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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
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
16
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