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STAFF SURVEY RESULTS AND ACTION PLAN

Report to the Trust Board on the 2013 NHS Staff Survey

May 2014

Introduction

This paper summarises the key findings for Moorfields in the 2013 national staff survey, andthe action plan being implemented as a result.

The NHS Staff Survey offers us the opportunity to understand the views of our staff and theirexperiences throughout their employment with us. Following the survey process the results,which draw on four of the seven pledges within the NHS Constitution, are analysed and arepublished nationally against a defined benchmark group. Our benchmark group includesabout 20 specialist acute Trusts.

The questions are grouped into 28 key findings. The scores for some are straightpercentages, for example the percentage of respondents who witnessed incidents. Thescores for others are composites, expressed as a score out of 5, such as staff jobsatisfaction.

The results of the survey are published both in summary form, and in full. The summaryreport is attached, and shows our results as a whole Trust, benchmarked against our group,and how our results have changed from last year. The full report is available, and givesmore detailed results.

This year we surveyed all our staff, not just a sample. 30% of staff responded, a total of 499individuals. The response rate was lower than last year when 44% responded, and lowerthan the average for acute specialist Trusts. This is a particular disappointment, given thework undertaken to encourage staff to respond, including publicising the work we did as aresult of the previous survey, and offering a weekly prize draw for respondents.

Surveying all staff has given us the opportunity to see results by department or directorate,provided a sufficient number of responses were received to ensure anonymity. Many of ourdepartments are very small, and so this breakdown has not been possible for all. Scoresavailable by department are contained in the full report.

A single page summary showing directorate and departmental scores is also attached. TheRAG rating shows the distance from the specialist acute trust benchmark scores, with greenbeing above average, amber being close to the average, and red below average. These arevery crude indicators and the statistical significance is questionable where the variances aresmall. Furthermore, simply because an indicator is green because it is better than theaverage, this does not necessarily mean that it does not require attention. For example, weare well above the average for staff reporting good communication between staff and seniormanagers, but the average is only 34% and our score of 41% is nothing to be proud of. Thissummary simply provides a visual starting point, showing where we might choose to askfollow up questions and focus our attention.

Percentage scores are rounded to the nearest 1%. This means that scores of less than 0.5%are displayed as 0%. In order to preserve anonymity of individual staff, a score is replacedwith a dash if the staff group in question contributed fewer than 11 responses to that score.

Where we are doing well

Overall we have some very positive messages arising out of the staff survey, demonstratingthat our people take pride in the care they deliver, and recommend the trust as a place towork and receive treatment.

The five areas where we are doing best are:

Staff feel satisfied with the quality of work and patient care they are able to deliver Staff agree that their role makes a difference to patients Staff feel motivated and enthusiastic about their work The overall work pressure felt by staff is lower than the national average; The appraisals our managers conduct are well structured

The area in which we have improved the most is the coverage of appraisals, although weare still short of the benchmark average.

With all of these positive messages our level of staff engagement is higher than average,and rank fourth best of acute specialist trusts as a place recommended by staff to work orreceive treatment..

Where we need to improve

There are a number of areas in which we need to do some more detailed work. Somerepeat the themes from previous years and include:

The proportion of staff feeling bullied, harassed or abused by other staff remainshigher than the benchmark group

The number of staff feeling bullied, harassed or abused by patients or service usersalso remains higher than the benchmark group

A high proportion of staff feel they have been discriminated against at work Fewer staff have received equality and diversity training than in our benchmark group Staff feel we do not provide equal opportunities for career progression or promotion Staff do not always report errors, incidents or near misses that they witness.

Actions to secure improvement

A range of actions have been developed in response to the survey results. A number ofthese actions are trust-wide, to address issues shared across the board. Others have beendepartment focused. The content of these plans has been informed by listening andengaging with staff to understand the concerns in more depth, focusing in particular on areashighlighted by the department results.

The departmental actions can be shared in more detail within the private board meeting, ifrequired.

TRUST WIDE ACTIONS

The Moorfields Way

Our major staff engagement project ‘The Moorfields Way - Developing a Culture of Courageand Ownership’ is well under way. A short slide presentation summarising the work isattached.

The project combines work on a range of fronts. A number of these emerged out of thefocus groups we conducted across the organisation following the 2012 staff survey, andlinked closely with the principles behind the Francis Report recommendations. Morerecently, links were made with the emerging corporate priority focusing on transforming theway in which we deliver our services and our patients’ experience.

The areas of work this project either contributes to or directly tackles include:

increasing staff engagement through increasingly visible leadership giving managers greater confidence to manage difficult issues including bullying refreshing our statement of values, expressing them in a simple way that is

accessible and owned at every level of the organisation setting and maintaining standards of behaviour based on these simple values, and

holding each other to account finding creative ways to make it easier for staff to speak out if they have concerns,

including the creation of a team of staff volunteer Contact Officers encouraging individuals to report incidents, errors and near misses

A steering group has been formed, a series of events to involve staff and patients has beendesigned, and a wide range of individuals have been identified to act as ambassadors andchampions for change.

Listening events will take place through June, and we are taking advantage of the clinicalgovernance half days in June to maximise the involvement of clinical staff. We expect to belaunching our refreshed values and behaviours, and building them into everything we do,from September onwards.

Contact Officers

Our staff members are the Trust’s eyes and ears, and are the people who know exactly whatis happening in every corner of the organisation. They are also, often, best placed tosupport each other in raising concerns when things go wrong. A new Contact Officerscheme has been established to support staff who have concerns but are not sure where toturn, or for whatever reason are reluctant to raise it with anyone in authority.

Seven volunteer members of staff have been trained as Contact Officers, together with asupervisor. These are the successors to the Trust’s Bullying and Harassment Advisers, withan extended remit. They have been trained in the basics of non-directive counselling, andwill provide support and sign-posting to staff members who have concerns but are not sure

where to take them. Contact Officers will provide support on a confidential basis, but willadvise the Trust on themes that emerge, so that appropriate action can be taken.

They will listen to any concerns staff have, including those about bullying or harassment,patient care, discrimination, lack of development, errors or near misses, and the aim is thatby providing a safe, less intimidating route to raise concerns, staff will be more confident todo so.

Contact Officers will not act as a formal counsellor or as a staff representative – we haveexternal counsellors and trade union representatives to do that – but they will act as aconfidential sounding board and signpost to the various sources of help that are available.

The scheme was launched on 20 May 2014 with a stand in the staff dining room at CityRoad. Visits to other sites are planned, and posters and leaflets will be circulated across allTrust sites. The first approach to a Contact Officer has already been made.

Staff Friends and Family Test

The introduction of the Friends and Family test for staff, although quite a simple measure,will allow us to track progress on a quarterly basis. The test asks staff to say how likely theyare to recommend the Trust as a place to work and receive treatment.

We have piloted the use of Survey Monkey for this test, and the short questionnaires will becirculated to all staff in June 2014, and quarterly thereafter. Hard copy questionnaires will beavailable for staff members who would prefer this to an electronic version.

Departmental results will be available for our larger departments, allowing us to trackimprovements in areas where we have focused our efforts.

Improvements to incident reporting

The roll out of the Trust’s upgraded electronic incident reporting system has beencompleted, with training for staff and managers in the use of the new system. Electronicreporting has been piloted in several key areas and has been well received and the numberof incidents reported for this year to date is already greater than previous years.

The risk team has worked hard to raise awareness of the importance of incident reportingand train staff during the roll out of the e-reporting system. To date, 59% (1199) of all staffhave been trained in the use of e-reporting.

As well as making the process of reporting incidents easier and more efficient, it allows moredetailed recording of data, people involved and, very importantly, facilitates both theacknowledgement of receipt of the report and feedback to the member of staff after theincident has been investigated. Feedback – the sense that something has happened as aresult - has been shown in many other Trusts to be a key factor in encouraging staff toreport.

Local actions within departments

A wide range of actions have been developed and implemented. Examples are as follows:

Department 1 Local team meetings involving HR, trade union representatives and staff to identify

what experiences lay behind the scores, and what action needs to be taken. Staff suggestion/comment box for staff to provide comments anonymously Introduction of additional supervisory/managerial posts to spread management

responsibility and reduce spans of control

Department 2 Meeting with supervisory team to raise awareness of concerns and pinpoint areas for

action. Follow-up planned within next clinical governance half-day. Broadened the criteria for a supervisory post to give greater opportunity for career

progression, and an internal appointment made. Recognition that high levels of vacancies make staff release for team development

difficult. A number of new appointments have been made, and the department’s remaining

vacancies will be included in the current major nurse recruitment campaign, with theaim of recruiting extra to anticipate future vacancies, and to provide some capacityfor release.

Walk-around by Chief Executive and Director of Nursing to meet and talk to staff. Safety walk-about planned involving the risk team, patient experience manager,

security manager and the head of clinical governance, to allow staff to raise safetyissues for resolution

Transformation work to include developing the capacity for team development.

Department 3 Several team meetings to discuss findings and reassure staff of the zero tolerance

approach. Highly visible management as a routine across the whole department. Internal, anonymous survey of staff perceptions to gain greater understanding and

gauge improvements.

Department 4 Recognition that the survey was undertaken at a time of unprecedented change,

during which staff felt hard-pressed and unsupported. Since the time of the survey, resources within the department have been increased,

and there have been significant changes to the management structure. Whole team awayday.

Next steps

Progress will be monitored and reported quarterly to TMB and the Trust Board within the HRand Workforce Report.

Sally StoreyDirector of Human Resources20 May 2014

2013 National NHS staff survey

Brief summary of results from Moorfields Eye Hospital NHSFoundation Trust

Table of Contents

1: Introduction to this report 3

2: Overall indicator of staff engagement for Moorfields Eye Hospital NHS FoundationTrust

5

3: Summary of 2013 Key Findings for Moorfields Eye Hospital NHS Foundation Trust 6

4: Full description of 2013 Key Findings for Moorfields Eye Hospital NHS FoundationTrust (including comparisons with the trust’s 2012 survey and with other acutespecialist trusts)

14

2

1. Introduction to this report

This report presents the findings of the 2013 national NHS staff survey conducted in MoorfieldsEye Hospital NHS Foundation Trust.

In section 2 of this report, we present an overall indicator of staff engagement. Full details of howthis indicator was created can be found in the document Making sense of your staff surveydata, which can be downloaded from www.nhsstaffsurveys.com.

In sections 3 and 4 of this report, the findings of the questionnaire have been summarised andpresented in the form of 28 Key Findings.

These sections of the report have been structured around 4 of the seven pledges to staff in theNHS Constitution which was published in March 2013(http://www.nhs.uk/choiceintheNHS/Rightsandpledges/NHSConstitution) plus two additionalthemes:

• Staff Pledge 1: To provide all staff with clear roles and responsibilities and rewarding jobs forteams and individuals that make a difference to patients, their families and carers andcommunities.

• Staff Pledge 2: To provide all staff with personal development, access to appropriateeducation and training for their jobs, and line management support to enable them to fulfiltheir potential.

• Staff Pledge 3: To provide support and opportunities for staff to maintain their health,well-being and safety.

• Staff Pledge 4: To engage staff in decisions that affect them and the services they provide,individually, through representative organisations and through local partnership workingarrangements. All staff will be empowered to put forward ways to deliver better and saferservices for patients and their families.

• Additional theme: Staff satisfaction

• Additional theme: Equality and diversity

Please note that the NHS pledges were amended in 2013, however the report has beenstructured around 4 of the pledges which have been maintained since 2009. For moreinformation regarding this please see the “Making Sense of Your Staff Survey Data” document.

As in previous years, there are two types of Key Finding:

- percentage scores, i.e. percentage of staff giving a particular response to one, or aseries of, survey questions

- scale summary scores, calculated by converting staff responses to particularquestions into scores. For each of these scale summary scores, the minimum scoreis always 1 and the maximum score is 5

A longer and more detailed report of the 2013 survey results for Moorfields Eye Hospital NHSFoundation Trust can be downloaded from: www.nhsstaffsurveys.com. This report providesdetailed breakdowns of the Key Finding scores by directorate, occupational groups anddemographic groups, and details of each question included in the core questionnaire.

3

http://www.nhsstaffsurveys.com

http://www.nhs.uk/choiceintheNHS/Rightsandpledges/NHSConstitution

http://www.nhsstaffsurveys.com

Your Organisation

The scores presented below are un-weighted question level scores for questions Q12a - 12dand the weighted score for Key Finding 24. The percentages for Q12a – Q12d are created bycombining the responses for those who “Agree” and “Strongly Agree” compared to the totalnumber of staff that responded to the question.

The Q12d score is related to CQUIN payments for Acute trusts participating in the National NHSStaff Survey. 2013/2014 guidance on CQUIN payments can be found via the following linkhttps://www.supply2health.nhs.uk/eContracts/Documents/cquin-guidance.pdf.

Q12a, Q12c and Q12d feed into Key Finding 24 “Staff recommendation of the trust as a place towork or receive treatment”.

Your Trustin 2013

Average(median) for

acutespecialist

trustsYour Trust

in 2012

Q12a "Care of patients / service users is my organisation'stop priority"

87 84 85

Q12b "My organisation acts on concerns raised by patients /service users"

85 81 82

Q12c "I would recommend my organisation as a place towork"

76 74 71

Q12d "If a friend or relative needed treatment, I would behappy with the standard of care provided by thisorganisation"

92 88 90

KF24. Staff recommendation of the trust as a place to work orreceive treatment (Q12a, 12c-d)

4.19 4.09 4.14

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2. Overall indicator of staff engagement for Moorfields Eye Hospital NHSFoundation Trust

The figure below shows how Moorfields Eye Hospital NHS Foundation Trust compares with otheracute specialist trusts on an overall indicator of staff engagement. Possible scores range from 1 to5, with 1 indicating that staff are poorly engaged (with their work, their team and their trust) and 5indicating that staff are highly engaged. The trust's score of 4.01 was above (better than) averagewhen compared with trusts of a similar type.

OVERALL STAFF ENGAGEMENT

This overall indicator of staff engagement has been calculated using the questions that make upKey Findings 22, 24 and 25. These Key Findings relate to the following aspects of staffengagement: staff members’ perceived ability to contribute to improvements at work (Key Finding22); their willingness to recommend the trust as a place to work or receive treatment (Key Finding24); and the extent to which they feel motivated and engaged with their work (Key Finding 25).

The table below shows how Moorfields Eye Hospital NHS Foundation Trust compares with otheracute specialist trusts on each of the sub-dimensions of staff engagement, and whether there hasbeen a change since the 2012 survey.

Change since 2012 survey Ranking, compared withall acute specialist trusts

OVERALL STAFF ENGAGEMENT No change Above (better than) average

KF22. Staff ability to contribute towardsimprovements at work

(the extent to which staff are able to make suggestions toimprove the work of their team, have frequent opportunitiesto show initiative in their role, and are able to makeimprovements at work.)

No change Above (better than) average

KF24. Staff recommendation of the trust as a placeto work or receive treatment

(the extent to which staff think care of patients/service usersis the Trust’s top priority, would recommend their Trust toothers as a place to work, and would be happy with thestandard of care provided by the Trust if a friend or relativeneeded treatment.)


KF25. Staff motivation at work

(the extent to which they look forward to going to work, andare enthusiastic about and absorbed in their jobs.)


Full details of how the overall indicator of staff engagement was created can be found in thedocument Making sense of your staff survey data.

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3. Summary of 2013 Key Findings for Moorfields Eye Hospital NHS FoundationTrust

3.1 Top and Bottom Ranking Scores

This page highlights the five Key Findings for which Moorfields Eye Hospital NHS FoundationTrust compares most favourably with other acute specialist trusts in England.

TOP FIVE RANKING SCORES

KF3. Work pressure felt by staff

KF1. Percentage of staff feeling satisfied with the quality of work and patient care theyare able to deliver

KF8. Percentage of staff having well structured appraisals in last 12 months

KF2. Percentage of staff agreeing that their role makes a difference to patients

KF25. Staff motivation at work

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For each of the 28 Key Findings, the acute specialist trusts in England were placed in order from 1 (the top rankingscore) to 19 (the bottom ranking score). Moorfields Eye Hospital NHS Foundation Trust’s five lowest ranking scoresare presented here, i.e. those for which the trust’s Key Finding score is ranked closest to 19. Further details about thiscan be found in the document Making sense of your staff survey data.

This page highlights the five Key Findings for which Moorfields Eye Hospital NHS FoundationTrust compares least favourably with other acute specialist trusts in England. It is suggested thatthese areas might be seen as a starting point for local action to improve as an employer.

BOTTOM FIVE RANKING SCORES

! KF19. Percentage of staff experiencing harassment, bullying or abuse from staff in last12 months

! KF18. Percentage of staff experiencing harassment, bullying or abuse from patients,relatives or the public in last 12 months

! KF28. Percentage of staff experiencing discrimination at work in last 12 months

! KF26. Percentage of staff having equality and diversity training in last 12 months

! KF27. Percentage of staff believing the trust provides equal opportunities for careerprogression or promotion

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3.2 Largest Local Changes since the 2012 Survey

This page highlights the Key Finding that has improved at Moorfields Eye Hospital NHSFoundation Trust since the 2012 survey. (This is a positive local result. However, please notethat, as shown in section 3.3, when compared with other acute specialist trusts in England, thescore for Key finding KF7 is worse than average).

WHERE STAFF EXPERIENCE HAS IMPROVED

KF7. Percentage of staff appraised in last 12 months

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This page highlights the Key Finding that has deteriorated at Moorfields Eye Hospital NHSFoundation Trust since the 2012 survey. It is suggested that this might be seen as a startingpoint for local action to improve as an employer.

WHERE STAFF EXPERIENCE HAS DETERIORATED

! KF5. Percentage of staff working extra hours

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3.3. Summary of all Key Findings for Moorfields Eye Hospital NHS Foundation Trust

KEY

Green = Positive finding, e.g. there has been a statistically significant positive change in the Key Finding since the2012 survey.Red = Negative finding, e.g. there has been a statistically significant negative change in the Key Finding since the2012 survey.Grey = No change, e.g. there has been no statistically significant change in this Key Finding since the 2012survey.For most of the Key Finding scores in this table, the higher the score the better. However, there are some scoresfor which a high score would represent a negative finding. For these scores, which are marked with an asterix andin italics, the lower the score the better.

Change since 2012 survey

10


KEY

Green = Positive finding, e.g. better than average.Red = Negative finding, e.g. worse than avearge.Grey = Average.For most of the Key Finding scores in this table, the higher the score the better. However, there are some scoresfor which a high score would represent a negative finding. For these scores, which are marked with an asterix andin italics, the lower the score the better.

Comparison with all acute specialist trusts in 2013

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KEY

Green = Positive finding, e.g. better than average, better than 2012.

! Red = Negative finding, e.g. worse than average, worse than 2012.'Change since 2012 survey' indicates whether there has been a statistically significant change in the KeyFinding since the 2012 survey.

-- Because of changes to the format of the survey questions this year, comparisons with the 2012 score are notpossible.

* For most of the Key Finding scores in this table, the higher the score the better. However, there are somescores for which a high score would represent a negative finding. For these scores, which are marked with anasterix and in italics, the lower the score the better.


in 2013

STAFF PLEDGE 1: To provide all staff with clear roles, responsibilities and rewarding jobs.

KF1. % feeling satisfied with the quality of work andpatient care they are able to deliver


KF2. % agreeing that their role makes a difference topatients


* KF3. Work pressure felt by staff No change Below (better than) average

KF4. Effective team working No change Average

* KF5. % working extra hours ! Increase (worse than 12) Average

STAFF PLEDGE 2: To provide all staff with personal development, access to appropriate education andtraining for their jobs, and line management support to enable them to fulfil their potential.

KF6. % receiving job-relevant training, learning ordevelopment in last 12 mths


KF7. % appraised in last 12 mths Increase (better than 12) ! Below (worse than) average

KF8. % having well structured appraisals in last 12mths


KF9. Support from immediate managers No change Above (better than) average

STAFF PLEDGE 3: To provide support and opportunities for staff to maintain their health, well-being andsafety.

Occupational health and safety

KF10. % receiving health and safety training in last 12mths

No change ! Below (worse than) average

* KF11. % suffering work-related stress in last 12 mths No change Below (better than) average

Infection control and hygiene

KF12. % saying hand washing materials are alwaysavailable


Errors and incidents

* KF13. % witnessing potentially harmful errors, nearmisses or incidents in last mth

No change Below (better than) average

KF14. % reporting errors, near misses or incidentswitnessed in the last mth


KF15. Fairness and effectiveness of incident reportingprocedures


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3.4. Summary of all Key Findings for Moorfields Eye Hospital NHS Foundation Trust(cont)


in 2013

Violence and harassment

* KF16. % experiencing physical violence from patients,relatives or the public in last 12 mths


* KF17. % experiencing physical violence from staff inlast 12 mths

No change ! Above (worse than) average

* KF18. % experiencing harassment, bullying or abusefrom patients, relatives or the public in last 12 mths


* KF19. % experiencing harassment, bullying or abusefrom staff in last 12 mths


Health and well-being

* KF20. % feeling pressure in last 3 mths to attend workwhen feeling unwell


STAFF PLEDGE 4: To engage staff in decisions that affect them, the services they provide and empowerthem to put forward ways to deliver better and safer services.

KF21. % reporting good communication between seniormanagement and staff


KF22. % able to contribute towards improvements atwork


ADDITIONAL THEME: Staff satisfaction

KF23. Staff job satisfaction No change Above (better than) average

KF24. Staff recommendation of the trust as a place towork or receive treatment


KF25. Staff motivation at work No change Above (better than) average

ADDITIONAL THEME: Equality and diversity

KF26. % having equality and diversity training in last 12mths


KF27. % believing the trust provides equal opportunitiesfor career progression or promotion


* KF28. % experiencing discrimination at work in last 12mths


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1Questionnaires were sent to all 1686 staff eligible to receive the survey. This includes only staff employed directly by thetrust (i.e. excluding staff working for external contractors). It excludes bank staff unless they are also employed directlyelsewhere in the trust. When calculating the response rate, questionnaires could only be counted if they were receivedwith their ID number intact, by the closing date.

4. Key Findings for Moorfields Eye Hospital NHS Foundation Trust

499 staff at Moorfields Eye Hospital NHS Foundation Trust took part in this survey. This is aresponse rate of 30%1 which is below average for acute specialist trusts in England, andcompares with a response rate of 44% in this trust in the 2012 survey.

This section presents each of the 28 Key Findings, using data from the trust's 2013 survey, andcompares these to other acute specialist trusts in England and to the trust's performance in the2012 survey. The findings are arranged under six headings – the four staff pledges from theNHS Constitution, and the two additional themes of staff satisfaction and equality and diversity.

Positive findings are indicated with a green arrow (e.g. where the trust is better than average, orwhere the score has improved since 2012). Negative findings are highlighted with a red arrow(e.g. where the trust’s score is worse than average, or where the score is not as good as 2012).An equals sign indicates that there has been no change.

STAFF PLEDGE 1: To provide all staff with clear roles, responsibilities andrewarding jobs.

KEY FINDING 1. Percentage of staff feeling satisfied with the quality of work and patientcare they are able to deliver

KEY FINDING 2. Percentage of staff agreeing that their role makes a difference to patients

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KEY FINDING 3. Work pressure felt by staff

KEY FINDING 4. Effective team working

KEY FINDING 5. Percentage of staff working extra hours

STAFF PLEDGE 2: To provide all staff with personal development, access toappropriate education and training for their jobs, and line management support toenable them to fulfil their potential.

KEY FINDING 6. Percentage of staff receiving job-relevant training, learning ordevelopment in last 12 months

15

KEY FINDING 7. Percentage of staff appraised in last 12 months

KEY FINDING 8. Percentage of staff having well structured appraisals in last 12 months

KEY FINDING 9. Support from immediate managers

STAFF PLEDGE 3: To provide support and opportunities for staff to maintaintheir health, well-being and safety.

Occupational health and safety

KEY FINDING 10. Percentage of staff receiving health and safety training in last 12months

16

KEY FINDING 11. Percentage of staff suffering work-related stress in last 12 months

Infection control and hygiene

KEY FINDING 12. Percentage of staff saying hand washing materials are always available

Errors and incidents

KEY FINDING 13. Percentage of staff witnessing potentially harmful errors, near missesor incidents in last month

KEY FINDING 14. Percentage of staff reporting errors, near misses or incidents witnessedin the last month

17

KEY FINDING 15. Fairness and effectiveness of incident reporting procedures

Violence and harassment

KEY FINDING 16. Percentage of staff experiencing physical violence from patients,relatives or the public in last 12 months

KEY FINDING 17. Percentage of staff experiencing physical violence from staff in last 12months

KEY FINDING 18. Percentage of staff experiencing harassment, bullying or abuse frompatients, relatives or the public in last 12 months

18

KEY FINDING 19. Percentage of staff experiencing harassment, bullying or abuse fromstaff in last 12 months

Health and well-being

KEY FINDING 20. Percentage of staff feeling pressure in last 3 months to attend workwhen feeling unwell

STAFF PLEDGE 4: To engage staff in decisions that affect them, the servicesthey provide and empower them to put forward ways to deliver better and saferservices.

KEY FINDING 21. Percentage of staff reporting good communication between seniormanagement and staff

KEY FINDING 22. Percentage of staff able to contribute towards improvements at work

19

ADDITIONAL THEME: Staff satisfaction

KEY FINDING 23. Staff job satisfaction

KEY FINDING 24. Staff recommendation of the trust as a place to work or receivetreatment

KEY FINDING 25. Staff motivation at work

ADDITIONAL THEME: Equality and diversity

KEY FINDING 26. Percentage of staff having equality and diversity training in last 12months

20

KEY FINDING 27. Percentage of staff believing the trust provides equal opportunities forcareer progression or promotion

KEY FINDING 28. Percentage of staff experiencing discrimination at work in last 12months

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NHS Staff Survey 2013 - Analysis of Key Findings by Directorate and Department

KF NoKey Finding

Spec

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t Acu

te A

vera

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Trust

Ave

rage

Corp

orate

Funct

ions

Estat

es &

Fac

ilitie

s

Finan

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HR

Stra

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& B

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s Dev

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t

Moorf

ield

s Nort

h

Moo

rfields

at E

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Hos

pita

l

Moo

rfields

Eas

t

Moo

rfields

Nor

thwes

t

Moorf

ield

s Phar

mac

eutic

als

Moorf

ield

s Priva

te

Inpa

tient

s

Out

patie

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Moofie

lds

South

Outp

atie

nts &

Dia

gnostic

s

Out

patie

nts & D

iagn

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s M

edical S

taff

Opt

omet

ry

Orth

optic

s

Res

earc

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evel

opmen

t

Surg

ical

Ser

vice

s

Sur

gica

l Ser

vice

s Adm

in

Sur

gica

l Ser

vice

s M

edical

Sur

gica

l Ser

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s Nur

sing

& S

uppo

rt

Theat

res

KF1 % satisfied with the quality of

work and patient care they are

able to deliver

81.64 89.07 76 86 0 0 0 94 100 92 94 73 94 93 100 79 91 91 93 87 100 93 88 85 96 100

KF2% agreeing that role makes a

difference to patients90.96 93.56 89 88 0 0 0 94 100 92 88 92 94 94 92 91 94 97 93 100 84 99 95 100 100 100

KF3 Work pressure felt by staff 2.88 2.64 2.6 2.43 2.46 2.62 2.86 2.52 2.39 2.53 2.47 3.08 2.44 2.35 2.47 3.12 2.61 2.47 2.71 2.56 2.51 2.64 2.6 2.51 2.41 3.26

KF4 Effective team working 3.80 3.78 3.82 3.96 3.96 3.62 3.74 3.92 4 3.8 3.91 3.65 3.52 3.69 0 3.51 3.81 4 3.9 3.11 4.13 3.74 3.86 3.87 3.85 3.23

KF5 % staff working extra hours 70.69 71.31 73 76 56 86 86 81 0 67 94 65 47 44 36 91 67 61 77 71 71 75 74 92 62 87

KF6 % receiving job-relevant

training, learning or dev't in last

12 months

80.86 83.51 74 81 59 93 71 95 100 91 100 82 77 75 0 77 86 94 86 69 95 82 73 85 84 85

KF7 Percentage of staff appraised

in last 12 months84.94 81.35 71 72 83 86 64 88 91 88 82 96 79 88 75 82 79 82 90 33 90 86 89 77 96 71

KF8 % having well structured

appraisals in last 12 months42.18 50.42 40 44 44 57 29 64 0 56 53 54 40 60 0 55 48 61 43 7 65 54 37 25 83 50

KF9 Support from immediate

managers3.72 3.76 3.71 3.61 3.94 3.91 3.74 4.26 4.25 4.38 4.05 3.5 3.67 4.07 3.38 3.2 3.8 3.91 3.88 3.39 3.86 3.64 3.53 3.6 4.21 2.83

KF10 % receiving health and safety

training in last 12 mths78.45 68.15 57 78 61 57 29 78 91 80 82 52 70 81 58 63 78 87 72 60 71 56 47 54 59 64

KF11 Percentage of staff suffering

work related stress in last 12

months

33.77 30.25 35 38 29 36 36 30 45 32 13 39 32 38 0 46 23 17 13 33 24 33 28 15 33 57

KF12% saying hand washing

materials always available60.77 63.58 44 53 39 50 21 80 82 76 82 39 91 94 83 57 66 76 63 73 67 62 47 62 74 60

KF13 % witnessing potentially

harmful errors, near misses or

incidents in last month

28.85 25.82 15 18 18 14 7 27 0 32 12 17 6 13 0 31 31 30 23 60 10 39 32 62 27 50

KF14 % reporting errors, near misses

or incidents witnessed in the last

month

90.26 89.34 100 0 0 0 0 93 0 0 0 0 0 0 0 0 88 95 0 0 0 86 0 0 0 0

KF15 Fairness & effectiveness of

procedures for reporting errors,

near misses, incidents

3.60 3.70 3.59 3.65 3.3 3.69 3.53 3.94 3.95 3.87 3.85 3.38 3.69 3.8 3.48 3.53 3.77 3.92 3.67 0 3.51 3.72 3.48 3.86 3.88 3.62

KF16 % experiencing physical

violence from patients, relatives,

public last 12 mths

6.53 3.89 0 0 0 0 0 5 0 13 0 0 0 0 0 15 5 7 3 0 0 3 0 0 0 13

KF17 % experiencing physical

violence from staff in last 12

months

1.67 3.28 1 6 0 0 0 2 9 0 0 0 3 0 8 24 2 4 0 0 0 3 6 0 0 7

KF18 % experiencing harassment,

bullying, abuse from patients,

relatives, public last 12 mths

20.83 29.63 16 27 18 7 0 36 45 39 31 0 30 31 33 49 38 34 30 50 5 27 21 15 38 27

KF19 % experiencing harassment,

bullying or abuse from staff in

last 12 months

21.81 28.89 35 44 35 21 50 25 27 35 7 35 34 44 18 57 23 27 7 36 5 28 32 8 22 53

KF20 % feeling pressure in last 3

months to attend work when

feeling unwell

24.10 17.57 16 19 13 15 7 18 0 14 13 27 15 7 0 27 16 11 14 21 6 21 16 0 32 25

KF21 % reporting good

communication between senior

mgt and staff

33.98 40.90 44 56 28 36 64 61 73 56 44 35 34 50 9 29 39 48 33 27 35 36 32 54 48 7

KF22% able to contribute towards

improvements at work70.80 73.74 83 82 61 93 86 77 73 80 65 75 67 69 58 71 72 79 63 47 85 67 63 77 81 36

KF23 Staff job satisfaction 3.68 3.77 3.76 3.96 3.59 4.03 3.6 4.09 4.09 4.07 4.05 3.52 3.71 3.77 3.76 3.57 3.75 3.86 3.78 3.53 3.84 3.69 3.75 3.88 4.02 2.85

KF24 Staff recommendation of the

trust as a place to work or

receive treatment

4.05 4.19 4.17 4.31 3.75 4.33 4.07 4.47 4.55 4.51 4.33 3.83 4.21 4.44 4.11 3.94 4.22 4.38 4.23 4.00 4.17 4.15 3.86 4.18 4.44 3.93

KF25 Staff motivation at work 3.89 4.05 4.01 4.19 3.8 4.07 3.74 4.27 4.18 4.35 4.2 3.56 4.15 4.48 3.89 4.07 4.02 4.23 3.89 3.69 4.1 4.04 3.96 4.36 4.15 3.62

KF26 % equality & diversity training in

last 12 months64.69 48.77 39 61 28 43 29 55 64 60 59 59 41 44 36 47 55 60 59 47 38 44 47 42 42 46

KF27% believe that trust provides

equal opps for career

progression or promotion

90.18 83.33 80 92 50 83 92 95 0 93 100 71 87 0 0 77 85 86 86 91 71 84 91 100 94 50

KF28 % experienced discrimination at

work in the last 12 months9.06 18.33 15 19 28 0 7 14 27 13 13 21 25 27 33 23 20 18 14 21 5 19 16 8 26 20

The Moorfields Way

Proposed Project Approach

April 2014

www.moorfields.nhs.uk

The VisionMoorfields Eye Hospital NHS Foundation Trust wants to develop a culture of courage andownership to support delivery of consistently safe, excellent patient care – based on “theMoorfields Way”

The Moorfields Way: Project Approach

To support this, Moorfields will develop refreshednew values and behaviours through a programmeof patient, staff and leadership engagement toensure that these… are owned by, and resonate with, staff, patients and

families, in all Moorfields locations

use simple, memorable language to make it easy for staffto notice and appreciate when colleagues live the values,and challenge colleagues when they don’t

contribute to an open culture where people takeownership of great care wherever it is provided, supportteamwork through better quality conversations, andencourage openness to change

are robust, relevant and comprehensive so they can bemanaged and measured

The programme to develop the values andbehaviours will… involve as many staff as possible in the development

processes

engage staff with the benefits of values-based care,and begin to catalyse change

involve patients and carers to understand what greatcare looks like to them

build on current values, and existing insight intopatient experience and staff engagement

build Moorfields’ own capability to listen to and act onthe views of patients and staff

provide a platform for embedding values intoMoorfields’ processes, strategy and management


Plan on a Page


Apr May Jun Jul

Engagement with key stakeholdersSoft launch of communications to staff

Planning staff & patient engagement

Communication of values & behavioursImplementation of specific actions and

alignment to key processes e.g. appraisals ,values based recruitment, on boarding,

induction

Staff & patient listeningactivity

Analysis of data collatedFeedback to organisation

Review & sign off of values& behaviours

Agreement to next steps,actions to take,

prioritisation of alignment tokey processes

Key Dependencies:Senior leadership sponsorshipKey Dependencies:Senior leadership sponsorship

Aug Sept Onwards…


Proposed SteeringGroup Composition


*

Steering GroupChair

Sally Storey (HRD)

Declan Flanagan(Medical Director)

Tracy Luckett(Director of

Nursing & AlliedHealth

Professions)

Kate Jeffreys(Head of

Communications)

ClinicalDirector(s)(Aires Lobo

and/or MelanieHingorani?)

Mary Sherry(Chief Operating

Officer)



Role High Level Responsibilities

Steering Group • Sign-off authority for the Project• Communicating with ManEx on project progress and deliverables• Sign of authority for key deliverables e.g. values and behavioural framework• Decision making body for key risks / issues escalated by the Core Project Team• Sign off of the key measures put in place to evaluate project outcomes

• Accountable for providing resource for the core project team• Accountable for agreeing and prioritising actions to be taken based on what staff and patients say• Accountable for ensuring alignment to key processes is prioritised and actioned• Role model engagement with the project

Project Team • Accountable overall for the delivery of the project (including necessary feedback to funding body – LETB)• Responsible for proposing and where agreed monitoring key measures of success regarding the intended

project outcomes

• Responsible for defining the respective workstream and assigning an owner or if necessary delivering therelated processes and work packages

• Responsible for managing the project and developing / delivering communications required to make theproject a success

• Responsible for ensuring all staff have the opportunity to input into the project

• Responsible for ensuring the project administration is appropriately co-ordinated

• Undertakes work required by the project and coordinated by the project team e.g. staff recruitment,recruitment of graffiti board owners

• Champions the project in their specific area of the organisation• Role models engagement with the project

April Strategy • Provides consultancy advice and expertise• Transfers learning to Moorfields people• Manages the project resource provided by April Strategy



CommsLead

David Moore

HR LeadEmral

Jarrold

PatientExperienceTim Withers

SeniorNurse

Consultant GeneralManager

SeniorAHP

SeniorAdministrator

Core Project TeamMeetings chaired by Andrew Crerar

April Strategy

L&DProject Leads

Andrew Crerar &Jackie Tumelty

Project team nominations sought to cover a range of sites

Prosposed Project TeamComposition


Project Governance and ControlsReporting• The project team will produce a fortnightly report and issue it to the Steering Group• The Steering Group will report back to ManEx on the progress and outputs of the

projectMeetings• The project will report in to the Steering Group Board held monthly• The project team meetings will be scheduled as appropriate and include April Strategy

& other subject experts as requiredEscalation• The project team will manage risks and issues and escalate to the Steering Group

where necessary
