Birmingham Childrens Hospital NHS Trust

1
National StaffSurvey Results2005

• Birmingham Childrens HospitalNHS Trust

2
Strategic Points

• Differences between staff and Managers/Boards
  views
• Methodology random sample from staff records up
  to 850 per Trust
• Link with Health Check 21 references to NSS
  questions in 19 domains and sub domains. Major
  data source for evaluating Trust declarations on
  Health Check
• QH National Comparisons 50,000 respondents, 133
  Trusts

• Positive Features
• No halo effect nationalsurvey therefore no
  variations and high comparability
• Sample designed to give good confidence interval
  between Trusts (but not within them)
• High national response rate

• Weaknesses
• Duplication of questions, length, scaling
• Missed issues pay, conditions
• Internal distribution problems in Trusts
• Poor internal addresses

3
Response Rates

• Response rate normal for an Acute Trust 52
  (403 respondents)
• National assumption was 60
• Straight read across from patient surveys
• Response rate outcomes
• Acute Trusts score lower
• Inner London lower

• Influences on response rates
• Internal distribution
• Uniformity of workforce
• Large/small Trusts
• Bank staff
• Pro active management

Mean Response Rates Acute Trusts 55
PCTs 61 Mental Health 56
Ambulance 49
4
The Respondents
5
Work-life Balance
6
Flexible Work Options
7
Child Carer Support
8
Appraisal and PDRs
9
Staff Training
10
Training
11
Counselling Team Working
12
Work Conditions
13
The Job
14
Leaving
15
Management Supervision
16
Senior Management
17
Equal Ops Access
18
Errors, Incidents, Illness
19
Violence Harassment
20
Infection Control Hygiene
21
Key Positives

• Most felt PDRs useful in improving their work,
  staff agreed clear objectives during the PDR
• Most of those who had had a PDR had a PDP
• Substantial levels of training ongoing, high
  ratings for access to learning, induction prog
  etc.
• Most worked in teams, with clear objectives
• Good awareness of counselling and occupational
  health services
• Good awareness of how to report errors, near
  misses etc.
• Most had clear planned goals for their job
• Most satisfied with support from work colleagues
• Most satisfied with responsibility and use of
  their abilities
• Most said Trust was committed to equal
  opportunities
• Most staff knew how to report incidents of
  violence etc.

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Key Action Points

• Awareness of job flexibilities likely to remain
  modest only 8 given info on flexi retirement
• Awareness of childcare provision flat, and
  further progress to be made
• 4 in 10 employees not had a PDR. Sharp reduction
  in staff saying PDR made them feel valued by
  the Trust
• Incidence of equal ops training modest overall
• HS training levels in last year are less than
  half the incidence in acute Trusts
• Over half not had training on infection control
  in last year.
• Many barriers to training take up reported
• Only 1 in 8 think they are fairly rewarded for
  new skills/competencies
• 1 in 3 looking for a new job, 1 in 5 would leave
  as soon as they had found one. 1 in 5 potential
  leavers unhappy with present job
• Over half dont have time to carry out all their
  work and cannot meet conflicting time demands at
  work

• Substantial minorities did not get clear feedback
  about their work
• Communication of management values and policies
  is unclear to some. More than 4 in 10 unhappy
  about the value the Trust puts on their work
• Internal communication criticised by over half
  the staff
• 1 in 3 suffer from work related stress
• Violence levels low, but only 1 in 5 report
  violence generally, 1 in 3 report HBA
• Many not aware of action taken by the employer
  against violence, bullying, sex and race
  harassment
• Only 26 think AFC successfully implemented 1 in
  4 dissatisfied with information about AFC 6 in
  10 say they are not fairly rewarded for new
  skills and competencies
• Recognise the real differences in awareness
  between staff at the heart of things and those in
  operational roles

23
Management Recommendations

• Publicise the results to staff
• Prepare for the late 2006 survey and enhance
  policies and awareness accordingly
• Assess staffing levels in key areas in order to
  minimise time pressures and stress
• Increase awareness of retirement and job
  flexibility policies in order to improve
  recruitment and retention
• Further increase awareness of childcare support
• Further improve the coverage of PDRs and PDPs
• Further increase rate of equal ops training
• Re-prioritise HS training and that for infection
  control
• Prioritise stress at work as possible damage to
  health and retention problems

• Continue to communicate the Trusts strategic
  vision for the future, so that staff become
  active and enthusiastic promoters of the Trust
• Ensure good feedback on how staff are doing
• Enhance communications function to ensure that
  key messages upwards and downwards are clearer
• Improve awareness of need to report VHBA
• Further improve information on AFC
• Recognise the different perspectives on, and
  awareness of, Trust policies and practice by
  different occupational groups and take specific
  action to improve awareness among key groups
• Map recommendations against Health Check 21
  specific references to NSS questions and themes

24
Specific Links with Health Check(question nos in
extended survey)

• Domain C1a Q36 on errors/near misses re pts
  Q38d on blaming for errors Q39 on
  injuries/stress Q40 and Q41 on VHB levels
  Q43 on action on VHB
• Domain C1a Q38e on action to stop errors
• Domain C4b Q39 on injuries/stress
• Domain C5b Q37 on immediate managers
• Domain C5c Q10 on PDPs Q11 on levels of
  training
• Domain C7a Q25 on team working Q32 on
  management vision etc Q33g on communication
• Domain C7a Q38a and d on near misses etc
• Domain C7b Q26a and e on planned goals,
  resources
• Domain C7e Q12a on equal ops Q34a on career
  progression
• Domain C8a Q35 on whistle blowing Q38b on error
  reporting

25
Links With Health Check

• Domain C8b Q3 on work-life balance Q9 on PDRs
  Q10 on PDPs Q28 on recognition, support,
  valuing work
• Domain C8b Q12 and Q34 on equal ops
• Domain C11a Q1c on unpaid hours Q3 on work-life
  balance Q14 on training
• Domain C11b Q13 on HS and IC training Q17d on
  induction training
• Domain C11c Q10 on PDPs Q17a on training
• Domain C13a Q12b/c/d on awareness training
• Domain C17 Q32d on building relationships with
  community Q33e/f on standards of care
• Domain C20a Q13a/d on HS training
• All Trust types are covered by these links with
  Health Check. Domains and Question numbers may
  differ slightly from Trust type to type

26
Movement 2004 - 05

• Fewer thought the Trust committed to staff
  work-life balance down from 38 to 28
• No real change in numbers having PDRs, no. having
  PDR who thought they were valued by the Trust
  declined from 81 to 59
• Fewer thought they had clear planned goals for
  their job down from 70 to 53
• Fewer happy with the recognition received for
  good work down from 43 to 33
• Sharp fall in number of staff who think the Trust
  values their work down from 46 to 19
• More said they did not have time to do their job
• Fewer think manager gives them feedback on their
  work many front line management scores down
• Fewer thought the Trust gave a clear vision of
  where the organisation headed down from 42 to
  32
• Communication scores down
• Reporting of violence is down from 29 to 19
  (small numbers)