Oxford Health Staff Wellbeing and Culture Action Plan
Background to the Survey
•Annual review of staff wellbeing as an indicator of patient care
•Running for a number of years enabling comparisons for progress
•Important indicator for the Trust Board and part of CQC rating
•Based around 4 key pledges:
1. To provide all staff with clear roles, responsibilities and rewarding jobs
2. To provide all staff with personal development, access to appropriate training for
their jobs, and line management support to succeed
3. To provide support and opportunities for staff to maintain their health, wellbeing and safety
4. To engage staff in decisions that affect them, the services they provide and
empower them to put forward ways to deliver better and safer services
• Additional themes – Staff satisfaction and Equality and Diversity
Oxford Health Staff Wellbeing and Culture Action Plan
2010 Results
by previous non-integrated organisations
•Community Health Oxfordshire
•Oxfordshire and Buckinghamshire Mental Health NHS Foundation Trust
Community Health Oxfordshire
Community Health Oxfordshire
Oxfordshire and Buckinghamshire Mental
Health NHS Foundation Trust
Oxfordshire and Buckinghamshire Mental
Health NHS Foundation Trust
Oxford Health Staff Wellbeing and Culture Action Plan
Actions taken to address the areas where either below average or worst 20%
Pledge 1: Clear roles
and responsibilities
Pledge 2: Personal
development and
line management
support
•Strategic framework agreed and linking to personal objectives
•Job design will reflect the new framework
•Staff conferences scheduled through the year
•Divisional away days to ensure dissemination of strategy
•Additional ‘Effective Teams’ interventions across the Trust
•Monthly manager cascade for key messages in place
•Monthly message from Directors
•Annual calendar of staff events
•Back to the Floor launched December 2011 (top 4 management tiers)
•Seek feedback from staff on what is important to them in terms of recognition
•Develop reward and recognition scheme for the Trust and implement
•Review training and development activities to support leadership development
•Request staff views on leadership/development
•Promote training and development opportunities more widely
•Launch revised leadership and management development programme April 2012
•Induction/ Mandatory training revamp, more accessible and flexible delivery
•Appraisal system revised and changes implemented from April 2012
Oxford Health Staff Wellbeing and Culture Action Plan
Actions taken to address the areas where either below average or worst 20%
Pledge 3: Staff safety
and well-being
Pledge 4: Staff
involvement in
decision making to
improve service
delivery
•Occupational Health taking lead on managing stress more effectively draft Wellbeing paper under consideration
•Review and promote staff schemes e.g. discounts/ access to local services
(bike, gyms, yoga)
•Occupational Health events through the year i.e. ‘look after yourself’
sessions
•Monitoring causes of reported stress through Occupational Health
•Redevelop wellbeing section on intranet
•Establish Trust wide CAB / Divisional CAGs and invite reps to join working
group
•Communications plan to share CAB / CAG info (survey and consultation
meetings led to their development)
•CAGs have been set up and led by newly appointed Clinical Directors
•Clinical Directors are supported in Divisions by Clinical Leads for each service
and focus for CAGs is strategic and operational
•Schedule of Executive Director visits in place
•Executive feedback from visits to Executive Board actions agreed and
implemented further feedback to staff
•Develop new mechanisms for staff to feedback views to Senior
Managers (not all electronic e.g. graffiti boards)
Oxford Health Staff Wellbeing and Culture Action Plan
Actions taken to address the areas where either below average or worst 20%
Staff
Satisfaction
Equality and
Diversity
•Review Membership and ToRs of Wellbeing Group
•Develop work/ action plan
•Set regular meetings for progress updates - monthly
•Audit what already exists and review
•Develop consistent approach across Trust to local surveys
•Provide feedback and actions for staff
•Develop plan and format for local staff surveys in year x4.
•Run focus groups prior to annual national staff survey to determine
actions that have made a difference to people
•Introducing competency based recruitment
•Publish diversity information on the Trust website
•Equality impact assessments applied to organisational changes
•Review of learning / development opportunities Q4
Oxford Health Staff Wellbeing and Culture Action Plan
Divisional Action Plans – exceptions to main plan
Children and
Families
Division
Mental Health
Division
•Each team within the division:
•1) has clear objectives and are working together to achieve these objectives
•2) understands how their roles contribute to Trust vision
•3) is aware of the Trust operational and clinical management structures
•5) is aware of the Trust vision
•6) Staff are Involved in any team decision making.
•7) has a joint clinical and managerial staff approach to problem solving
•8) Shadowing opportunities made available for staff to work with senior
management team
•All community staff issued with tottles – hand washing facilities are available in
all clinical areas.
•Completion of half yearly 12 questionnaire survey by all teams. Feedback
of concern discussed with team managers for improvement plan.
•Safeguard system updated August 2011 all staff have received
appropriate training
•Review of PMVA training and top level review of course content
complete
•Staff encouraged to report incidents when any incidents occur
•Modern Matrons and CMHT managers continuing the roll out of
Productive Ward and Productive Community to ensure staff do have a
voice in making changes
Oxford Health Staff Wellbeing and Culture Action Plan
Divisional Action Plans – exceptions to main plan
Community
Services Division
Specialised
Services Division
•Violence and aggression to staff reviewed on a case by case basis
•Mental health team supporting community staff to manage patient
aggression effectively
•Provide training in handling patient aggression
•Improving staff satisfaction through Divisional team building events
•Leadership training implemented
•Review of reasons why staff may wish to leave and what would keep
them in service including exit questionnaires
•Re-structure of teams to reflect work areas / workloads
•Undertaken local staff survey with positive staff satisfaction outcomes
•Staff encouraged to report incidents and concerns in all areas
•Staff development opportunities considered against service needs and
development
•Feedback to HR on poor payroll service. Provider has been changed
•Appraisals have achieved Trust wide target
•Focus currently on Mandatory training
Oxford Health Staff Wellbeing and Culture Action Plan
Corporate Action Plan – exceptions to main plan
Corporate
Directorates
•Enhanced flexible working (pilot ) implemented
•Focus on achieving Trust wide target for Appraisal and achieved
•Dress down Friday introduced with link to Charitable donations
•Re-structuring of some corporate services in line with Divisional structure
adding greater clarity to role / purpose
Oxford Health Staff Wellbeing and Culture Action Plan
Next Steps
1
2011 results will be added to this progress report when available – Expected mid
February 2012
2
Progress indicator will be adjusted when the results have been taken into account
3
Actions are intended to have longer term impact and may not yet see this in 2011
results
4
Four local surveys will take place in 2012 themed around the 4 pledges to gauge
impact of current actions and where further work is necessary
5
Directorates / Divisions will be expected to report on local progress through the
Wellbeing Group and from here to the MC Staff Survey Sub-Committee
6
CQC Quality and Risk Profile will be monitored closely against Trust wide and
Divisional action plans