2017 Scatter Map and League Tables for COMMUNITY, ACUTE SPECIALIST, AMBULANCE Trusts
For everyone patiently waiting for the final LiA Scatter Maps and League Tables, the day has finally arrived, and there’s a special offer on: three for the price of one!
The LiA Scatter Map below plots the remaining 3 provider groups on one page:
- 17 Community Trusts in blue
- 17 Acute Specialist Trusts in Green
- 11 Ambulance Services Trusts in Red.
With so few Trusts in each cohort, and a 32x32 Scatter Map grid, we thought it would be effective to put all of the remaining Trusts onto one map so as to not lose the visual impact of the spread. The caveat of course, for those poring over all the results to date – all you Board Non-execs, DH officials and NHSE/NHSI staffers! – is that there is no direct comparison on how Trusts have fared across the different cohorts (you can’t surmise, for example, that staff at Derbyshire Community rate their Trust’s leadership and culture better than either staff at The Christie FT or South Western Ambulance FT. But Derbyshire Community staff do rate their Trust higher than Cambridgeshire Community Services, but only just. Get it? Good.
What has stayed the same for the Community, Acute Specialist, and Ambulance Trust cohorts is that they have their own League Tables and movements up and down. They are all included in this blog.
On the combined LiA Scatter Map, each Trusts' results are reflected at a grid reference on a 32 by 32 matrix that shows how staff have rated the Trust’s leadership and culture over the past year. It's simple to understand:
- The higher up you are, the better your Trust is performing against your peers in the eyes of your staff
- The further to the right you are, the more positive your trend, year-on-year.
So, the best quadrant to find your Trust in is 'top right': an above average performance and a positive trend. Second best is 'top left': a positive relative performance according to staff, but they are less positive than the same time last year. The second worst quadrant is 'bottom right': below median performance with some encouraging positivity from staff to soften the blow. The worst quadrant is 'bottom left', with staff views on leadership and culture resoundingly negative.
So, to the trends.
As far as the Community Trusts go, staff are less positive than the previous year. There is a marked shift to the left half of the grid for Community staff, a trend mirrored interestingly in both the Acute & Community cohort and in Mental Health Trusts with community services included. If you work ‘out there’ it’s not getting any easier, and the System needs to recognise this, and fix it. As we’ve highlighted previously, the future success of the 5YFV and the STPs depends on greater levels of integration, not just across LHEs and pathways, but into Local Authorities and social care where the staffing challenge is even bigger.
The comparison of Community FTs and non-FTs makes good reading for the non-FTs, with 5 in the Top 10. There are no Trusts in the 'bottom left' quadrant who were also there last year, but 2 outliers make a new appearance and look stranded. For more, see the League Table below. At the top end, the top 3 from 2015-16 retain their positions, a hard job in any league table anywhere.
Acute Specialist Trusts
For the Acute Specialist Trusts, there has been a decidedly negative shift to the 'bottom left' across one third of the Trusts, with 6 Specialists Trusts’ staff ranking their Trust leadership and culture in this quadrant (double the number last year and a lot further down). What’s going on in the Acute Specialist sector? Historically one of the best working environments in the NHS, these Trusts are all FTs after all, with the notable exception of Royal National Orthopaedic Hospital Trust who manage a highly credible 8th place in amongst their more exalted colleagues. We are proud to recognise the same trend in all other sectors of Trusts who have adopted LiA, working their way to the top. If you decide to engage and empower your frontline staff around things that really matter to them and their patients – and you do it well – great things happen! Sustainable things that make a difference to all those working in and using the NHS.
And finally, the Ambulance Trusts. Perennially, perhaps, the most challenging sector for staff manning our frontline emergency services, staff generally feel much the same – no worse, certainly – as 2015-2016 across the sector, with the exception of SEC Ambulance who have not had their troubles to seek around leadership and culture in the past 12 months. The ‘scatter’ amongst the Ambulance Trusts is pretty much uniform to last year, with a shift further up the performance axis if anything. A quite remarkable achievement for all involved. The top 3 positions are the domain of the FTs, with two new entrants from 2015-2016.
The most pleasing thing we’ve heard from many quarters since the publication of the LiA Scatter Maps and League Tables last year is how valuable it has been in helping Trusts ‘see where they are nationally’. Great, that’s the intent, and, on the basis that ‘nothing gets done that doesn’t get measured’, if the maps and tables elicit a response from Trust Boards and actions happen as a result, we’ve accomplished our goals. No more minutiae discussions by Trust Boards about how their NSS results are ‘up 1% on this target’ or ‘below median but trending better than last year’, or ‘we’re top 20% on 3 key findings, one better than last year’. Nope, now it's crystal clear what your staff results tell you. Are they good? Bad? Or downright ugly? Check out the League Tables to find the answer.
We have produced individual League Tables below for Community Trusts, Acute Specialist Trusts, and Ambulance Services Trusts based on their LiA Scatter Map position. The National Staff Survey results on which the LiA Scatter Map and League Tables are based are a summary of how staff feel about the leadership and culture of their Trust. Their response to 32 of the Picker Key Findings establishes the Trusts position on the Scatter Map for 2016. This position is then compared with each Trust’s position for 2015.
On the League Table, the colour-coding represents:
- In blue and yellow, a Trust status as an Foundation Trust (blue) or non-FT Trust (yellow)
- The league position for each Trust’s NSS results from best to worst
- The movement of each Trust up or down from last year’s position.
On such relatively small cohorts, it doesn’t make sense to list a whole group of big movers either way. On a 17-strong table there is only so far you can move as Trust. So, in the Community Trust league table, congratulations to Tracy Allen and her team at Derbyshire Community for retaining top spot, and a mention to Patricia Wright and leaders at Hounslow and Richmond for being the top mover, up 5 places from 2015-2016. Lincolnshire Community leaders must be scratching their heads, down 15 places from second to last in 12 months.
For the Acute Specialists, Roger Spencer and his Exec take top billing, up 5 places from last year, so congratulations to all involved. The Royal National Orthopaedic and GOSH are the notable positive movers in this league, up 7 and 8 places respectively. Those going in the opposite direction in a big way are Papworth (-6) and Queen Victoria (-14).
In the Ambulance Service, Ken Wenman and his team get the ‘shout out’ as the best for the second year running according to staff. South Central and North East have both jumped 4 places in an 11-strong league, no mean achievement from bottom half to top. Well done! West Midlands are the big movers going the other way. London Ambulance deserves a mention for their improvement from rock-bottom last year to 8th place this year. The new, emerging team at SEC Ambulance has a big job on their hands to turn staff morale and motivation around with amongst the worse results in the country, in any Trust cohort.
The tables are designed to help CEOs and their leadership teams understand their NSS results, how they place the Trust within their peer group, and, hopefully, decide on a course of action that will build on success or address what staff say is not working for them at their own Trust.
For further information on your Trust’s position and its implications, or to discuss your Trust’s response to the analysis, please contact Gordon Forbes, Director at Optimise Limited and owner/architect of Listening into Action (LiA) at 07734 812311 or by email firstname.lastname@example.org