NEW LiA Scatter Map shows how ALL NHS Trusts are doing according to staff - on a page
Every year, we produce the LiA Scatter Maps and League Tables to show how NHS staff rate leadership and culture at their Trusts, based on the 32 Key Findings from the NHS National Staff Survey (NSS).
Our analysis shows how well a Trust is performing compared with its peers, and whether they are trending positively or negatively year-on-year – through the eyes of their staff.
With the 2018-19 NHS National Staff Survey well underway, our thoughts turn to what we might expect to see from our analysis this year, once the results are published in March 2019 (no idea why so late!).
The NHS needs a view across ALL Provider Trusts
One thing we can’t do is to produce a NATIONAL League Table on an NHS Provider-wide basis. This is due to the results being produced by ‘Trust cohort’ (acute, mental health, etc), each with differing measurement thresholds, so we would essentially be comparing ‘apples’ with ‘pears’. So if not this, then what?
Whatever the logic of the statistical process and thinking behind the current NHSE/Picker review and assessment approach, the outcome is that there is no NHS England-wide Trust comparative analysis available. Which is quite strange really, when you consider that the ‘direction of travel’ in the NHS is towards integrated care, not ‘siloed’ thinking. In this context, we should surely be able to see how staff rate leadership and culture on a wider basis than Acute, Acute and Community, Mental Health and Learning Disabilities, MH&LD and Community, Community Services, Ambulance Services, and Specialist Trusts (existing divisions, structures and governance models)?
If we are looking to understand – then replicate and spread – what’s working and what’s not across the NHS (particularly so in a joined up ICS future model), shouldn’t we have recourse to an ‘All NHS Providers’ view?
So, we got to thinking...
How could we show a meaningful national representation of what staff say, which enables a valuable element of cross-Trust comparison - even if it is ‘notional’?
And here’s what we’ve come up with: the LiA NHS Providers’ Scatter Map – on one page. This is produced by overlaying each cohort’s Scatter Map on top of all the others so you can see all Trusts, regardless of type, in each quadrant. And we think the resulting view is powerful - see what you think.
LiA Scatter Maps
As a reminder, the LiA Scatter Maps show an analysis of the 32 Key Findings from the NSS results – produced by Picker Europe for the NHS. Each Trusts' results are reflected at a grid reference on a 32 by 32 ‘Scatter Map’ 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.
On this basis the best Acute Trust on leadership and culture according to staff in NHS England for the previous year was The Royal Bournemouth and Christchurch. The best Specialist Trust was the Royal Marsden. Solent was top-dog in the Mental Health Trust ranks…and so on.
By pulling these individual maps together, we have, for the first time, a meaningful view of which Trusts sit where, which ‘near-neighbours’ they have from other cohorts, and – vitally – what trajectory each Trust is on and how that might influence current and future priorities relating to workforce. In an NHS with a massive burning platform where people are literally 'voting with their feet', we must embrace every opportunity to radically boost morale, build a highly engaged workforce, and galvanise all staff behind the changes they know will make a difference for patients and for themselves.
Sir David Dalton says that well-performing Trusts should help to turnaround more troubled organisations, instead of investing in expensive consultancies. Matt Hancock says: “Everyone can learn from best practice everywhere… The promulgation of good ideas is really poor and needs to improve”.
We think we have a powerful basis for translating good intentions into action, and here’s how:
- If your Trust in the ‘top-right’ (above average performance, positive trend) you should, of course, give yourselves a pat on the back, and re-double your efforts to engage and empower staff to be even more positive for the rest of this year and beyond
- If your Trust is in the ‘top-left’ (above average performance, negative trend) you know your performance remains above average, but you are losing your staff to some extent, and need to re-connect and engage with them in new ways
- If your Trust is in the ‘bottom-right’ (trend remains good, but performance is below average) you have a good basis for actively engaging your staff to lead local improvements to get your performance up, but its time to up the ante
- If your Trust is in the ‘bottom-left’ (below average performance, negative trend) you have to ‘change the game’ – more of the same will not get you out of there.
The National LiA Scatter Map is colour-coded as follows:
- Acute, and Acute and Community - red
- All Mental Health Trusts - green
- Specialist Trusts - orange
- Community based Trusts (Ambulance and Community) - blue
- Where 2 Trusts of different types occupy the same grid reference, the square is grey.
So what conclusions do you draw from this? Is it relevant? Is it valuable? What does it tell us? And how do you think staff are going to rate you this year: better or worse than 2018?
In March, we will build on this to provide the best possible picture based on the new results. Watch this space!
Please contact Gordon Forbes on 07734 812311 or email firstname.lastname@example.org for further information.