assist staff in building their personal resilience and provide coping mechanisms therefore are more likely to deliver longer term benefits rather than immediate improvements in sickness absence and reported stress. The Equality and OD team are currently developing the plan for health and wellbeing interventions in 2017/18 which will include a strong focus on stress and continue to deploy the Mindfulness and Lighten Up programmes. The OD team have analysed the divisional breakdown of the data and are agreeing action plans to address specific areas of concern. It is recommended that the reduction of workplace stress remain a priority for the coming year. 2. Values based Personal Development Reviews (PDR s) Question 2016 response 18d My training, learning or development has helped me to deliver a better patient/service user experience 2015 response Change since 2015 National Comparator score % 82% +3% 83% 20c 20f Did it [your PDR] help you agree clear objectives for your work? 66% 69% -3% 73% Were any learning, training or development needs identified? 70% 72% -2% 69% The data shows that there has been an improvement in the number of respondents that are positive about the impact of their learning but BCHC remains well below the comparator group for detailed usage of PDRs. Work was undertaken during 2016 to engage staff around changes to the PDR documentation. The changes that were introduced during 2016 will need to be reviewed in light of the deteriorating results. The Learning and Development team are working with the OD team to analyse the divisional breakdown to gain a greater understanding of why staff feel they are not receiving clear objectives and why they continue to report not feeling valued by their line manager through the PDR process. It is recommended that this remain a priority for the coming year. 8

9 3. Improving communication Question 2016 response 2015 response Improve ment since 2015 National Comparator 8b Communication between senior management and staff is effective 40% 30% +10% 38% The Trust has shown a 10% increase (its biggest increase) on the effectiveness of communication between senior management and staff and falls in line with the national figure. This is a large shift recognising the success of initiatives such as the Patient Safety Walkabouts, CEO Blog, Strategy Engagement Road Shows and Pride in BCHC campaign. However, improving communication and effective staff engagement remains a key objective both within the OD and Communication and Stakeholder Engagement Strategies. BCHCFT, BCPFT and DWMHT are currently developing a single OD and Communication Strategy to support the implementation of the Integration Programme. It is recommended that this remain a priority for the coming year and be fully integrated into the overarching staff engagement campaign. 4. Patient Experience Question 2016 response 22b I receive regular updates on patient/service user experience feedback in my directorate/department (via line managers or communications teams) 22c Feedback from patients/service users is used to make informed decisions within my directorate or department 2015 response Improvement since 2015 National Comparator 53% 51% +2% 61% 51% 45% +8% 53% 9

10 The OD, Patient Experience and Risk teams have introduced a new process during 2016 that appears to have supported the improved position however BCHC s results are still below the comparator group. It is recommended that this remain a priority for the coming year. Section 5: Headline Results and Analysis 5.1 Summary The 2016 staff survey results show slow but steady improvements when compared with the 2015 results. It is evident from these results that the focussed work taking place is enabling incremental improvements and importantly, enabling the Trust to maintain performance despite the substantial levels of change and financial challenges. Our overall staff engagement score, whilst below the average for the sector (Trust 3.75, sector 3.82) shows a small improvement on last year which in turn, was an improvement on the year before. Whilst not radically improved, it is evident that there is an upwards trend which covers the majority of indicators. When compared to the national results, BCHC continues to score slightly below the sector in the majority of areas. On a more positive note, performance is not deteriorating which, given the level of change, is a reflection of steady performance which lays the foundations for further development and opportunities as part of the TCT programme. The staff survey results are grouped into five themes: 1. Your job 2. Your managers 3. Your health and wellbeing 4. Personal development 5. Your organisation This analysis has included both the observations and recommendations made by Quality Health, and the analysis which has been undertaken within the Trust. Particular thanks are offered to the Information Team who has assisted the OD team. 10

11 5.2 Overall staff engagement score The Trust s 2016 Overall Staff Engagement score is below average for the sector (Trust 3.75, sector 3.82). The following three questions are used to calculate the overall staff engagement score and include the quarterly Staff FFT for quarter 3. Annual Staff Survey Question KF7 Ability to contribute to improvements at work KF1 Recommendation of the trust as a place to work or receive treatment KF4 Extent to which staff feel motivated and engaged in their work 2015 score 2016 score Difference BCHC 2016 National Comparator The table above demonstrates that the components which make up the Trust s overall staff engagement score have not significantly changed since 2014 with an aggregated result of 3.75 in 2016 compared to 3.68 in Although not radically different to previous years, it does demonstrate that the Trust s overall staff engagement processes are enabling performance to be maintained year on year. With a view to improving performance in this area, the request from Trust Board to be more radical with the staff engagement programme is key and the refreshed OD strategy will respond to this requirement. Listening events are seen as a key element to deliver in this area, following which a more high profile, you said, together we did programme of work is proposed which will also form part of the TCT OD and Culture work stream. When compared to the national comparator average score for all NHS Trusts, BCHC continues to score lower. As noted above, this is a theme throughout, however as a Trust our performance has remained steady in this area over recent years. Further analysis is now presented by theme. 5.3 Your Job There has been very little shift in the Trust s scores in this area and as confirmed above, BCHC performs below the national average. We do need to note that there are some areas in which BCHC scores significantly below the national average and of the 27 questions aligned to this theme, BCHC results place the Trust in the bottom 11

12 20% for the sector for 18 of these. However, it is interesting to note that 5 questions aligned to this theme saw a statistically significant shift between 2015 and 2016, four of which were improvements. Quality Health highlighted that staff saying team members have a shared set of objectives is 68%, 8% below the sector score of 75%. However, when asked whether the team members have to communicate closely with each other to achieve the team s objectives BCHC saw a 6% increase from 2015 and scored 80%, indicating a more positive picture. Quality Health have made three recommendations relating to this theme which BCHC analysis supports: 1. Ensure that there are clear arrangements in place to listen to staff proposals, individual or collective, for improving processes, systems, and patterns of care. Ensure that there is tangible commitment to respond to these proposals constructively. 2. Ensure that team members have shared objectives and that these are communicated effectively and understood. 3. Consider ways to improve your staff engagement score. Look at each of the questions which make up this score and focus on those which need attention. Consider setting up a staff working group to identify possible solutions to improve levels of staff engagement. 5.4 Your Managers As identified previously, the BCHC scores are below the national average however there have been improvements and no statistically significant deteriorations. Of the 11 questions aligned to this theme, BCHC scores in the bottom 20% nationally for five however more positively, has seen the performance against three of the questions improve by more than 5%. Most notable is the 10% improvement in the question relating to the effective communication between senior management and staff which at 40%, takes BCHC slightly above the sector average and indicates that the substantial work undertaken over the last 12 months to respond to this concern has yielded results. It is consistent with the national picture that scores are traditionally low in this area and therefore communication does need to remain an area of focus, particularly throughout the implementation of the TCT Integration Programme. Quality Health have made three recommendations relating to this theme which BCHC analysis supports: 12

13 1. Review, and where appropriate, develop the communication skills of managers to ensure that key messages upwards and downwards are communicated more effectively. 2. Continue improvement work to ensure that senior managers involve staff in important decision making processes. 3. Ensure that staff members are aware that the organisation seeks feedback from staff on a regular and on going basis; and that action is taken as a result of this. This could be in a 'you said, we did' model. Ensure that all staff members know how to give feedback, and publicise the results. 5.5 Your Health and Well-being As identified previously, the BCHC scores are below the national average however there have been improvements and no statistically significant deteriorations. Of the 30 questions aligned to this theme, BCHC scores in the bottom 20% nationally for 15 however more positively, achieves scores in the top 20% against five questions indicating clear areas of improvement. Once again, there are questions showing a significant improvement and the question relating to the organisation treating staff members who are involved in an incident, near miss or error fairly has increased by 9%. 91% of staff members say that the Trust takes positive action on health and well being - which is just above the sector score of 90%. Scores around work-related stress and attending work when feeling unwell are both significantly worse than the sector scores. The percentage of staff saying that they have felt unwell due to work related stress is 43% compared to the sector score of 37% and 61% of staff report attending work when feeling unwell, compared to the sector score of 56%. Staff who said they experienced harassment, bullying and abuse (HBA) from the public has decreased (23% this year, compared to 26% last year). However staff experiencing HBA from managers has increased (14% this year, compared to 11% last year). Staff reporting incidents of HBA is one of the highest in the sector, 62% compared to 55% and also shows significant improvement since last year. Quality Health have made four recommendations relating to this theme which BCHC analysis supports: 1. Prioritise the issue of reported physical deterioration and stress at work and analyse ways in which your organisation can meet legitimate problems. In particular, consider what can be done to improve communication, reduce conflicting pressures, and eliminate barriers to effective professional work. 13

14 2. Ensure that the organisation s policies on handling errors, near misses and incidents are transparent and effectively communicated to all staff. 3. Identify the location of spikes in HBA from managers and staff by drilling down into your data where possible. Ensure action is targeted where appropriate in an effort to reduce incidents. 4. Continue to improve awareness of the need to report incidents of harassment, bullying and abuse and ensure that staff members are aware of the process around this. 5.6 Personal Development When compared to the rest of the sector, most are around or below average, and have stayed largely static since last year, with only one score showing significant movement. The percentage of staff saying that they have received training in the last 12 months shows a slight decline of 1% (73% this year, compared to 74% last year). And the numbers of staff agreeing that the training they received helped them do their job more effectively is static, at 83%. The coverage of appraisals is the same as the average for the sector, and is static at 89%. 68% of staff said that their appraisal helped them do their job more effectively which is a slight decline from last year, down from 70%. Staff saying that their appraisal helped them agree clear objectives for their work is down by 5% (82% this year, compared to 87% last year) and staff saying their appraisal left them feeling valued by the organisation is significantly below the sector score, 66% compared to 73%. Quality Health have made three recommendations relating to this theme which BCHC analysis supports: 1. Review the provision of non-mandatory training to staff, as appropriate to job role and responsibilities. 2. Check on the coverage of appraisals and reviews, particularly amongst hard to reach groups, and take steps to increase coverage and to monitor the provision of appraisals. 3. Assess the way in which appraisals and reviews are conducted in order to increase their usefulness in providing clear objectives for staff and to ensure staff leave the review feeling that their work is valued by their organisation 5.7 Your Organisation A number of scores have shown improvements since last year, however all but one are still below the sector average scores. 72% of staff members say that 14

15 patient/service user care is the Trust's top priority, a significant improvement on last year's score of 67%. The Trust scores on the two NHS Staff Friends and Family Test questions are both below the sector scores. 55% of staff say that they would recommend the Trust as a place to work (compared to 58% sector score); and 65% of staff would be happy with the standard of care if a friend or relative were treated at the Trust which is significantly lower than the sector score of 74%. Quality Health have made two recommendations relating to this theme which BCHC analysis supports: 1. Work directly with staff groups to understand why some would not recommend the organisation as a place to work, or be happy with standard of care for a friend/relative and take action accordingly. Interrogate Staff FFT data/comments to identify whether this view is organisation-wide or limited to a particular area. Use FFT data to monitor progress over time. 2. Ensure that patient experience data is regularly shared with staff to highlight areas which are positive (and should be celebrated) as well as areas for improvement. Ensure that staff at all levels are involved in improvement work where appropriate and have responsibility for maintaining the momentum of positive change. Share positive results. 5.8 Staff Friends and Family Test The graph below indicates the responses to the staff friends and family test (FFT) 15

16 During quarter 3 each year the staff FFT is not run and the 2 questions in the staff survey, which are the same as FFT, are used as the FFT results. With respect to the question regarding recommending the Trust as a place to receive treatment, the quarter 3 results show a dip from the results in the first two quarters of 2016/17, when comparied to quarters 1 and 2 however interestingly, this is consistent with the results of the FFT in quarter 3 last year and therefore it is not identified as a cause for concern. 5.9 Areas of Strength/ Opportunities We have seen a positive increase in staff satisfied with their teams and feeling their work is valued by their managers, colleagues and the Trust. 44% of staff reported they gained recognition for good work in 2015 and this increased to 48% in When employees feel their contribution/ work is valued by their employer it can result in increased commitment, improved job satisfaction and an increased interest in work. Feeling valued as an employee can also reduce staff turnover as staff are more likely to wish to remain working for their employer if they gain recognition % 48% 5a. The recognition I get for good work % 73% 2b I am enthusiastic about my job Effective teamwork and collaboration form a fundamental cultural characteristic to the delivery of continually improving, high-quality care. Where multi-professional teams work together, patient satisfaction is higher, health care delivery is more effective, there are higher levels of innovation in ways of caring for patients, lower levels of stress, absenteeism and turnover, and more consistent communication with patients. 57% i. The team I work in often meets to discuss the team's effectiveness 16

17 Leadership that ensures effective team and inter-teamwork is essential if BCHC is to meet the challenges ahead. 57% of staff reported they meet often to discuss their team s effectiveness in 2015 and this increased to 62% in % of agreed team members have to communicate closely with each other to achieve the team s objectives increasing to 80% in % of staff in 2015 reported their immediate manager encouraged them to work as a team which increased by 1% in 2016 to 72% % 70% 4a. There are frequent opportunities for me to show initiative in my role % 72% 7a. My immediate manager encourages those who work for her / him to work as a team. Line managers sit at the heart of the relationship between the employer and the employee. 63% of staff reported they receive support from their immediate manager in 2015 and this increased to 65% in % 65% 5b. The support I get from my immediate manager % 54% 7d. my manager asks for my opinion before making decisions that affect my work Employees should be encouraged to provide their views on how the organisation is run. Line managers must have the tools to create a culture where employees are 17

18 encouraged and actively listened to. 40% of staff felt communication between senior management and staff had been effective in 2016, an increase of 10% from 30% in % of staff agreed senior managers at BCHC try to involve staff in important decisions compared to 24% in % of staff agreed senior managers act on staff feedback compared to 24% in % 40% 8b. Communication between senior management and staff is effective % 45% 4g. There are enough staff at this organisation for me to do my job properly 5.10 Areas for action and divisional intelligence The action planning and interventions are being developed inclusively with representation from all divisions and more importantly with front-line staff, through engagement and with a focus on a deep dive into the themes to understand in more detail what the data is informing us of. This section identifies additional data relating to the themes identified for action and areas where there may be local good practice which we need to learn from or hot spots which need additional interventions putting in place to support an improvement in performance. Additional informal feedback from Quality Health has highlighted questions which are likely to be of particular interest to CQC. We are focussing on these questions in particular with aspirational targets to drive improvement and implement zero tolerance to harassment, bullying and abuse. Particular focus will be given to those areas where Trust performance is more than 5% below the sector. Key areas of focus based on this are: Staff have adequate materials, supplies and equipment to do their job There are enough staff in this organisation to do their job properly Team members have a shared set of objectives Staff feeling pressure to come into work when unwell from managers Staff have felt unwell as a result of work related stress in the last 12 months Staff agreed that the organisation acts fairly regarding career progression 18

19 PDR left staff feeling that their work is valued by the organisation Staff receiving updates on patient/service user feedback in their department Reducing workplace stress through proactive health and wellbeing approaches Key Finding 17 informs the Trust of the number of staff who report experiencing work related stress during the last 12 months. As identified in section 3 of this report, the Trust s performance in this area has deteriorated slightly (although not statistically significantly) and this remains a priority area for the Trust in the coming 12 months. The data indicates that whilst a consistent Trust-wide provision of stress interventions is important to maintain, it is important as part of the 2017/18 plans to target stress management interventions in Adult Community Services and Urgent Care Services for the greatest impact and improvement of staff experience Improving the quality of values based PDRs As detailed in section 3 of this paper, the quality of PDRs is recommended to be carried forward as a priority area. If we wish to improve the quality of our PDRs the deep dive needs to include examining staff experience of PDRs in Dental Services, which rank the lowest within the Trust, and identifying why the experience of staff in Specialist Services is significantly higher, potentially sharing their good practice with other divisions Exploring and acting upon the themes for bullying and harassment The data analysis demonstrates that staff members in the Support Services are reporting a level of HBA significantly higher than all other areas of the Trust indicating that this will need to be a priority area for corporate departments with a particular focus on the behaviours being exhibited and reported by this staff group. A deep dive exercise is currently being undertaken to increase the understanding of the themes in order to target appropriate remedial actions Staff Engagement There is minimal variance in the Trust s staff engagement score across the divisions suggesting that the need to revisit the staff engagement approach is required across the board rather than targeted by divisions. A core engagement approach is being developed with BCPFT and DWMH. 19

20 Further analysis will be carried out to identify any themes within the questions which make up this key finding to ensure any outliers are identified and interventions put in place to address these Patient experience When staff were asked about the effective use of patient feedback the results varied by division once again. As with some of the other key findings, this indicates that we need to target certain parts of the Trust, in this case Dental Services are a particular area potentially needing additional support to improve performance Engagement and Governance approach The Trust response to the Staff Survey commenced at the end of Quarter /17 in line with the annual cycle of business. A staff survey working group has been established and is an open group, encouraging input from staff across the services. The Trust level Action Plan is complete and actions are underway in response to the results. The results, action planning and interventions are being designed as a vehicle for engagement with staff as part of the you said, we did staff engagement campaign. The Leaders Summit was combined with the staff survey results this year and a very successful event ran on 15 th March 2017, attended by over 80 staff from across the Trust. The results of the staff survey were shared at this event and interactive action planning took place with attendees generating ideas, sharing feedback and creating enthusiasm. It was suggested that team leaders needed a template for sharing the results, enabling them to interpret the Trust results but also identify issues of importance for their area of work. This work is already underway to ensure that we raise the profile of the staff survey as an opportunity for staff to be heard High level Action Plan Action Date due By Progress Whom 1 Share data internally 30 December E&OD Complete Co-ordinate a meeting End of February E&OD Complete between BCHC subject leads, divisional representatives and staff representatives Provide a detailed analysis End of January E&OD Complete 20

21 of full data set to Trust stake holders 4 Identify and recommend themes for action 5 Utilise Leader s Summit for wider engagement of staff with action planning process 6 E&OD attendance at DMBs to present findings at divisional level 7 Divisional Action Plans in place to be delivered from Q1 17/ February 2017 E&OD Complete 15 March 2017 E&OD Complete March 2017 E&OD Complete April 2017 Divisions Complete Section 6: Recommendations Following the analysis of the 2016 results the following five priorities are recommended for specific focus in the 16/17 Staff Survey Action plan: 1. Identify actions to reduce workplace related stress through inclusive leadership 2. All leaders to improve the effectiveness of values based PDRs 3. All leaders to act upon concerns raised re: bullying, harassment and abuse to introduce a zero tolerance culture 4. All leaders to proactively promote staff engagement You said, we did approach 5. All leaders to improve the communication of patient experience feedback and shared learning. The Trust Board is invited to: Note the headline results and analysis of the 2016 staff survey results; Note progress against the four organisational priorities set following the 2015 staff survey results; and Approve the five organisational priorities proposed for the 2016 Staff Survey action plan 21