LiA has just completed a review and analysis of the 2014 NHS National Staff Survey results which highlight how staff feel about working for their organisation and the quality and safety of care they feel able to deliver given their work environment.
The results of assessment against 20 key Picker Institute findings around the four staff pledges from the NHS constitution – the NHS’s commitment to staff, and therefore pretty important and significant – make stark reading for many leaders across the Service at all levels. These findings undoubtedly impact on the quality and safety of care for patients and service users at all 57 NHS Mental Health Trusts. It is beyond dispute that, when staff are happy in their workplace and supported by leaders and colleagues day to day, the care they deliver is better and the patient experience improves: ‘happy staff = happy patients’ is well recognised.
Our analysis of the 2014 results should concern NHS England and those at the top of the Department of Health, with a slight downward trend on how positive staff felt last year relative to 2013. In the year before last 23 out of 57 Mental Health Trusts witnessed a negative trend from their staff responses (staff felt less positive about their Trust than they had in 2012); in 2014, 25 Trusts out of 57 have seen a decline in staff positivity and morale, with four more in the bottom quadrant (declining trend AND relative performance) than 2013.
We have attached the league table for Mental Health Trusts based on the analysis of the results and the scatter map. For some, it makes great reading. For others, it highlights huge issues which need to be addressed quickly.
The top 5 MHTs for 2014 – the best places to work according to staff responses to the NSS? - are, in order (league position improvement/decline in brackets):
- Tees, Esk & Wear Valleys FT (+2)
- Calderstones Partnership FT (+23)
- South Essex Partnership University FT (-1)
- Nottinghamshire Healthcare (+8)
- Surrey & Borders Partnership FT (+4).
Many congratulations to all CEOs of these Trusts for their efforts to engage and empower their staff in 2014. Mark Hindle and his team at Calderstones deserve particular mention with a move of 23 places up the league table since 2013, joining a list of MHT CEOs who regularly grace the top of the standings.
At the other end of the staff responses league table, the bottom 5 Trusts are:
- Norfolk & Suffolk FT (same position as last year)
- Sussex Partnership FT (-5)
- Manchester MH & SC Partnership (-1)
- Avon & Wiltshire MH Partnership (-15)
- Cambridgeshire & Peterborough FT (+2).
In these Trusts, evidence would suggest that simply ‘more of the same' isn’t going to fix the on-going challenges staff perceive in their responses to the NSS. The traditional cycle of the senior team getting round the table to create a plan on how to address their staff feedback in the couple of months following access to the results doesn’t seem to break the decline. Instead, a fundamental shift - that starts with the Executive team itself - is what starts to impact how staff feel and the difference they can make in turn to patient care. LiA offers that potential, but only where the local leaders 'mean it' and follow the process.
Evidence supporting this is clear from some of the biggest positive movers in 2014: Mersey Care (+26), Barnet, Enfield & Haringay (+23), 2gether (+23), Calderstones, and Kent and Medway NHS & SC Partnership (+23). Mersey Care and BEH are both part of the LiA network since 2013. Congratulations to all concerned.
The five Trusts going the wrong way, in a big way, down the league table are 5 Boroughs FT (-34), Oxford Health FT (-30), Lancashire Care FT (-30), Rotherham, Doncaster & South Humber FT (-27), and Hertfordshire Partnership FT (-17).
Anyone wishing to explore their results in more detail should contact Gordon Forbes on 07734 812311.