Improving Working Lives
Practice Plus
Self Assessment Report
September 2005
Contents
The History of Shrewsbury and Telford Hospitals NHS Trust
Page
3
Organisation Structure
5
Self Assessment Process
6
List of Abbreviations
7
Standard 1 - Human Resource Strategy and Management
8
Standard 2 - Equality and Diversity
15
Standard 3 - Staff Involvement and Communication
25
Standard 4 - Flexible Working
36
Standard 5 - Healthy Workplace
50
Standard 6 - Training and Development
64
Standard 7 - Flexible Retirement, Childcare and Support for
Carers
77
2
THE HISTORY OF SHREWSBURY & TELFORD HOSPITAL
NHS TRUST
Shrewsbury & Telford Hospital NHS Trust was created on 1st October 2003 with the merger of Princess
Royal Hospital NHS Trust and Royal Shrewsbury Hospital NHS Trust. Royal Shrewsbury Hospital was built
in the 1970’s to serve the population of Shropshire. The Princess Royal Hospital opened its doors in 1989,
to serve patients in the east of the County.
The merger of the two Trusts in October 2003 followed some years of speculation and uncertainty about
acute hospital services in Shropshire. The two hospitals, which are about 17 miles or 30 minutes travelling
time apart, offered many of the same services but the size and age of Royal Shrewsbury Hospital meant
that it delivered a broader range of services and had been perceived by some to hold the “power-base”.
Both hospitals had developed in very different ways, leading to different cultures, processes, policies and
standards.
Both Trusts achieved IWL “Practice” status independently in September 2003.
For around three years immediately prior to merger, whilst operating as two separate organisations, the
Trusts shared a Chief Executive and a number of senior management posts, including the Finance Director
and Executive Nurse. The Human Resources function was a shared service for both Trusts. Following
merger, the executive level management structure was consolidated and work began formally to bring the
two organisations together.
A Recognition Agreement was developed in partnership with staff-side representatives and this was signed
in February 2004. This paved the way for a new and different working relationship, not only with
management and unions but also with union representatives at each hospital site.
Since then management and staff-side representatives have been working together to develop a full range
of new HR policies and procedures, taking account of “Agenda for Change”, IWL standards and the need to
align conditions of service and management practices following merger.
In the summer of 2004 a new management structure was implemented in clinical service areas. This
structure provided managerial responsibility for services across both sites so that standards and practices
could be harmonised for all patients in the Trust, wherever they were treated.
Re-structuring continues both in non-clinical areas and in some clinical departments to ensure that the
philosophy of “one Trust on two sites” becomes a reality across the organisation.
In September 2004 the Trust IWL Forum was re-launched to ensure that each division was represented
and was accountable for delivering IWL standards at a local level with the aim of embedding the principles
of IWL at every level and in every area of the Trust.
In October 2004, the Trust’s Chief Executive stepped down from his post. In the subsequent months, the
Trust has had two interim Chief Executives before appointing Tom Taylor to the post of Chief Executive in
August 2005. The Trust’s Finance Director and Chairman have also stepped down, following the
declaration of an unplanned deficit, and in August 2005 the Trust appointed interim cover for both posts.
Since April 2005, the Trust has been working on a Cost Improvement Programme due to the financial
position facing the health economy in 2005/06. This programme has resulted in a Non-Clinical Vacancy
freeze and certain budgets such as Training and Development and environmental budgets in many areas
have been reduced.
Due to these issues, it is recognised that staff are feeling vulnerable and morale in some areas has been
affected. The IWL Forum has noted the effects and is currently looking at ways to improve morale and
support staff through this difficult period.
Despite these issues the Trust was delighted that it was awarded two stars by the Healthcare commission
this year, The Trust was among the highest performing hospitals in the country in the clinical focus category
3
and in the category relating to patient satisfaction. It also scored top marks in many of the other areas
along with its workforce indicator which includes progress towards IWL for staff. The only area where the
Trust failed to achieve top marks was in the category of financial management, this was not unexpected
given the financial situation.
4
ORGANISATION STRUCTURE
Board level responsibility for “Improving Working Lives”
The Executive Director responsible for ensuring Board level commitment and operational delivery of IWL is
Julia Buckley, Corporate Services Director. She is the Director responsible for Human Resources, Patient
Services and Corporate Governance within the Trust and so is able to ensure that activities related to IWL
also support patient care and governance issues.
Rose Manger, Non-Executive Director (and currently Interim Chairman) is the Board “champion” for IWL.
Rose also acts as the Care of Older People NSF Champion. She is also an observer on the Shropshire
PCT Board. Again, this enables the Trust to ensure that IWL initiatives are directly linked to patient care.
Rose also brings to the project a broader perspective of the local health economy.
“IWL” Forum
The Trust has an IWL Forum comprising:
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Executive Director
Non-Executive Director
Staff-side Chair of the Trust Negotiating and Consultative Committee (also Chair of the Hospital
Negotiating and Consultative Committee for Princess Royal Hospital)
Staff-side Chair of the Hospital Negotiating and Consultative Committee for Royal Shrewsbury
Hospital
Trust Operational Lead for IWL
Medical Director
Divisional/Service IWL Leads
Work-Life Balance Co-ordinator
The Forum meets monthly to agree strategies to progress the IWL standards, to report activities and share
good practice across the divisions.
“IWL” Divisional/Service Groups
Each Division and Service has a local IWL Group, made up of staff, staff-side representatives and
managers representing various departments. These groups also meet monthly to develop ways to
implement new initiatives and ensure good practice at a local level. These groups are able to identify what
issues are important to staff within each division and work on those, thus ensuring that activities in relation
to IWL are having real benefits to staff in all areas.
5
SELF ASSESSMENT PROCESS
The Process
The process to produce the formal Self-Assessment Report began in April 2005 with the Operational IWL
Lead working in partnership with the Staff-side Chair to agree the principles on which the report would be
based. The guiding principle was that the report should reflect:
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the scale of change faced by staff at all levels driven by local and national priorities
the progress made since the two separate trusts achieved “Practice” status
the systems in place to support staff and to what extent staff feel that these systems are effective
the views of staff on how they feel they are treated by the Trust
A draft report was placed on the Trust’s intranet site and circulated to Divisional/Service IWL Leads and
IWL Divisional/Service Group members in September 2005 for comment.
Informing the Report
Staff Attitude and Opinion Surveys
Results of national Staff Attitude and Opinion Surveys have been analysed both corporately and in each
division and Action Plans developed to address weak areas. The report for 2003 is a completely different
format to the 2004 report. In 2004 more relevant questions were asked and as such many of the standards
will only refer to the 2004 report. Although some of the results were disappointing compared to national
results, there was significant progress noted by the Healthcare Commission in a number of areas.
Focus Groups
During November 2004 and February 2005 a series of focus groups were held to allow staff to comment on
all aspects of the “Improving Working Lives” initiative. In addition, focus group sessions were
included as part of the Statutory Training Programme for all staff. The groups were multi-disciplinary, with
staff invited from all divisions, staff groups and grades. A total of 179 staff attended focus groups,
representing 4.0% of the workforce. In addition ‘virtual’ focus groups have been implemented, whereby
staff are invited to comment on particular IWL questions, grouped by standard and distributed weekly to
IWL links. As of 1st September 2005, a total of 70 comments were received.
Feedback from focus groups was collated into a report published in December 2004, March 2005 and
October 2005. This was distributed amongst the IWL forum, to the Communications links and via e-mail.
The information gathered enabled managers to identify areas for improvement and work with their IWL
Divisional Groups to develop strategies to address the issues that were important to staff.
Divisional Reports
IWL Division/Service Leads were asked to assess to what extent IWL standards were being met within their
areas. This was done by determining what evidence was available in their area and asking IWL
Divisional/Service Group members to comment. Reports were forwarded to the Operational IWL Lead to
be collated so that an assessment could be made about activities across the Trust.
Mini-Validations
Representatives from each Division/Service visited departments in other divisions to speak to staff to find
out to what extent staff themselves believed that the IWL standards were being met. This exercise proved
to be enlightening, both in terms of finding out how staff really felt, but also in allowing good ideas and
practices to be shared across the divisions.
6
List of Abbreviations used within the Report
A&E
ACAS
AfC
CNM
DoH
E&D
ECDL
ESR
EWTD
HCA
HEG
HNCC
HR
IT
ILA
IWL
KSF
MAU
MEC
NPFIT
NSF
NVQ
OH
PCT
PRH
RSH
SHO
SPR
TNCC
WLB
WFP
Accident and Emergency
Arbitration and Conciliation Advisory Service
Agenda for Change
Clinical Nurse Manager
Department of Health
Equality and Diversity
European Computer Driving Licence
Electronic Staff Record
European Working Time Directive
Health Care Assistant
Hospital Executive Group
Hospital Negotiation and Consultation Committee
Human Resources
Information Technology
Individual Learning Accounts
Improving Working Lives
Knowledge and Skills Framework
Medical Assessment Unit
Medical Emergency Centre
National Programme For IT
National Service Framework
National Vocational Qualification
Occupational Health
Primary Care Trust
Princess Royal Hospital
Royal Shrewsbury Hospital
Senior House Officer
Specialist Registrar
Trust Negotiating and Consultative Committee
Work Life Balance
Workforce Planning
7
Practice Plus: Overview of Progress
Area:
1. Human Resources Strategy and Management
Overall Score:
17
Royal Shrewsbury Hospital NHS Trust and Princess Royal Hospital NHS Trust achieved “Practice” status
on 30th September 2003. The following day, the two Trusts merged and became Shrewsbury and Telford
Hospital NHS Trust. This marked the end of a long period of uncertainty for staff and the start of a period of
significant change.
Human Resource Management was already a cross-Trust function but one which had previously played
only a small part in the strategic management of the organisations. Following the appointment of Julia
Buckley as Corporate Services Director in November 2003, people management issues have moved up the
Trust Board agenda so that it holds equal importance to the principles of good financial management and
clinical activity.
The Trust Board regularly reviews HR key performance indicator reports and these are directly linked with
the effects of people management issues on patient activity.
Since assessment at Practice level, the HR Department has expanded and responsibility for people
management issues has been placed firmly within divisions, with the HR function adopting a “business
partner” approach both to influence the management of strategic and operational issues and to pro-actively
manage staffing issues. Each HR Advisor has responsibility for supporting a division operationally and for
progressing key strategic HR issues, such as workforce planning, equality and diversity and
communications. We have also been able to accept, for the first time, a National HR Trainee from
September 2005 and a Regional HR Trainee from March 2006.
The Trust is developing more effective workforce planning strategies aimed at securing a modernised
workforce that is able to support Local Delivery Plans. A number of key managers are attending a
development programme for Workforce Planning funded by the Staffordshire Workforce Development
Directorate and delivered by Keele University. This will expand the capacity and capability of workforce
planning expertise within the Trust. A similar programme is due to be delivered to senior managers
operating at the more strategic level of the organisation.
A new Recognition Agreement was signed by the Chief Executive and representatives from 11 unions in
January 2004. This document was developed in with local staff-side representatives and full-time officers
and defines the framework for partnership for the future. Following this, a Trust Negotiating and
Consultative Committee was set up to deal with Trust-wide staffing issues and two Hospital Negotiating and
Consultative Committees were set up to cover site specific issues.
Following merger, management and staff-side representatives have been working hard to develop a
framework of new HR policies and procedures covering a full range of employment issues. This has been
done by discussions between management and staff-side representatives in working parties, followed by
formal consultation and agreement by the Trust Negotiating and Consultative Committee. To date 32
policies have been agreed and approved by the Trust Board. These have been published on the Trust’s
internet site and circulated to all departments within the Trust. These will soon be available on the Trust’s
new intranet site.
The Trust passionately recognises the importance of IWL standards to organisational effectiveness. It has
been an incredible journey from 2 separate Trusts achieving Practice Status in their own right to one Trust
moving towards Practice Plus.
8
Area:
Human Resources Strategy and Management
Indicator: (1a)
At a strategic level the organisation demonstrates an understanding of how good people
management practices make a real contribution to service delivery
Rating:
6
This will include how these practices complement and support National Service
Frameworks, clinical governance, and redesigning care around patients and staff
General Narrative
Since achieving Practice status, attention has increasingly focused on the contribution
made by the workforce in delivering high quality patient services.
Human Resources /IWL related issues are also discussed regularly at Trust Board level
for example, progress on Agenda for Change, Equality and Diversity, IWL updates.
Processes are in place to ensure that this communication is filtered down through the
organisation with Team Brief providing staff with Trust Board updates.
Agenda for Change is the people side of the DoH strategy to modernise the NHS around
the patient, and the Trust has worked hard to implement the first phase –implementing
the new Terms and Conditions and pay. As part of the work that has been done, on
modernising and updating staffing policies- clarifying terms and conditions and
reconsidering work patterns, the AfC team have worked with the Service Modernisation
teams to ensure that these changes support and underpin the service changes and NSF
requirements and to realise the benefits of an integrated approach.
Human Resources Training sessions commenced in September. The training was
divided in three tranches, and was delivered in the form of briefing sessions delivered by
the HR team. The courses are designed to provide managers with the knowledge and
skills to manage their staff effectively within the organisation.
The Trust has an IWL forum that meets monthly across both sites; this consists of staff
side representatives and Trust Managers. Non executive membership is also apparent
along with the Corporate Management Director. This ensures that IWL is considered at a
strategic level.
The Trust has a corporate induction programme for all staff. In addition, local induction
arrangements are in place. Different aspects of clinical governance are covered on these
programmes including incident reporting, clinical audit and complaints. Annual Statutory
training of clinical staff (including Senior Medical Staff) also include sessions on clinical
risk. A robust system for checking competency of medical staff exists and is tied into the
induction process.
The Trust has a Strategic Governance committee, which meets quarterly. The major
emphasis for service improvement is through five streams of work: Reforming emergency
care, access, booking and choice with OPD reforms, medicines management, diagnostic
services and new ways of working. In addition, there is a close relationship with these
streams of work and the IT enabled change associated with the NPFIT programme.
The Trust has trained a number of nursing staff in Verification of Death, this was in
response to the development of a joint policy with the PCT staff.
Evidence:
Focus Group:
Staff advised that they were proud to be part of the Trust, and would recommend the
Trust as an employer.
Terms and Conditions of employment in line with the Agenda for Change, along with
staffing levels and inconsistencies with management seem to be the main issues
9
highlighted within the groups. This would be reflective of the current position as the
merger in October 2003 saw a number of changes within management and the senior
management team, this is now becoming more stable with the introduction of a new Chief
Executive in August of this year.
Staff Survey:
2004
44% stated that senior managers support their ideas for improving services for patients,
we aim to improve on this with the implementation of the staff suggestion scheme.
53% feel Senior management are focused on meeting the needs of patients and service
users.
40% feel they are encouraged to suggest new ideas for improving services.
54% would be happy to be treated or cared for by the organisation.
Case Studies:
Advanced Nurse Practitioners are now working in Trauma and Orthopaedics, SCBU,
A&E, MAU and the new initiative in Critical Care.
Shropdoc – an out of hours care service had been relocate to PRH to provide a single
point of access for health care
The development of a text ‘reminder service’ in Outpatients has been introduced to
reduce DNA’s.
A number of management of change cases in line with redesigning patient care, all of
those have been done using appropriate consultation processes and procedures to
ensure staff engagement. (Ward 15, Medical Division, Child Development Centre,
Paediatrics)
Documentary Evidence:
Trust Board reports
Divisional review reports
HR Strategy
Communication Strategy
HR Policies – status
IWL forum minutes
Agenda for Change organisational chart
HR Training Course Dates/Times
Strategic Governance meeting minutes
Briefing papers linked to Strategic Governance and NSF
10
Area:
Human Resources Strategy and Management
Indicator: (1b)
Workforce development strategy that is designed to support and develop service delivery
and has senior management and staff side support
Rating:
5
The strategy is clearly linked to service modernisation agenda, local delivery plans,
delivering greater capacity at affordable costs, reducing the dependency on agency staff
provision
General Narrative
A Senior HR Advisor with corporate responsibility for Workforce Planning was appointed
October 2004 and since then a detailed workforce planning process, including a calendar
of key dates, has been developed which is designed to support local capacity and
delivery planning and service modernisation. A Corporate Workforce Planning Group
has been established to oversee the process. It includes representation from business
planning and the focus is on supporting managers in adopting an integrated approach.
Divisional Reviews held twice yearly incorporate workforce planning aspects of service
delivery. These reviews are presented by Divisional Managers to the Trust senior
management team and include input from HR Advisors representing each area.
Each division is encouraged to establish a Workforce Development Group which includes
Capacity Planners and Finance colleagues to ensure that workforce planning meets
corporate objectives and is affordable.
The Trust Modernisation Lead is working closely with the Division to improve service
delivery through Workforce Development. As part of the workforce planning process,
staff-side representatives and representatives from the PCT’s are invited to review a draft
of the annual workforce plan submission and to comment on any issues of concern.
Agency expenditure has been deceased from a monthly average of £58,900 in 2004/05
this has been decreased to a monthly average of £45,467. This has been attributed to a
reduction in external locums, overtime and use of agency nursing staff. The Trust has
developed its own in-house bank for nursing staff. A Senior HR Advisor has been
appointed to oversee Medical Staff and reduce further (the use of locum staff).
Evidence:
Staff Survey:
2004
49% are consulted about changes that affect their work/area/team/department.
Case Studies:
In Medical Staffing, a concerted effort has been made to reduce the use of external
locums to cover gaps in rotas.
The Maternity Unit at Bridgnorth (run by the Trust)closed their inpatient facility, all staff
were given the option to move to community, PRH or RSH dependent on their
circumstances, in the immediate this helped reduce agency expenditure with regards to
cover for leave or absence and holidays .
Documentary Evidence:
Workforce Planning Strategy
Workforce Planning Calendar
Workforce Planning Tree
Divisional Review Reports
Workforce Planning Template, Narrative, Risk Assessment
HR Strategy
11
Area:
Human Resources Strategy and Management
Indicator: (1c)
Well developed retention strategies which incorporate partnership working principles and
include all practitioners GPs and their staff
Rating:
6
Effective recruitment processes in place that demonstrate equality, fairness, openness
and consistency
Overseas applicants are actively encouraged to be part of the workforce
General Narrative
A vacancy bulletin is produced for staff covering both sites on a weekly basis, there are
also ad hoc adverts that come from other Trusts and PCTs. Adverts are emailed out to
staff and placed on recruitment boards outside the link dining rooms at Telford and
Shrewsbury. A Redeployment Policy is being drawn up to ensure staff are offered
suitable alternative employment before release, at present Individual HR staff are aware
of redeployees and encourage staff to apply for Jobs as they are advertised. The policy
will going to TNCC in November 2005 following consultation.
The Trust holds the disability Two Ticks Symbol, and is actively working to ensure that
procedures fall in line with its expectations. The Trust also has a partnership agreement
with ‘Remploy’ and received a Regional Award and a visit from the Minister for Health for
its pioneering work in this area.
The ESR project is an important part of the NHS Plan (2000) and the Trust is one of the
first wave sites. The NHS Improvement Plan (2004), and more specifically, the people
management goals in the HR in the NHS Plan require an effective HR management
system that is fully integrated and used consistently across the whole of the NHS.
Local benefits include:
 Reduced duplication through standardised processes & integrated system
 Reduced cost of inefficient administration through the reduction in hard copy
forms
 Data moves when employee moves, avoiding multiple data entry
National benefits include:
 Enables national and regional HR & payroll comparators
 Facilitates workforce planning on a national and regional scale
 Allows NHS to address elements of the strategic agenda through better
information
Following the appointment of a Senior HR advisor, the Trust is working more intensively
on the Recruitment and Retention strategy. Currently new processes are in development
to assist in the implementation of E Recruitment.
Staff Benefits are communicated to new members of staff at the Trust’s corporate
induction. The Trust works closely with NHS Discounts and Red Guava to provide staff
with information about the comprehensive discounts available. NHS Discounts
roadshows run annually and staff receive regular Red Guava updates also; the National
Trust visits the two sites six monthly to offer NHS staff discounts on membership.
Through the Work Life Balance co-ordinator, a number of local discounts have been
negotiated. These are available in Induction packs and via the Trusts intranet site,
although it is recognised that more work needs to be done on this particular project.
The Trust has two Fitness suites; situated on both sites, the fitness suites are open to all
staff members and their immediate family members. This facility is extremely popular,
12
currently there are approximately 330 members enrolled.
In September 2005, the Trust launched the Home Computing Initiative. Staff are able to
buy computers and computer equipment and pay via the Trust thorough a Salary
Sacrifice arrangement. The Bikes for Work scheme will also be launched in 2005, again
staff can purchase a suitable adult road bike via the Salary Sacrifice scheme.
Flexible Working is promoted throughout the Trust by the Work Life Balance co-ordinator.
The Flexible Policy was formally agreed by Trust Board in May 2005.
Childcare support and advice is available via the Work Life Balance co-ordinator.
Currently, the Trust operates the Childcare Voucher scheme, Tax efficient Childcare
scheme and it offers a local NHS Subsidy. More details about these schemes will be
included in standard 7.
Currently, the Trust is assessing whether the FAIRshare credit union saving facility can
be implemented.
The Trust has also participated in Overseas recruitment initiatives
The retention rates for ancillary staff have improved in the last quarter, this is largely due
to the improvement in pay rates due to Agenda for Change.
Staff Side have been involved in all aspects of these initiatives.
Evidence:
Focus Group:
“The Trust has changed over the years and has improved over the last 18 months”
Staff Survey:
2004
34% of staff often think about leaving the Trust. Of the reasons given the most popular
was career development
48% of staff do not
48% would want to stay in the NHS.
2003
Staff intention to leave the Trust was a mean score of 2.5 this score was in the lowest
20% across other acute Trusts nationally.
Case Studies:
A medical secretary had an operation, which left her with a severe back problem.
Remploy helped to provide specialist equipment such as a raised chair, raised desk a
specialist notes trolley and a wrist rest, which enabled her to continue to work within the
Trust.
A HCA on wards 8&9 achieved NVQ level 2 in 1997. She then moved departments to
work in A&E to widen her knowledge and skills with a view to doing her Nurse training. In
December 2004, she undertook her NVQ care level 3. The HCA commenced her Nurse
training in January 2005 at Staffordshire University with a view to returning to Shrewsbury
& Telford Hospital as a trained nurse.
A Housekeeper on ward 12 was able to successfully secure a HCA post and undertook
NVQ care level 2. She achieved her NVQ care level 2 in May 2004 and was given the
opportunity to undertake her NVQ care level 3, which she completed and went on to
commence her Nurse training in January 2005 at Stafford University and is looking
forward to returning to the trust as a trained nurse.
13
An employee from RSH who started as a porter, went on to do his NVQ in Care and is
due to commence his nurse training September 2005.
The Trust has supported three overseas nurses with a shared adaptation programme
with Staffordshire General Hospital. These nurses have all returned to the Trust.
Other Feedback:
Mini Validation feedback indicates that within some divisions the changes in pay due to
Agenda for Change have significantly improved Retention and recruitment.
Documentary Evidence:
Staff Benefits
Home computer scheme Information (copy of Trust News when advertised)
Gym Information
Recruitment and Retention Strategy
Vacancy Bulletin
Remploy information
E recruitment information
KPI reports
Mini Validation feedback
14
Practice Plus: Overview of Progress
Area:
2. Equality and Diversity
Overall Score:
29
A Senior HR Advisor (Kate Tavernor) has been appointed to take corporate responsibility for promoting and
progressing equality and diversity issues within the organisation. In addition, a Trust-wide Diversity group
has been set up with membership including Julia Buckley, Executive Director from the employment
perspective who is supported by Maggie Hulme from the patient perspective (joint chair), Non Executive
Director, Staff Side Representative and a member from each Division.
A revised Equal Opportunities policy was approved by the Trust Board in July 2004 and a Race Equality
Scheme was adopted in April 2004 and was reviewed in April 2005.
The Trust demonstrates a positive approach to the employment and retention of a diverse workforce and
has developed a particularly strong programme in relation to people with disabilities. We were successful
in becoming the regional winner of a Remploy “Leading the Way” award in September 2004 as a result of a
partnership agreement set up to promote awareness and provide support for staff and patients with a wide
range of disabilities and health conditions.
The Trust also holds the Disability  Symbol and actively seeks to promote the standards that this symbol
represents.
Feedback from focus groups indicates that the organisation responds positively to employees with
particular needs and that staff are aware of the Trust’s Whistleblowing Policy and how to use it.
The Trust provides regular management training on Equality and Diversity issues and relevant legislation to
managers and supervisors. Additionally the Trust Induction covers issues of Equality and the Senior
Medics Induction and Statutory Training covers Equality issues in employment and recruitment.
Nursing Staff have developed Disability awareness groups on each site. These are facilitated by the Health
Access Nurse for Learning Disabilities. To date they have produced a resource file which is available for
information, guidelines and advice for staff and for a client with a Learning Disability. This is currently being
placed on a web page that will have links into disability services.
15
Area:
Equality and Diversity
Indicator: (2a)
Staff are valued and are able to see how they contribute to service improvements and
how their contribution is recognised
Rating:
5
General Narrative
Managers are encouraged to adopt best practice management techniques supported by
Human Resources. All employees should receive an annual appraisal. Where ever
possible staff are involved in service developments, through working parties, team
meetings, team briefs etc. The Trust plans to re-introduce staff suggestion schemes in
the near future.
The Chairman’s Award is awarded to recognise staffs contribution to service delivery.
Staff and patients are able to nominate individuals or groups to the Chairman who
awards the most notable contribution at each Trust Board.
Long Service Awards are currently under review at RSH, staff currently receive an extra
day annual leave when they have served 25 years with the Trust.
Celebration Days were held on both sites 27th June 2005 at Princess Royal and 29th June
at Royal Shrewsbury. This gives recognition to staff who have obtained qualifications
such as NVQs, Degrees, Diplomas, and ECDL etc during the preceding year. The
certificates were presented by the Barbara Hardcastle, Learning and Development
Manager for Widening Participation Department of Health.
The Staff Newsletter contains many examples of staff being thanked for their contribution
to the service from managers and colleagues.
Evidence:
Focus Group:
Staff attending focus groups indicated that they feel valued in the organisation at a local
level.
Focus group feedback has given strong evidence that staff feel valued at work and
treated fairly and with respect. “All staff are included in meetings and decisions, our
opinions are taken on board”.
Staff Survey Results:
2004
39% said they were satisfied that their employer values their work.
37% said they were satisfied with the recognition they got for good work.
50% were pleased with the level of support they received from their immediate manager
49% felt that they were involved in deciding changes that affect their
work/area/team/department.
2003
Support from supervisors was identified at 3.4 as mean score for the Trust, this is in line
with the median score.
Staff job satisfaction was identified as 3.4 as a mean score for the Trust, the median
score for this was 3.5
Case Studies:
Extract from Staff Newsletter (May 2005) Symptomatic Breast Care Clinic “I would like
to say a big thank you to Sister Debbie Smith (of pre-op admission) for all her hard work
over the last couple of years on the project, I have enjoyed working with her on this!!
Thanks you also to the nursing staff who cover the breast clinics, for their involvement
16
and hard work in relocating recently, especially Linda and Jackie.
From Julie Thomas, Symptomatic Breast Care Specialist Nurse.
Other Feedback:
Mini Validation feedback indicates that staff across the Trust get positive feedback from
mangers when a ‘good job’ is done. Examples of informal thanks such as buying
chocolates and cakes being bought by managers for the department.
Documentary Evidence:
Race Quality Scheme
Equal Opportunities Policy
Minutes of Dignity Group meetings
IWL Roadshows
Chairmans Award
NVQ Ceremony Flyers
Focus Group Feedback
Staff Newsletter
Mini – Validation feedback
17
Area:
Equality and Diversity
Indicator: (2b)
Managers understand how equality of opportunity for all staff enhances service delivery
and staff are treated with dignity and respect
Rating:
6
General Narrative
All managers have been offered diversity training provided by ACAS and IODA.
Links have been developed with Shropshire PCT and Telford & Wrekin Inter-faith Group.
Best practice management is encouraged and supported by Human Resources, with the
implementation of the Violence and aggression policy and Conflict Resolution Training.
To introduce Impact Assessment after trial during June in relation to all the policies,
services and procedures.
The Hospital Chapel offers both staff and service users a place for quiet
reflection/religious observance. It recently offered staff and patients an area to attend to
observe the 2 minute silence in the wake of the London terrorist attacks.
Evidence:
Focus Group:
Staff feel that the Trust has begun to improve Equality and Diversity through the
implementation of policies. Communication seems to be an issue and is being dealt with
by the implementation of policies such as, Equality and Diversity, Bullying and
Harassment and training being delivered corporately.
Staff Survey:
2004
66 % of the staff that completed the survey felt that the Trust was committed to equal
opportunities for all staff
57% agree that that Trust acts fairly with regards to career progression/promotion,
regardless of ethnicity, gender, religion, sexual orientation, disability or age.
17 % of staff have received equal opportunities training
13% of staff have received Racial awareness training
11% of staff have received Gender awareness training
10% of staff have received religious awareness training
2003
N/A
Case Studies:
The Trust was invited to attend the Telford and Wrekin Interfaith group. The Head of HR
attended the first meeting and signed the Trust to support/join the group. The Trust
circulates information provided by the group at both sites.
Equal Opportunities training is available to senior members of staff.
Remploy leaflets (Recovery Plus) are distributed to patients within the Cardiology and
Physiotherapy departments; plans to increase distribution are underway.
Remploy participated in the November 2005 IWL roadshows.
Other Feedback:
Mini-Validation feedback indicates that staff within some departments feel that changes
have been made to improve service provision following them making a suggestion to their
senior manager.
18
Documentary Evidence:
Staff Opinion Survey
HR Strategy
Equal Opportunities Policy
Bullying and Harassment training information
Race Equality Scheme
Disability Policy – draft
E&D strategy – draft
Email – 2 minute silence
Mini Validation feedback
19
Area:
Equality and Diversity
Indicator: (2c)
Significant progress has been made in developing a workforce representative of the
communities the organisation serves
Rating:
6
General Narrative
The organisation encourages applicants from all backgrounds recognising the importance
of Diversity monitoring.
Remploy partnership aims to provide advice and support to disabled applicants, staff and
patients to encourage them to work in the organisation.
Representatives of the Trust attend local community meetings, e.g. Telford and Wrekin
Inter faith Group, to raise the profile of the Trust as an employer.
At 31st March 2005 7% of the Trust staff were identified as from Black and Minority Ethnic
(BME) groups, this is an increase by 1% from 31st March 2005. This compares to a BME
population in Shropshire County and Telford and Wrekin of 2%
The Trust is participating in the Shropshire NHS Careers day and a number of job fairs
organised with the county in conjunction with the Jobcentres.
Evidence:
Focus Group:
No relevant questions
Staff Survey:
No relevant questions
Case Studies:
Remploy – opportunity plus runs within the Trust. The Trust is able to provide up to 6
months paid placement, within departments and the placement is then able to apply for
internal posts, the HR department hosted one of these placements in December 2004.
School work experience is offered from 100 departments in the Trust. The Training
department have produced a Work Experience pack that is distributed to all secondary
schools and FE colleges in Shropshire. The information is also included on the Trusts
website.
Other Feedback:
Mini Validations indicate that departments are able to accommodate staff with
disabilities and learning difficulties.
Documentary Evidence:
E&D Strategy – draft
RE Scheme
Remploy Award
Two Ticks Certificate
HR Strategy
Mini Validation feedback
20
Area:
Equality and Diversity
Indicator: (2d)
Workplace environment that actively supports people with disabilities
Rating:
6
General Narrative
The Trust holds the Disability  Symbol and in addition we have developed a
partnership arrangement with Remploy to promote and support people with disabilities in
the workplace and with patients. The Trust were Regional winners of the Remploy
“Leading the Way” award in September 2004. Following the Trust winning the regional
Remploy Leading the Way Awards in 2004, it has been entered into the National Leading
the Way awards in 2005.
An Alternative Employment policy has been developed which is designed to ensure that
individuals who become disabled at work are properly supported and efforts are made to
help them to remain in employment. This policy is going to TNCC in November and will
be formally ratified at Trust Board in January 2006.
DDA access group addresses issues of access for patients and employees, mentorship
includes Human Resources, managers, patients and staff.
An Impact Assessment Scheme is currently being developed for use in all service and
policy developments.
Over 100 staff received “Grass Roots” accredited training in dealing positively with
disability.
All new policies make reference to the need to support and take account of the needs of
people with disabilities.
Evidence:
Focus Groups:
Focus group feedback shows that staff feel that the trust is positive in its treatment of
people with disabilities.
“Disabled people are given the opportunity to work in the Trust and any extra facilities
required to employ them are funded by the hospital”.
Each division has an Equality and Diversity lead who participates in the Trust Diversity
group.
Staff Survey:
2004
18% reported that they have received disability awareness training since they have
started work within the organisation.
2003
NA
Case Studies:
A member of Theatres Nursing staff was unable to continue with her duties due to
problems with her knee joint. The Trust was able to redeploy her to a new role within the
division and she is able to continue working for the Trust.
A member of staff in the Pharmacy, was originally employed as a Student Technician,
qualified and is now a Pharmacy Technician MTO2. She is deaf and has a cochlear
implant, but this has not halted her enthusiasm. She and another assistant were involved
with a parent being interviewed for a special Video to demonstrate how people with such
problems can still be extremely successful.
21
Other Feedback:
Mini validation feedback shows evidence that people with disabilities have been
supported within most divisions.
Documentary Evidence:
Draft Alternative Employment Policy
Remploy information pack
Remploy contract/agreement
Minutes of Trust Diversity group meetings
Disability Policy
Sickness Absence Policy
Remploy agreement
Impact assessment
Mini Validation feedback
22
Area:
Equality and Diversity
Indicator: (2e)
Staff feel supported and safe in the employment environment and able to challenge
discriminatory and/or unacceptable behaviour
Rating:
6
Zero tolerance to harassment and bullying
General Narrative
Whilst the Trust has in place policies and procedures to support staff in this area,
evidence for focus groups suggests that it remains a concern to them.
There is evidence that staff feel confident in raising issues of concern currently through
the Grievance procedure.
The Trust recognises further work is needed to ensure that situations arising are
effectively managed and concluded, as a starting point, a Bullying and Harassment Policy
is in development. The use of mediation is recognised as an effective way of resolving
issues in an informal manner.
The newly appointed Development and Training Manager has been tasked with
introducing a management development programme and the issue of harassment,
bullying and discrimination will be priority in this.
The Trust has appointed a Local Security Management Specialist and has Community
Support Officers at Princess Royal with Security Guards at Shrewsbury. Code George is
used to summon help from porters on duty. They will attend the incident as soon as
possible.
Evidence:
Focus Group:
“Aware of Bullying and Harassment Policies”
“Bullying is not dealt with. Management unable to impose punishment for it”
Staff Survey:
2004
75% of staff know how to report incidents
20% of respondents have done so, although this would hopefully be reflective of the
number of incidents that required reporting.
51% of respondents believe that effective management action is taken when concerns
are raised, with 41% stating they are unaware of action taken. It is anticipated that the
new Trust policy on bullying and harassment, along with management training will
address this issue of communicating actions taken along with reducing the number of
incidents.
Case Studies:
Community Support Officers are in place at PRH to improve safety and security of staff.
Mediation is currently underway to attempt to resolve several issues of harassment and
bullying within the Trust.
Security Guards at RSH within the A&E department
Other Feedback:
Community Support Officers are present and high profile at PRH. Focus group feedback
indicates that staff value this initiative and leads to a greater sense of safety and security.
23
It is anticipated that following an evaluation of the initiative, it has been decided that there
will be a Trust led security service introduced.
Documentary Evidence:
Whistle blowing Policy
Bullying and Harassment Policy – draft
Conflict Resolution Training
Clinical Incident Reporting
HR Activity database
24
Practice Plus: Overview of Progress
Area:
3. Staff Involvement and Communication
Overall Score:
28
Over the past year, staff involvement and communication has improved significantly. Prior to merger, staffside representatives in both organisations were reluctant to progress issues such as HR policies due to
uncertainty as to whether or not the Trusts would actually merge. However, immediately after merger, work
began in partnership to develop a new Recognition Agreement with the eleven main trade unions and
professional organisations. A revised structure for consultation and negotiation was subsequently
introduced which enabled staff-side representatives to work as a single force and participate fully in the
drive to bring the two hospitals together as one trust.
Partnership working is widespread within the Trust and is seen as an imperative part of implementing
Agenda for Change and KSF, with a staff-side lead being appointed full time to the project. The TNCC
offers a formal arena for partnership working, so that staff-side are also involved in the development of a
comprehensive range of HR policies and procedures which reflect the needs of employees across the
organisation.
Staff-side representatives have also participated in consultation in respect of management re-structuring.
A Communications Strategy has been developed and agreed by the Board in May 2005 and this will be fully
implemented fully over the next few months. The Strategy specifies a wide range of communication
methods to be deployed including:







Team Brief with response sheets
Staff newsletters
Payslip attachments
Corporate and departmental notice boards
E-mail
Internet and Intranet
Notice Boards RSH/PRH
In addition, topic specific leaflets have been developed relating to HR policies and procedures, staff
benefits, communication, etc. There will also be a Staff Handbook out in draft in September 2005.
Improving Working Lives is actively promoted using a variety of communication methods including those
listed above and in addition, corporate and divisional road shows, IWL “walk about” and the IWL Forum and
IWL Divisional groups. IWL focus groups were held in November 2004 and February 2005 enabled 4% of
the workforce to comment on issues that were important to them. Over the past few weeks the IWL Team
have been sending out questions in relation to the seven standards to be place on IWL notice boards within
departments, Staff were asked to make comments in relation to the questions and place in an envelope for
confidentiality, to date this enabled at least 50% of the workforce to comment on issues, an obvious
improvement on Focus Groups.
Communication forms a key area of the Staff Attitude and Opinion Survey and Action Plans have been
developed in response to results with against plans being reported at Divisional Review meetings and
quarterly at Strategic Governance Committee meetings.
The Trust has recently taken on a Press and Publications Officer on a part time basis with responsibility for
both external communication systems, as part of this role it was recognised that press releases needed to
be sent to staff at the time of going to publication.
There is also a communications sub group that meet on a monthly basis and is lead by the Corporate
Management Director
25
Area:
Staff Involvement and Communication
Indicator: (3a)
Organisation has demonstrated to staff the benefits of improving working lives and as a
consequence staff feel more committed to the organisation
Rating:
6
General Narrative
IWL has been defined as a performance management issue for all managers so that the
principles of IWL are embedded at all levels and in every department of the organisation.
In order to progress the corporate strategy for implementation of IWL, to develop a
consistent approach to people management across the Trust and to share examples of
good practice, each Divisional Manager and Head of Service attends the monthly IWL
Forum meetings. Issues covered at these meetings are then taken back to divisions and
progressed through divisional IWL groups, comprising managers, staff and staff-side
representatives from each area. This enables divisions to tackle issues that are of
concern locally as well as progressing corporate issues and also provides an opportunity
to feed back to the IWL Forum both good practice and issues needing higher level
support.
Progress against the IWL standards is regularly reported to the Trust Board, Hospital
Executive Group and the Trust Negotiating and Consultative Committee and in the staff
newsletter and information leaflets have been issued to staff on an individual basis with
payslips. Information leaflets in line various IWL initiatives will be in induction packs for
ALL staff, from September 2005, they will also be available alongside the Story Boards at
PRH and RSH.
Evidence:
Focus Group:
Improving working lives is being discussed regularly within meetings. The November 04
focus groups identified a need for organised notice boards; this had been addressed in
the Staff Restaurant Corridors on both sites.
Staff Survey:
2004
60% of staff are satisfied that they have the freedom to choose their own method of
working.
65% agree that management are supportive in a personal crisis.
42% feel that the Trust is committed to helping staff balance their work and home life
44% feel that the immediate manager helps me find a good work-life balance.
2003
The Trust gained a mean score of 3.4 for quality of work-life balance. Threshold for the
highest 20% of Trusts was also 3.4
Case Studies
A clerical assistant who has worked for the Trust for 17 years had 5 children, on the birth
of her fifth child she was able to reduce her hours because of childcare. Then 6 months
ago changed back to full time but on flexible shifts.
Her eldest son was diagnosed as having "Acute Lymphoblastic Leukaemia so again
having discussed the situation with her manager with regards to changes in hours she
was still able to work full time.
A HCA joined Nursing Bank in 1997 and was able to progress to Ward Clerk In1999 and
became the secretary to the Head of Nursing in 2004. She had the opportunity to
undertake a number of courses including, NVQ levels 2 and 3 in Administration, NVQ
level 2 IT and NVQ level 2 in Management, ECDL, NEBOSH and First Aid at Work. She
freely admits she would never have done this outside of her workplace.
26
Other Feedback:
Mini Validation feedback indicates that most staff have awareness of IWL through the
provision of NVQ and ECDL training. Changes made to the workplace were also
associated to IWL within some divisions.
Documentary Evidence:
Staff Newsletter
Trust Board Minutes
IWL forum minutes
TNCC minutes
HEG minutes
IWL leaflets
Communication Strategy
HR Strategy
Mini Validation feedback
27
Area:
Staff Involvement and Communication
Indicator: (3b)
Effective partnership working which is building an involving and partnership culture for all
Rating:
6
Progress in Implementing Agenda for Change
General Narrative
Since merger and the establishment of new staff-side consultative arrangements, good
relationships with representatives from unions and professional bodies have developed.
Staff side have played a key role in a number of projects, including Agenda for Change,
IWL, management re-structuring and the development of a new framework of HR policies
and procedures.
A partnership model has been adopted in progressing Agenda for Change and KSF with
a staff-side representative being appointed as joint project lead for both AFC and KSF;
joint management and staff-side panels for job matching, joint working on all A4C related
policies and procedures and joint presentation at awareness sessions held for staff.
There were 5 subgroups, all subgroups had 2 joint chairs for partnership working, one
staff side and one management side, Although, the Terms and Conditions group had 2
staff side chairs. Following a AfC launch day, a Partnership statement was developed in
July 2004. Updates on Agenda for Change and KSF are regularly reported in the Staff
Newsletter. KSF documents can also be populated via the Trust Intranet.
The TNCC staff-side Chair and the Chair of the RSH HNCC attend IWL Forum meetings
and divisional IWL groups comprise equal numbers of managers and staff/staff-side
representatives to ensure that staff have a real say in determining the priorities in
delivering this initiative.
The Chief Executive holds regular meetings with Staffside Chair and lead reps to ensure
they are kept aware of developments and to brief him on staff issues. Staff-side
representatives have also participated fully in developing HR policies for the merged
trust.
It has been acknowledged that this has placed enormous pressure on the staff involved
in these projects and managers have been supportive in ensuring as much time as
possible has been allowed to these staff, whilst at the same time considering the need to
continue service delivery without placing additional pressure on staff in departments.
In order to meet agreed targets for the Agenda for Change job matching process, it was
agreed that those staff who were willing to support the project, but did not wish to
undertake full staff-side representative duties, could be accredited just to sit on job
matching panels. This has given the Trust access to more job matchers and has relieved
the burden to some extent on fully-accredited staff-side representatives.
Staff Side are also actively involved in the Health and Safety Committee and in Divisional
Health and Safety Committees.
The Trust induction pack provides a list of all Staff Side representatives.
Evidence:
Focus Group:
Partnership working is good with Staff Side very visible within some departments. Staff
feel there is plenty of opportunity to ask questions in relation to issues such as Agenda
for Change. Briefing sessions have been popular with staff throughout the Trust.
Staff Survey:
No relevant Questions
28
Case Studies:
Staff side representatives seconded to Agenda for Change and KSF in partnership with
AFC and KSF Management leads.
Staff Side representation in meetings such as TNCC, Trust Board, HEG, IWL Forum,
Agenda for Change Steering Group, HNCC, and various sub groups throughout the
Trust.
An ESBL Unit was established on Ward 5 in October 2004 with union and staff
consultation. Arrangements for staffing were made in conjunction with staff and
management were supportive of concerns from staff regarding travelling to the unit. Full
induction was arranged for new staff who may have worked elsewhere and a Focus
group was arranged to discuss arrangements before the changes were implemented.
Other Feedback:
Mini Validation feedback indicates that staff are aware of the Trade Unions and would
be able to contact their representative if necessary. This does vary across professional
groups.
Documentary Evidence:
A4C steering group minutes
Partnership Statement for Agenda for Change
Staff-side agreements
Recognition Agreement
List of Staff Side reps document (included in Induction pack)
Draft Staff Handbook
HR Strategy
Communication Strategy
Staff Newsletter
Pay-slip drop information
Mini Validation feedback
29
Area:
Staff Involvement and Communication
Indicator: (3c)
Local agreement to ensure inclusion of contractors, providing NHS Services, including
Primary Care Services and their Staff in decisions within the organisation
Rating:
6
General Narrative:
Bentley – Jennison, provides the Trusts Counter Fraud Team and Audit function. The
Counter Fraud Officer regularly contributes to the Trusts Corporate Induction.
The Trust has been working with West Mercia police to provide Community Support
officers on the PRH site. These all attended Corporate Induction and had local induction
and have provided feedback on security issues. On the RSH site, “Safeguard” provide
security officers in the A&E unit. The recently appointed Security Manager has reviewed
these services and is working to implement a unified approach across both sites with
security being employed by the Trust.
Sterile Services – Human Resources are in collaboration with other Acute Trusts across
Shropshire and Staffordshire to review the provision of CSSD services across the local
health economy. Part of the assessment includes meetings with staff to discuss possible
implications, update them on the project and to ensure that staff involvement from the
onset.
The Trust’s Occupational Health services for both our sites are provided by the Wellbeing
Company, a subsidiary of Shropshire County PCT.
The OH service principally covers:
 Pre-employment assessments and screening
 Management and self-referrals during employment to determine fitness for work
 Vaccination programmes
 Advice to managers on OH-related issues – e.g. re environment, health queries
etc
 Health surveillance
 Policy development and guidance
 Counselling is provided via this service
Our OH contract is due for review early in the new year.
NOSS is an independent company that provide the following services in terms of staff
support to those employees based at RSH.
 One to One Counselling and Support including Home Visits
 Crisis response
The counselling service as both sites is also under review so there is a unified approach
at both sites. Both these services are able to feedback to Senior Managers on service
issues.
Evidence:
Focus Group:
Not applicable
Staff Survey:
Not applicable
Other Feedback:
Not applicable
Documentary Evidence:
30
OH/ Staff Counselling Service Level Agreement
NOSS information pack
Bentley Jennison information pack
31
Area:
Staff Involvement and Communication
Indicator: (3d)
Staff have the opportunity to give and receive information regarding the organisation
Rating:
5
General Narrative
A Communications Strategy has been developed and agreed in May 2005 and this will be
implemented fully during Autumn. The Strategy specifies a wide range of communication
methods to be deployed including:






Team Brief with response sheets
Staff newsletters
Payslip attachments
Corporate and departmental notice boards
E-mail
Internet and Intranet
Corporate Team Brief has been re-launched to encourage “face-to-face” briefs and to
improve bottom-up communication. A Team Brief Report Form has been added which
will enable us to monitor and report on the percentage of staff receiving Team Brief and
provide staff with the opportunity to feedback to the Trust Board.
A Communications Group has been established which meets monthly and reviews all
corporate communication, such as information on Agenda for Change and Improving
Working Lives. This Group has recently undertaken an audit of communication
cascading across the Trust. A key principle adopted by this group is to ensure that
printed information is short, sharp and jargon free. The Group is currently looking at
developing a “Welcome to our Trust\Training Video” this is being lead by Nick Holding
IWL lead within the Medical Division, he is currently asking for thoughts, ideas and
support from staff within the Trust.
The Trust’s internet and intranet sites have been up-dated to provide more
comprehensive information for staff and the public.
Staff Newsletters are produced monthly and these are circulated via e-mail and in hard
copy to all departments, these include information provided by and about staff within the
Trust.
Through holding focus groups, 4% of the workforce have been able to comment on the
full range of IWL related issues. Staff from all staff groups and all areas of the Trust
attended focus group meetings, which were held during the day and into the evening to
capture staff working irregular shift patterns and the feedback received has been used by
the IWL Forum and in divisions to develop action plans based on the priorities identified
by staff. Over the past few weeks the IWL Team have been sending out questions in
relation to the seven standards to be place on IWL notice boards within departments,
Staff were asked to make comments in relation to the questions and place in an envelope
for confidentiality, this enabled at least 50% of the workforce to comment on issues, an
obvious improvement on Focus Groups, other way of communication.
Evidence:
Focus Group:
Staff receive the Trust Newsletter and Board Brief, although some staff are less aware of
communications from Trust Board level. To address this boards have been set up
outside the staff restaurant specifically to highlight the newsletter and the brief .
32
Staff Survey:
2004
44% of staff have Team Meetings to discuss effectiveness and possible improvements to
their work/department/service delivery/patient care/organisation
29% said Senior Management set out a clear vision of where the organisation is headed.
49% said that they were consulted with about changes that affect their
work/team/department.
Case Studies:
Medical Secretaries Head and Neck – Monthly team brief meetings are carried out to
ensure all members of staff are aware of current issues. Problems and concerns can be
raised during this meeting. Minutes are taken and distributed.
HR Business meetings are held every fortnight, there is a standard agenda covering
feedback from TNCC, HEG, Trust Board, Agenda for Change, and IWL. The HR team
are asked in advance for other agenda items and these are discussed at the meeting.
Minutes are taken with actions for staff, minutes and actions are reviewed at the following
meeting.
Women’s Division – A “journal club” is held most Tuesday afternoons around 2.30 to link
in with Handover times. Management or staff can use this forum to talk
about/discuss/train/update on certain issues. Staff are told in advance of the content of
the “club”.
Following the relocation of wards from RSH south to RSH North, a South to North
newsletter produced to keep all staff concerned involved in the changes. Prior to this
relocation there had been staff/patients/public consultation re any concerns.
There is a regular newsletter in the secretariat at both PRH and RSH, produced by the
Medical Secretaries Office Manager.
Other Feedback:
Mini Validation feedback indicates that staff have access to the Trust Newsletter and
Team Brief. Communication within departments is viewed as being effective and staff
are confident that they can access their manager to discuss issues or make suggestions.
Evidence that staff suggestions have influenced changes is apparent.
Documentary Evidence:
Communication strategy
Team Brief Reports
Staff Newsletter
Communication strategy
Communication Group minutes
Payslip Information
HR Business Meeting Minutes
Divisional Team meeting Chart
Journal Club Poster
Medical Secretariat Office newsletter
Mini Validation feedback
33
Area:
Staff Involvement and Communication
Indicator: (3e)
Staff are confident that their opinions are listened to and acted upon at an organisational,
departmental, team and individual level
Rating:
5
General Narrative
The Staff Opinion Survey that was undertaken by Aston University in October 2004 with a
response rate of 62%. A report was produced that was send to the Trust in February of
this year. Results of the survey were presented to HEG on 31st March and Trust Board
on 5th April.
A strong teamwork environment is apparent and teams meet regularly to discuss
effectiveness and improvements. Communication between management and staff and
between different parts of the organisation was not as effective is it should be, as such
the Communication Strategy was developed to improve communication as a whole.
A Trust Action plan was produced from the results and this was disseminated down to
Divisions to produce and implement a Divisional Action Plan that would be monitored
through the Strategic Governance Committee. As many of the actions link into IWL
standards many of the Communications Action Plans have been imbedded into pre –
existing IWL action plans.
A review of the Survey is due to be placed in the Staff Newsletter identifying the key
issues again and making clear to staff what has been and what is due to be put in place
based on there comments.
Membership of Steering groups, working groups, and committees reflect all staff groups
and levels of the organisation.
Evidence:
Focus Group:
Weekly briefing sessions are held with suggestions invited in some areas.
Confidence between staff and managers has grown, with staff being encouraged to be
involved at a local level, and feeling their opinions are valued.
Staff Survey:
2004
40% state that managers encourage staff to suggest new ideas for service improvement,
24% said managers want staff to be involved in the way the organisation is run
2003
Case Studies:
Antenatal Clinic staff worked together to improve/reduce the waiting time for patients by
working with IT to improve the system that made them able to book slots for ladies and
reduce their waiting time within the Clinic.
Antenatal Clinic developed the “midwife couch” this is for low risk patients that can be
referred by their GP unit if babies are breach or mums are overdue. The midwives see
the patient first to ascertain the need for a doctor’s referral.
Ward 8, Medical Division. Trialed the use of non-invasive ventilation, after trial period
staff were asked to feedback. Since then the full programme has now been launched on
to the ward. Patients that would have ended up on ITU are now being treated on the
ward, knowledge and skills of staff were also expanded.
34
Other Feedback:
Mini Validation feedback indicates that staff are able to make suggestions and are
involved in departmental changes.
Documentary Evidence:
Staff Opinion Survey
HEG Minutes
Replacement of HEG Minutes
Trust Board Minutes
Trust Action Plan
Divisional Action Plans
Staff Opinion survey results
Strategic Governance committee minutes
Mini Validation feedback
35
Practice Plus: Overview of Progress
Area:
4. Flexible Working
Overall Score:
29
The Trust is able to offer a wide variety of flexible working opportunities throughout the organisation and
evidence gathered in focus groups and mini-validations shows that many staff benefit from these.
Flexible working has been the easiest of the seven standards to embed, however that does not imply that
everyone who requests flexible working have their requests met 100%. Where the service or service
redesign allows, mangers are able to accommodate flexible working requests it can be demonstrated that
staff are appreciative of this support. There have been concerns raised by some staff that they feel that
flexible working options are not available on an equitable basis or that offering flexible working options to
some has a detrimental effect on the work-life balance of others. Divisional action plans seek to address
this.
Some opportunities available to staff include:
 Career breaks
 Annualised hours
 Term time only working
 Job sharing
 Flexi- time
 Part time working
 Bank work
Commitment to flexible working and assisting in work life balance is demonstrated from board level. The
HR strategy incorporates the corporate responsibility of promoting, monitoring and assisting in the
implementation of flexible working. Trust board approved all the Special Leave, Flexible Working, Flexible
Retirement and family friendly policies in May 2005.
A Work-Life Balance Co-ordinator working for this Trust and for the Robert Jones and Agnes Hunt NHS
Trust undertook a number of initiatives designed to support staff in handling work-life balance issues.
However because the post-holder was based at Robert Jones and Agnes Hunt hospital in Oswestry and
worked very closely with a colleague covering the PCTs, staff at this Trust found it difficult to access their
support. Because of this, the Shrewsbury & Telford Hospital NHS Trust appointed its own Work-Life
Balance Co-ordinator in April 2005.
Support and training has been provided to managers when they are dealing with Flexible Working requests.
The Flexible Working policy was approved in May 2005, and subsequent training sessions have been
provided to assist managers in their implementation of the policy. The policies along with family friendly
policies were designed to support staff whilst enabling managers to maintain effective services.
For staff on maternity/adoption leave, packs including a variety of information regarding flexible working
including how to apply for flexible working arrangements has been produced.
The Trust also supported the development of the Work Life Balance Booklet and this has subsequently
been distributed to all managers, departments and ward areas. The booklet provides a guide to flexible
working practises including Frequently Asked questions and hints and tips for staff and managers to
consider. The booklet is readily available to all staff via the WLB co-ordinator, on IWL noticeboards and at
any events that IWL or WLB are participating in. A PDF format of the booklet is available on the WLB
internet site and on the Trusts Intranet and Internet sites. Copies of this booklet have been requested by
other trusts as a good example of IWL Best Practice.
Flexible working is available to all staff groups. The Work Life Balance co-ordinator via roadshows, WLB
information sheets and packs, noticeboards and fliers and on the WLB/IWL web page, promotes flexible
working. Examples of Flexible Working can be found at all levels of the organisation, these include parttime, term time working, job share and home working.
A number of factsheets produced by the WLB Co-ordinator regarding Flexible and Family friendly leave.
36
These are available for the WLB co-ordinator and via the WLB website.
Vacancy Bulletins are produced by the recruitment team on a weekly basis and include the strap line: ‘A
Work Life Balance co-ordinator is available to all members of the Trust for advice and information.
Childcare Vouchers and subsidised childcare support is available to parents.’
A number of staff have joined the Trust via our working partnership with Remploy. Where needed these
staff members have been able to work flexibly as they reintegrate back into the workplace. The Managing
Sickness Absence policy provides guidance to managers who will be assisting a staff member in graduated
return following long-term sickness. A policy for employment of people with disabilities has also been
implemented with the provision for flexible working for staff who are struggling to meet full time hours due to
their disability.
37
Area:
Flexible Working
Indicator: (4a)
Flexible working is making a difference to service delivery through greater access to
services and improvements in staffing levels
Rating:
6
General Narrative
In most areas team members are willing to help individuals so that flexible working can
be put into place. Self rostering helps with such issues and is implemented in some
areas across the Trust. The Trust appreciates that recruitment and retention of skilled
workers requires commitment from the Trust board and a culture where staff feel they
can apply for Flexible working arrangements. To this end, Trust Board has agreed a
number of family friendly and flexible working policies in May 2005. The policies provide
guidance to both employees and managers including application forms and a clear
indication of the managers’ responsibilities when dealing with flexible working requests.
Flexible working options also help to recruit and retain staff ensuring continuity and
quality service provision
Managers are encouraged to attend training sessions focusing on the newly agreed
policies to ensure that implementation of the policy is correct.
The Trust ensures flexible working is promoted to all staff groups via the information
distributed by the Work Life Balance co-ordinator at IWL/WLB events/ IWL noticeboards
and via the IWL.WLB websites. For staff on maternity/adoption leave, packs including a
variety of information regarding flexible working including how to apply for flexible
working arrangements has been produced. A number of factsheets produced by the
WLB Co-ordinator regarding Flexible and Family friendly leave. These are available for
the WLB co-ordinator and via the WLB website
Flexible working is also promoted via the Trust’s vacancy bulletin and on the erecruitment advertisements. The strap – line ‘A Work Life Balance co-ordinator is
available to all members of the Trust for advice and information. Childcare Voucher’s and
subsidised childcare support is available to parents.’ Is included on all advertisements to
assist in recruiting those with families or carer responsibilities.
Managers are encouraged to discuss Flexible Working during annual Appraisals. All
managers are required to consider flexible working options if an application for such is
submitted.
The Managing Sickness Absence policy includes guidance to managers who managing a
return to work arrangement for staff who have been off on long-term sickness. The policy
suggests using flexible working practises for a temporary period whilst the individual
reintegrates himself or herself back in to the workplace.
Evidence:
Focus Group:
Flexible working patterns have helping to improve staff satisfaction and ultimately
improved patient care and service delivery. But “there must be give and take on both
sides”. Some staff find it difficult to cover shifts as well as flexible working requests.
Implementation of the flexible working policy along with training for managers and staff
has assisted with such requests so that service delivery is not affected.
“Flexible working has been received well in departments where it has been offered and it
has helped with recruitment”
“Staff are happier and this has a positive effect on patient care”
“Has a good effect on family life”
“Feel the nature of the service doesn’t lend itself easily to flexibility”
38
Flexible working is valued by members of staff who have access to it. They feel that it
has had a positive effect on their work-life balance, made them feel more in control and
were able to work more hours if needed within the department – this has positively
impacted on service provision and patient care. Staff felt that flexible working gave them
an incentive to work extra hours and come back to work if service needed necessitated it.
Staff Survey:
2004
When asked if the trust is committed to helping staff to balance work and home life
5% strongly agreed
27% agreed
31% neither agreed or disagreed
16% disagreed
8% strongly disagreed
When asked if they felt happy to approach their manager to talk openly about
flexible working:
8% strongly disagreed
13% disagreed
22% neither agreed or disagreed
42% agreed
13% strongly agreed
When asked if the following flexible working options were available, the median
responses indicated that 14.5% of staff questioned knew about the differing options
available.
2003
Quality of work life balance 3.4 (threshold for highest 3.4) Opportunities 2.3 (threshold
for lowest 2.4)
Case Studies:
After reading "Improving Working Lives for Doctors", Wendy Tyler Consultant
Neonatologist advised the following:
When I started in October 2002 I worked the equivalent of a 4-day week. 2 out of 6
weeks I worked full time so that I could cover the neonatal unit, but I took back the time in
the other 4 weeks. I still worked the part-time week as whole days initially because we
had a nanny for our children. When my youngest went to full-time school we didn't need
a nanny anymore. I asked my colleagues and CD if I could change the pattern of my
part-time weeks (4 out of 6) and reorganise my hours so that I could leave by 3pm to
collect both my children from school. They agreed and it worked well so I now come to
work every day of the week, I work full time when I am covering the wards (we have
recently found a childminder for these weeks after school) and I work part-time the other
weeks so I can collect my children.
Self Rostering is apparent in some areas in Womens Division.
In the Therapies division, Full time staff and Admin & Clerical staff have the option to
work 4 longer days and have a shorter day off during the week. In Physio outpatients
this works well on the whole as the service has sufficient staff to accommodate it most of
the time. Provision of appointments has improved as the outpatient department opens
39
from 8 am Mon-Fri instead of 8.30 and more staff are there until 5pm when patients want
to come at the end of the day.
Other Feedback:
Mini Validation feedback indicated that many departments offer flexible working in the
form of flexi-time. This improved service provision and access for patients. Where
service and technology allowed, some departments were able to offer home working as a
method of flexible working.
Documentary Evidence:
Special Leave Policy
Family Friendly and Flexible Working policy
WLB Factsheets
Internal Vacancy Bulletin
Websites for IWL/WLB
Mini Validation feedback
40
Area:
Flexible Working
Indicator: (4b)
Career progression is not hindered by work life balance choices and flexible working
patterns
Rating:
6
General Narrative
Career development and opportunities are not hindered by flexible working. A number of
strategies have been put in place to assist staff members who are not in the Trust full
time. The Trust currently has a number of staff who work part time, which supports the
provision of services whilst allowing staff to have more control over their work and home
lives. This is supported by the focus group comments and staff survey results.
To assist in accessing IT training, the Trust works with 3 local colleges to provide on- site
access to the ECDL course. A room is available in PRH every Monday from 12-7,
students can use the college drop in sessions 10am – 7pm Tuesday –Thursday. At
RSH, distance learning and drop in facilities are available via the local college and staff
can access tutor lead sessions within the centre of Shrewsbury, again these are available
all day. Since the ECDL qualification became the NHS standard, the Trust has supported
over 1,800 in starting the qualification, with many more staff waiting to begin over the
coming year.
The NQV co-ordinators on both RSH and PRH sites work flexibly to be accessible to staff
who work out of core hours. This enables staff to undertake skills assessments in a time
that suits them and attend NQV support sessions.
The use of e-mail, team brief, communications books and noticeboards are all
implemented to ensure that staff working flexibly can access information as readily as
those who are working traditional hours.
At PRH there are 2 Flexible SpRs in Medicine and 2 Flexible SHOs in Paediatrics
At RSH there is 1 Flexible SHO in Anaesthetics and 1 Flexible SPR post in Paediatrics,
which is job-shared.
The Trust has 8 permanent and one temporary part time consultants
Examples of Job-share roles within the Trust can be found mostly with the secretariat.
Term time contracts have been implemented for some staff in a number of areas.
A Maternity Keep in Touch scheme is in place, information packs including information
about Maternity Leave, Childcare support Flexible working and the process that the
member of staff will need to follow if they wanted to return to work on a Flexible Working
arrangement.
Evidence:
Focus Group:
“Flexible working has enabled career progression”. It has allowed employees to return to
the workplace that would not have otherwise been able to. Employees have advised that
there are inconsistencies with the approval of flexible working requests. The flexible
working policy and further training that are being put in place will alleviate such issues,
through knowledge and understanding.
“I have not noticed any difference on individual career progression”
41
Staff Survey:
2004
42% agreed that the Trust was committed to helping staff to balance their work and home
lives.
44% agreed that their immediate managers helps them to find a good work life balance
55% felt they could openly discuss flexible working with their managers
23% have requested flexible working options
13% had their request for flexible working granted completely
6% had their request partially granted
3% had their flexible working request turned down
77% did not respond
2003
Quality of Work Life Balance was in the highest 20% threshold, with a mean score of 3.4.
However, opportunities for flexible working were in the lowest 20% threshold at 2.3
Case Studies:
2 members of staff in Cardio Respiratory have been able to adopt a Term – time working
arrangement. The process was initiated by the manager and has been in place for three
months. Both members of staff have benefited from being able to spend more time at
home with their children during the holidays thus relieving the stress of finding holiday
care. Career progression has not been hindered by the change in working practices.
The Deputy Head of Human Resources works part time, 8.00 – 2.30. This enables her to
pick her children up from school. She is currently seconded to Medical Staffing, where
her flexible working pattern remains unchanged.
A member of Therapy services has been working flexible hours for 18 months and has
found it invaluable. She is being supported to undertake a research MSc in Newcastle.
By allowing her to work flexibly, the department has enabled more private study/research
time.
A Senior Clinical Pharmasist currently works part time following Maternity Leave.
Through being able to do some of her hours from home, she has been able to take on the
role of postgraduate clinical tutor (for University of Keele) for Clinical Trainees at the
Trust.
Other Feedback:
Documentary Evidence:
Flexible Working Policy
Maternity Information pack
Induction information re: IWL/WLB
Draft Staff Handbook
NVQ info – completers records
42
Area:
Flexible Working
Indicator: (4c)
Managers at all levels enable staff, including doctors, to work in ways that suit their
requirements and service needs at different times of their careers
Rating:
6
Structures are in place to support flexible working patterns
General Narrative
The Trust board formally approved the Trust’s Flexible Working, Flexible Retirement and
Family Friendly policies in May 2005. In addition, the Trust’s Career Break policy is in
draft and is with the Working Party for comment.
The Flexible Working policy applies to all member of the Trust, not just those covered by
legislation. The policy clearly sets out examples of flexible working that managers should
consider when dealing with applications for flexible working or when redesigning roles.
Managers have received training regarding the policy and their responsibilities when
considering a flexible working request. The policy is available on the Trust Inter and
Intranet sites, from HR and from the Work-Life Balance co-ordinator.
Details of flexible working arrangements are available to all members of staff, however it
is recognised that the communication of such benefits needed to be improved as such,
information about different forms of flexible working is available via the IWL/WLB
websites, which were set up in conjunction with the PCT. It was recognised that further
work needed to be done and consequently the Work Life Balance co-ordinator is working
with the Trusts IT department to build Trust specific WLB/ IWL pages in the new Trusts
Intranet.
Examples of flexible working are in place across the Trust. For example following a
Change in working location, the Finance Department was able to adopt a flexi-time
system in response to an increase in travel time.
Any problems relating to the implementation of flexible working can be overcome through
advice and consultation with HR, often the option of adopting a different working practice
than the proposed change can assist in resolution of the problem, the Staff Opinion
survey supports this.
At PRH there are 2 Flexible SpRs in Medicine and 2 Flexible SHOs in Paediatrics
At RSH there are 1 Flexible SHO in Anaesthetics and 2 Flexible SPR in Paediatrics,
covering one post as a job share.
Evidence:
Focus Group:
Managers are generally very supportive in dealing with child care problems at short
notice, and are seen as approachable in terms of requests for flexible working.
The following were identified within the focus groups as being in place within the Trust:
Carers Leave, Childcare facilities, on site nursery at Telford, annualised hours, flexi-time
and self rostering.
“ Managers are approachable”
“ Staff know it exists”
“ Awareness of balance with service”
Staff Survey:
43
2004
Which of the following flexible working options does your employer offer?
Flexi-time
24% Yes
46% No
Working reduced hours
39% Yes
30% No
Working from home in normal working hours
5% Yes
72% No
Working to Annual Hours
15% Yes
49% No
Teams making their own decisions about rotas
34% Yes
33% No
Job – sharing
29% Yes
37% No
Career Breaks
14% Yes
33% No
Flexible Retirement
14% Yes
22% No
2003
No related questions
Case Studies:
An SHO in Ward 6 was able to take a period of Paternity Leave to support his partner he
also considered extending this by 2 weeks to offer continued support at home.
A medical secretary is able to work extra hours during the Term time in order to build up
time to take back during the school holidays. She was also able to reduce her hours.
The Physiotherapy In-patients Manager works 30 hours a week.
The secretary for one of the Medical division’s Directorate managers was able to adopt a
flexible working pattern following the birth of her son. She can now work more flexibly in
the school holiday times but is also able to work full time hours if needed. She says ’I am
a lot less stressed now, enjoy my work but can still do 37.50hrs a week if need be, or
change my hours around school holidays.’
Other Feedback:
The work life balance co-ordinator was employed by the Robert Jones Trust. It was
recognised that to ensure effective communication and support for staff, the Trust needed
to employ one of their own. The individual is now in place.
Mini Validation feedback illustrates that a number of departments are operating flexible
working to suit the demand of the service. Most indicated that they would be comfortable
approaching their manager to discuss flexible working if necessary.
44
Documentary Evidence:
IWL Leaflets
Special Leave policy
Flexible Retirement policy
Family Friendly policies
Mini Validation feedback
45
Area:
Flexible Working
Indicator: (4d)
Individuals being encouraged to take part in the review of working patterns both at team
and individual levels
Rating:
5
Staff are supportive of each other in working in ways that suit their requirements and
service needs at different times of their careers
The culture of teams allows staff working flexibly to feel equally supported and valued
General Narrative
Although staff recognise the importance of being able to work flexibly, they felt that within
certain areas of the trust it would be difficult to implement some flexible working
practices. The new Flexible Working policy enables all staff to apply for flexible working.
The Trust is committed to promoting Flexible working via Work Life Balance and IWL, it
also recognises that the practice of flexible working can be difficult to manage.
The onus is on managers to recognise the importance of team working and the need to
consider flexible working in an equitable way.
In most areas team members are willing to help individuals so that flexible working can
be put into place. Self rostering helps with such issues and is implemented in some
areas across the Trust, along with further training.
Teams are encouraged to review working patterns during team and 1:1 meetings.
Managers are encouraged to address flexible working during Appraisals. The new KSF
paperwork includes a reminder to managers to discuss flexible working practices.
When making a request to work flexibly. Staff are required to complete a written request.
The policy also clearly sets out the responsibilities of staff and managers when working
through the flexible working process. The policy and information from WLB prompts
individuals applying for flexible working to consider a ‘B’ and ‘C’ plan when applying for
Flexible working.
There are a number of staff on secondments for professional development reasons. The
experience of an A&C grade member of staff can be found below as a case study.
Self rostering is in place in the Endoscopy unit. The case study below details this.
Evidence:
Focus Group:
Members of staff who have access to it value flexible working. They feel that it
has had a positive effect on their work-life balance, made them feel more in
control and were able to work more hours if needed within the department – this
has positively impacted on service provision and patient care.
“Flexible working has been received well in departments where it has been offered and it
has helped with recruitment”
”Staff feel more in control of their working lives”
“Staff are happier and this has a positive effect on patient care”
“Not all employees are aware of flexible working”
“Feel the nature of the service doesn’t lend itself easily to flexibility”
Staff Survey:
2004
46
62% of staff advised that they would undertake extra hours to support the people that
they work with.
55% feel that they can discuss flexible options openly with their manager.
Self Rostering is the 2nd highest recognised way of flexible working.
2003
The Trust was in the lower threshold for opportunities for flexible working
Case Studies:
The Endoscopy unit has implemented Self Rostering in the last 6 months. Staff were
consulted following a review of the working times within the department and requested
that Self-Rostering be implemented. The Senior Staff Nurse on the unit oversees the
rota, which is then signed off by the CNM for Endoscopy. The team were asked to
indicate on the rota what shifts they could cover, with the understanding that special
requests were made clear and that if a particular shift couldn’t be covered, the SN may
need to assign people to the shift. The result is a happy, more motivated team who are
able to provide a better service to patients. The system is discussed at 6 weekly team
meetings and will continue for the near future.
A senior staff nurse on the Head & Neck ward at RSH recently returned to work following
maternity leave. Her manager was able to give her long days (30hrs over 3 days) and
also set days. One difficulty has been the cost of childcare, so she was able to negotiate
with her manager who allowed her to work every other weekend. The nurse felt that she
would not have been able to return to work had it not been for the flexibility of her
manager.
The Medical Secretariat at PRH have installed a computerised attendance system that
will provide information regarding hours work per week. This enables this staff group to
monitor how many hours they have worked and they are able to work much more flexibly
as a result.
CDU use Self –Rostering and have found that it works well with most staff members
feeling positive about having more control over their working Iives
The Therapies division has agreed to annualised hours for 2 members of staff within the
3 areas. This works well at the moment but the service could not sustain too many staff
doing this.
Two secretaries in Orthopaedics Job-share,
communications between them is recognised.
although
the
issue
of
effective
A member of the Human resources admin team was seconded to the Agenda for Change
team as an Administrative assistant. The staff member felt that the secondment
opportunity has helped with personal development as it has enabled her to use and
bring knowledge/experience gained in a previous role outside of the NHS. The
secondment has enabled her to work with people she probably would not have crossed
paths with within her permanent role. The secondment has also enabled her to be part of
a project which will not happen on this scale again. She feels she has been able to
demonstrate my experiences in supervising a team of admin staff, appraising them etc. It
was felt the experience was excellent for personal development as there have been highs
and lows every step of the way and although the project was very demanding it was also
rewarding.
Other Feedback:
Documentary Evidence:
Appraisal documents
CWP information/ Newsletter
47
Flexible Working policy and leaflets
Flexi – Net information
48
Area:
Flexible Working
Indicator: (4e)
Flexible careers including flexible retirement established across all medical grades
including GPs to support service delivery
Rating:
6
Positive encouragement for all medical grades including GPs approaching retirement to
take up flexible working patterns/flexible retirement
General Narrative
The Trust Board has just approved the Retirement and Flexible Retirement policies.
These are available from the HR department, on the HR web pages, IWL and WLB web
pages and from the Work Life Balance co-ordinator. Factsheets about Flexible
Retirement and Pensions are also available
The introduction of new Retirement courses has given all staff groups the opportunity to
access up to date information about the range of issues relating to retirement and
pensions. During these sessions, Flexible Working is promoted by HR/WLB.
With reference to senior medics and consultants, a financial planning seminar and
retirement seminar has been arranged specifically for this staff group, again Flexible
Retirement options/ Flexible Working was promoted.
All consultants job plans are reviewed annually.
Evidence:
Focus Group:
Many staff are aware of or have been on pre-retirement courses, some are aware of
options for working past 60 and flexible retirement.
Staff Survey:
2004
No relevant questions
2003
No relevant questions
Case Studies:
One of the Medical Engineering team have been on step down retirement since he was
60. He originally reduced to three days, last year he reduced to two days per week and
has retired this summer.
A number of Consultants within Radiotherapy have been able to retire flexibly and join
the Bank after retirement.
Other Feedback:
Documentary Evidence:
Evidence of Financial planning/Retirement courses
Flexible Retirement Policy
Flexible Working Policy
49
Practice Plus: Overview of Progress
Area:
5. Healthy Workplace
Overall Score:
38
Occupational Health services are provided at both sites. Staff Counselling is currently being reviewed as it
is provided by “NOSS” at RSH, this provides 24 hour contact for staff. At PRH the counselling service is
provided by Shropshire County PCT.
The management of sickness absence is also an issue for the Trust. It has taken time for the new ESR
system to be up and running, as such reports on absence levels have only recently been available, so it is
difficult to ascertain improvements in levels of absence. The Trust recognises the importance of effective
absence management and a new policy is has been agreed between management and staff side and was
presented to the July Board. This unifies the two sites as previously absence management has been
managed through two different policies dependant on geography. Absence management training will be
available to all staff now the policy has been agreed.
The staff opinion survey identified an improvement within errors and incidents with a clear reduction in
errors of near misses that could hurt patients or staff between 2003 and 2004. Following on from this the
incident reporting process was well understood and seen as a fair and effective way of dealing with such
incidents.
There has been a considerable reduction in staff working long hours between 2003 and 2004, such results
have probably contributed to an improvement in work related stress scores, although nationally the Trust
needs to improve performance.
Code George is a method in which any member of staff at PRH can attract the attention of the Portering
staff on duty, via switchboard. All those on duty are required to attend the area as soon as possible
Community Support Officers are in place on the PRH site. Security at RSH is provided by “Safeguard” who
provide officers in A&E and MEC. This provision is currently being reviewed as stated in standard 2.
Conflict Resolution Training is offered to all staff within the Trust. We have dates and attendance records to
confirm this.
New Deal compliance is being actively monitored across both sites, PRH are 100% compliant and RSH
90% compliant. The Trust has a number of initiatives in place to improve rates at RSH.
Working environment was highlighted as an issue in a number of focus groups. It is recognised that there
are areas of the Trust that would benefit from major renovations; this is largely due to the age of the
buildings at RSH. Such major works cannot be taken lightly and due to financial constraints, the Trust
would find it difficult to make vast improvements in the near future. However small improvements have
been put into place such as the Medical Division purchasing Water Butts. The old South site has recently
been closed and services moved across to newly-built facilities on RSH North, which have greatly improved
the working environment for hundreds of staff.
Staff side are actively involved in the Health and Safety Committee and Divisional Health and Safety
Committees.
50
Area:
Healthy Workplace
Indicator: (5a)
Organisation is committed to creating a safe working environment that is free from
physical and non-physical assaults on staff
Rating:
6
Improving levels of staff feeling safe in their working environment
Increasing awareness of organisation’s response following physical and/or non-physical
assault
General Narrative
Zero Tolerance is being is lead by the Trusts newly appointed security manager and is
seen s an imperative part of the Trust’s commitment to provide a safer working
environment for staff and patients. The Corporate Management Director is the Board
level Lead for improving Staff Security.
The Whistle blowing Policy is going to September Trust Board for formal approval. Staff
side representatives have already approved it.
Multidisciplinary Communication training for clinical staff will commence September 2005,
this training will deal with more in-depth topics including Breaking Significant news – How
to manage strong emotions along with Assertiveness and Negotiation.
The Trust recognises that reporting of incidents / violence is imperative in identifying the
cause so to be able to implement effective control measures. The Health & Safety
Manager ensures that all reported accidents are collated on a quarterly basis and are
distributed to the Health & Safety Consultative Committee, Health & Safety Focus Group
and Care Group / Directorate Managers. The Trust reports all incidents of violence to the
Corporate Management Director who liaises with local police officers to pursue
prosecutions and reports incidents to the Central Office of CFSMS.
From the staff survey most staff stated that they knew how to report incidents, errors and
near misses (92%). Physical violence from patients and relatives is a concern as this has
increased from 15% in 2003 to 19% in 2004. There is also an increase in staff
experiencing harassment, bullying or abuse from either patients, and relatives of patients.
It is recognised that this is a serious issue and the Trust is conducting conflict resolution
training to assist staff in diffusion techniques.
The Trust has been working with West Mercia police to provide Community support
officers on the PRH site. On the RSH site, “Safeguard” provide security officers in the
A&E unit. The recently appointed Security Manager has reviewed these services and is
working to implement a unified approach across both sites with security being employed
by the Trust.
Evidence:
Focus Group:
“Feel safe at work overall”
Community police officers are visible around the hospital along with CCTV cameras in
certain areas, side rooms with security guards are used for violent and aggressive
patients, many are aware of “Code George”. Many have seen the posters in
patient/public areas around the hospital against violence and aggression.
Staff Survey:
2004
14% Staff had experienced physical violence from patients/service users
5%
Staff had experienced physical violence from relatives of patients/service users
51
0%
Staff who experienced physical violence from managers/supervisors
0%
Staff who experienced physical violence from colleagues
2003
15% Staff had experienced physical violence within the past 12 months.
Case Studies:
234 care and clerical staff have accessed communication and customer care training
since 2003. The key learning points are; Awareness of body language, use of listening
skills, confidence and assertiveness and respect.
Other Feedback:
Mini Validation feedback indicated that staff were aware of Conflict Resolution training
and valued the opportunity to attend. One division commented that they felt much more
confident coping with difficult patients. Most divisions were aware of appropriate
reporting methods should problems arise.
Documentary Evidence:
Staff Opinion Survey
Conflict Resolution Training
Health and Safety Focus Group Minutes
Health and Safety Consultative Committee minutes
Health and Safety monitoring and incident reporting procedure
Whistle blowing Policy
Mini Validation feedback
52
Area:
Healthy Workplace
Indicator: (5b)
Meeting local goals in reducing accidents and levels of sickness absence and
demonstrating continuous improvement
Rating:
5
General Narrative
It has taken time for the new ESR system to be fully functioning and, as such reports on
absence levels have only recently been available, as such it is difficult to ascertain
improvements in levels of absence.
A recent report indicated that the Trusts sickness absence rate was 4.57 % for financial
year 2004/2005.
The Trust recognises the importance of effective absence management and a new policy
has been agreed between management and staff side and approved by the Board in July
2005. The HR Team will continue to work closely with the divisions supporting the
absence management process. Training sessions for all staff are seen as a key element
to introducing the new policy to ensure understanding of the aims of the policy.
The Trust has dedicated a lot of time for staff to be able to undertake Health and Safety
training over the past 12 months with 76% of staff receiving such training. This is on par
with last year as 76% of staff also received Health and Safety training from the Trust in
the previous year.
Evidence:
Focus Group:
“Returning to work is a problem, when you have been covered by a sick note from your
GP and consultant you have to face an interview about sickness record. ”
Staff Survey:
2004
45% of staff advised they had seen an error/incident that involved a patient/service user
in the previous month.
35% of staff advised they had seen an error/incident that involved a member of staff in
the previous month.
56% of staff said they reported the incident (25% stated they had not seen any errors or
near misses.)
92% know how to report such errors, near misses and incidents.
83% said the Trust encouraged reporting of such incidents
8% felt that the Trust blamed or punished those people who make errors, 46% said the
Trust did not.
62% said when errors were reported that the Trust took action to ensure they did not
happen again.
2003
49% of staff advised they had seen an error/incident that involved a patient/service user
in the previous month.
44% of staff advised they had seen an error/incident that involved a member of staff in
the previous month.
Case Studies:
A number of phased returns following long periods of ill health have taken place in the all
53
divisions in the Trust.
A recently qualified nurse became ill with Chronic Fatigue Syndrome and was off for
some time. On return to work a phased return was agreed (numbers of shifts and lengths
of shifts) over a four week period. It was also agreed that the individual would not
undertake nights until fully integrated back into the workplace.
Other Feedback:
Documentary Evidence:
Sickness Absence policy
Health and Safety monitoring and incident reporting procedure
Staff Opinion survey
Sickness Absence Report
54
Area:
Healthy Workplace
Indicator: (5c)
Effective occupational health and safety strategies that support the health and well being
of staff, with staff counselling services that are culturally appropriate
Rating:
6
General Narrative
The Trust’s Occupational Health services for both our sites are provided by the Wellbeing
Company, a subsidiary of Telford and Wrekin PCT, this contract is currently under
review.
The OH service principally covers:
 Pre-employment assessments and screening
 Management and self-referrals during employment to determine fitness for work
 Vaccination programmes
 Advice to managers on OH-related issues – e.g. re environment, health queries
etc
 Health surveillance
 Policy development and guidance
 Counselling is provided via this service (for staff based at PRH)
Noss is an independent company that provide the following services in terms of staff
support to those employees based at RSH.
 One to One Counselling and Support including Home Visits
 Crisis response
The counselling service as both sites is also under review so there is a unified approach
at both sites.
The Trust’s Health and Safety Department have also developed a number of policies that
support the health and well being of staff. The Latex policy, Safe Handling policy and
DSE policy are just a few of the policies available throughout the Trust.
Evidence:
Focus Group:
“Counselling and HR support good and accessible”
“Occupational health and staff counselling available and easily accessible in day”
“O/H and counselling available – sometimes need to wait but the service and information
provided is helpful”
This is generally the feeling across the trust with regards to the above services along with
occupational health. Some feel that waiting times can be slightly too long.
Staff Survey:
2004
96% of staff are aware of Occupational Health Services and
74% of staff are aware of Staff Counselling services.
76% of staff received Health and Safety training
2003
76% of staff received Health and Safety training
Case Studies:
Occupational Health and Staff counselling have been used by a number of employees
55
through management or self referral
Stress Buster clinic is provided by the Paediatric division and is available to all staff within
that area.
Aromatherapy message is provided at a subsidised rate to the medical secretariat it the
Medical division.
Other Feedback:
Mini Validation feedback indicated that all divisions were aware of the Occupational
Health and used the services often.
Documentary Evidence:
Sickness Absence Policy
Occupational Heath Service Level Agreement
Noss – contract
Stress Buster poster
Mini Validation feedback
56
Area:
Healthy Workplace
Indicator: (5d)
Existence of proactive occupational health services, easily accessible to all staff including
general practice staff
Rating:
5
General Narrative
As stated in 5c;
The Trust’s Occupational Health services for both our sites are provided by the Wellbeing
Company, a subsidiary of Telford and Wrekin PCT, this contract is currently under
review.
The OH service principally covers:
 Pre-employment assessments and screening
 Management and self-referrals during employment to determine fitness for work
 Vaccination programmes
 Advice to managers on OH-related issues – e.g. re environment, health queries
etc
 Health surveillance
 Policy development and guidance
 Counselling is provided via this service (for staff based at PRH)
Evidence:
Focus Group:
“Occupational health is easily accessible, treated in confidence, very supportive”
Occupational health are seen as trustworthy, useful, reliable, well used within the Trust,
easily accessible and very supportive.
Staff Survey:
2004
96% of staff are aware of the Occupational Health Services
2003
Case Studies:
All Staff are medically screened before commencing a post with the Trust and/or when
they move to a significantly different position within the Trust.
All Staff who are classified as regular VDU users are expected to undertake an eye test
prior to commencement, managers can also refer them if they experience problems
whilst in post. In certain circumstances the Trust will give a certain amount of financial
support if glasses are required for work purposes.
Other Feedback:
Mini Validation feedback indicated that particular divisions used Occupational Health for
annual Health reviews - particularly those that had members of staff who came into
contact with cytotoxic drugs.
Documentary Evidence:
Occupational Health Service Level agreement
Occupational Health Corporate induction Details
Mini Validation feedback
57
Area:
Healthy Workplace
Indicator: (5e)
Staff are rehabilitated back into work, or redeployed under the terms of the Disability
Discrimination Act
Rating:
6
General Narrative
The Trust has continuously supported staff returning to the workplace through phased
return, modified duties or redeployment. This has enabled a number of valued
employees to continue working within the Trust.
The Trust launched a partnership with Remploy in April 2004. Remploy employ disabled
people and continuously focuses on finding disabled people jobs with other employers
such as the Trust. There are 3 schemes but the one most relevant within this indicator is
Retention Plus. This assists Trust employees suffering from ill health within to ensure
they can remain in employment. Remploy literature is available on staff noticeboards and
via a nominated contact in the HR department. When necessary, a Remploy advisor will
meet with individuals to discuss needs and advice if aids etc are available.
Alternative Employment Policy is currently in draft, although there are procedures in
place at the present time to redeploy employees within the Trust it is recognised that this
process needs to be more robust and user friendly with an audit trail to identify support
given to those on the alternative employment register. The Managing Sickness policy
provides guidance for managers in managing long- term sickness absence. This policy
refers to the use of phased return for those who have been of work for a longer period.
The Trust’s policies on Managing Sickness Absence, Retirement and Equal Opportunities
are fully compliant with DDA principles.
As stated earlier in the report, the Trust were regional winners of the Remploy ‘Leading
the way’ award in September 2004.
Evidence:
Focus Group:
Staff were able to give examples of when redeployment has occurred due to ill health
within their areas. Overall it was recognised that the Trust was able to accommodate a
modified role or redeployment if needed.
“Trust will offer different location etc to accommodate staff becoming disabled”
“Staff with disabilities are well resourced – good provision of services”
“Flexible return to work following illness would be useful – although this is evident within
some areas”
Staff Survey:
No relevant Questions
Case Studies:
There are many examples across the Trust of individuals returning to work following a
long period of ill health on phased return/lighter duties/redeployment.
Remploy provide access to a Disability Employment Officer
Other Feedback:
Documentary Evidence:
Sickness Absence Policy
Draft Alternative Employment Policy
58
Remploy agreement
Draft Redeployment policy
59
Area:
Healthy Workplace
Indicator: (5f)
Rating:
Changing the long hours culture
Movement towards effective implementation of New Deal for doctors and compliance with
New Deal hours and rest requirements
5
Achievement of junior doctors contractual hours targets
General Narrative
At PRH the Trust is 100% compliant and in RSH the Trust is 90% compliant with New
Deal for Doctors.
There are some steps being taken to encourage working within the hours specified, one
is to raise awareness with consultants so they are not keeping junior doctors beyond
shift, we have also added to the junior doctors contract a section outlining that all rotas
within the hospital are designed to be fully compliant with New Deal and EWTD for both
shift length and total hours. It is also the junior doctor’s professional responsibility to
observe this and natural breaks, unless there is a sound clinical reason for them to delay.
If this happens on a regular basis doctors are expected to raise this with their consultant.
With 72% of staff advising they worked extra hours in 2003’s staff survey the Trust
recognised work needed to be done to improve/reduce the number of hours worked by
staff. It can be seen from the 2004 staff survey that there has been a considerable
reduction in staff working long hours between 2003 and 2004.
Evidence:
Focus Group:
“I think the trust works very well to support the staff in physical health and safety”
“Time owing is given to staff who get off late”
“Heavy workload on ward means staff may not always be able to take a break and get off
late”
Staff Survey:
2004
43% of staff said that they worked additional paid hours, over and above their contracted
hours
48% of staff said that they worked additional unpaid hours, over and above their
contracted hours
2003
72% of staff said they worked extra hours
65% of staff worked extra hours due to pressure and demands of their job
Case Studies:
Junior Doctors Hours are monitored every 6 months.
Flexible working within HR so to ensure extra hours are not worked on a regular basis
Other Feedback:
Documentary Evidence:
60
Staff Opinion Survey
Junior Doctors compliance records
Flexible Timesheet – HR
61
Area:
Healthy Workplace
Indicator: (5g)
Improving levels of satisfaction with rest facilities, accommodation, working environment
and catering for all staff
Rating:
5
General Narrative
Both sites provide a good canteen service that is open to staff and visitors, extended
opening hours have been introduced since Practice and staff are appreciative of this.
Alternatives such as vending machines have been put into place and staff are able to
access snacks and drinks out of hours. The Staff Restaurant ranges from valuable
assess to adequate facility. Generally it is felt that there is a selection of good healthy
food.
It is recognised that accommodation on both sites is valuable, with space being at a
premium on both RSH and PRH. Although it is not possible to find more space within the
two sites, work has been done to improve comfort when working in difficult conditions.
Most departments have Health and Safety links who will assess work space and suggest
any improvements or changes that need to be made. Health and Safety is also discussed
at Governance meetings within divisions. Within the HR team, health and safety is
discussed monthly at the HR business meeting.
The Trust has two fitness centres on site, which staff and their immediate family can join
at a reduced cost in comparison to local facilities. Focus group feedback indicated that
these facilities are valued. There are staff rest rooms and shower rooms close to working
areas along with a Staff Fitness Centre on both sites. Following a staff survey the RSH
gym has also been made “staff only” rather than allowing ex-patients to also attend.
The Staff Car park is one of the areas that evoked much discussion at Focus Groups,
many felt that the change to CP Plus managing the provision was badly managed; the
change in management has been in place for 12 months now and the provision of staff
parking is now improved. Focus group feedback indicated that some work could be
done to improve the security of the car park, with a Security manger in place, this can be
one area that the Trust will be seeking to improve upon.
The Trust promoted ‘National Think Clean Day’ in February 2005 the day encouraged
ward managers to ‘Dump the Junk’. This involved the Facilities Manager and Infection
Control visiting wards and departments to see if they could help with storage and
cleanliness issues.
Evidence:
Focus Group:
It was felt in the Focus groups that some working accommodation is better than others
and there is a lack of space on sites.
It was acknowledged that the Staff Restaurants provide healthy choices and good food,
although staff who worked out of hours felt that the service needed improvement as there
wasn’t the choice to use the canteen after 8.00pm.
Regarding the Car Parking arrangements:
“Improved car parks”
“More car parking provision is needed and work is going ahead to provide more spaces”
“Car park has caused difficulties – it would be helpful if CP Plus staff were more
available”
“Car parking – need more spaces for staff plus pick-up/drop-off points for staff”
Staff Survey:
No relevant questions
Case Studies:
Water dispensers are available on a number of medical wards across both sites.
62
Other Feedback:
Mini Validations highlighted that a number of changes have been implemented as a
result of staff comments, these include fitting water dispensers, installing fans in warm
areas and installing shelves for improved storage.
Documentary Evidence:
Staff Restaurant opening time information
Staff gym information
Mini Validations
63
Practice Plus: Overview of Progress
Area:
6. Training and Development
Overall Score:
33
Since the merger of the 2 hospitals in 2003, the Trust has been going through a period of reassessment
and alignment, particularly with regard to training and development and this will continue for the
foreseeable future.
The organisation has identified the importance of training and development to its success, and one of the
11 Corporate Objectives specifically focuses on this aspect.
There has been a tremendous amount of training and development activity at both sites. But a review of
training and development at both locations has led to the establishment of a Development and Training
team, to oversee and co-ordinate learning activity within the Trust, in conjunction and close co-operation
with Clinical education colleagues. This team was established in June 2005 and includes 3 professionally
qualified training and development staff.
A multi-disciplinary Education, Training and Development Strategy group is being established with effect
from September 2005 to guide the organisation on priority areas of learning and education to underpin safe
and effective practice and service development. The group will also guide the organisation on efficient and
effective use of resources and best practice in learning, development and education.
In partnership with other organisations in the local health economy, we have supported the establishment
and running of a joint Lifelong Learning Centre, which provides a focus for the co-ordinated delivery of
vocational training, essential skills support, and information advice and guidance. Uptake of NVQs and
Learning Accounts has been significant (see Section 6c) below.
64
Area:
Training and Development
Indicator: (6a)
Organisation actively promotes and supports leadership and management development
at all levels
Rating:
6
Developing a culture of empowered learning
General Narrative
The organisation supports and promotes access to leadership and management
development at a range of levels. It has been identified as a priority within the HR
Strategy and a project scoping training and development provision across the health
economy in 2005-6 includes management and leadership development. One outcome of
this project will be the development of a joint learning strategy developed with our local
partners.
Currently there are a variety of approaches to meeting identified management and
leadership development needs at a variety of different levels in the organisation.
Programmes currently in place within the organisation include Clinical Leadership, the
LEaDS programme, a 10 month Leadership Programme being undertaken by the
Therapy Strategy Board, as well as a small number of staff undertaking NVQs in
Management.
Prior to September 2003, significant numbers of staff undertook the LEO programme.
Since then, 46 staff have completed the Clinical Leadership programme and since 2004,
136 staff have completed the Strategic Health Authority sponsored Leadership at the
Point of Care programme. 6 senior members of staff have also undertaken the LEaDS
programme.
A range of programmes has been designed to assist Managers in managing their staff
through the effective implementation of HR policies and procedures. This includes
Appraisal Training, Absence Management and implementing Family Friendly Policies.
The organisation has also organised courses to meet identified needs, such as project
management training.
We are developing a Management and Leadership Development site on the Intranet
which will host information and resources for anyone interested in developing in this area.
The organisation supports both Regional and National Management Development
programmes and is currently hosting an HR Management Trainee placement.
It is anticipated that the implementation of the KSF in 2005-6 will enable more effective
identification of management and leadership development needs and a more targeted
approach to resourcing them.
Evidence:
Focus Group:
“Degree funding was offered”
“Management interested in developing people”
Progression is encouraged, with the hospital being supportive of training and
development opportunities for staff. Managers keep staff informed of courses that are
available. Staff are aware of NVQ and learning account funding, although this needs to
be communicated across the Trust more.
Staff Survey:
65
2004
17% of staff advised that they conducted appraisal or performance reviews for other staff.
8% of staff advised that they have received training to enable them to undertake the
above.
2003
Not Available
Case Studies:
Regional and National HR Trainees commence in September 05 and February 06
Other Feedback:
Documentary Evidence:
Train4Health project
Intranet Learning Zone site
Examples of training event flyers, incl HR Policies
Adult Learners Week ‘Open Day’ posters
Staff Newsletter July 2004
Staff Opinion Survey
Clinical Leadership Programme
LPC programme
HR Strategy
KSF Training Data
66
Area:
Training and Development
Indicator: (6b)
All staff have equal access to career progression and personal development
Rating:
5
General Narrative
From induction onwards, it is a key principle that all staff have equality of access to
learning and development to enhance their career progression. This will be enabled by
the implementation of the KSF Appraisal system for all staff, which will be monitored.
At Corporate Induction for all new staff, a session is facilitated by the Trust Lifelong
Learning Coordinator or Facilitator, when details of how staff can access learning
opportunities are given out. Staff are given handouts about NVQs, Learning Accounts &
how to access Information, Advice and Guidance.
In addition, Essential Skills Questionnaires are completed by individuals and support
offered as appropriate.
To increase staff IT literacy and enable learning, since the ECDL qualification became
the NHS standard, the Trust has supported over 1,800 staff to undertake the
qualification, with many more staff waiting to begin over the coming year
Learning and development opportunities at all levels, from basic skills to higher level
education, are made available to staff in the organisation.
Early implementation of the Electronic Staff Record will enable the corporate monitoring
of all training and development undertaken by staff group as well as by gender, age, race
etc. and these figures will form part of the annual report to the Board from 2006 onwards.
Evidence:
Focus Group:
“I personally feel I have been given lots of opportunities for both in-house and external
training – I think if I have a positive, motivated attitude, then opportunities come forward”
“All staff are treated equally with training, when individuals show some enthusiasm I pay
sometimes but get such day off”
“Training/development with dept – is available, but may be limited, due to budget and
availability of staff to cover”
Staff Survey:
2004
32% of staff said they agreed a PDP with their line manager
16% of staff said they received the learning, training and development that was identified
in the plan.
19% of staff said that their manager supported them in accessing this learning and
development.
2003
35% of staff had personal development plans agreed within the previous 12 months
Case Studies:
Staff have used ILAs to access training and development of all kinds and at a range of
67
levels.
Other Feedback:
Mini Validation feedback indicates that Appraisals and PDP’s are not consistently
applied throughout the Trust. However, most staff are aware of opportunities to attend
in-house training and learning accounts. ECDL and NVQ’s were the most popular
qualifications.
Documentary Evidence:
Achievements and Progress 2003/4
Shropshire & Staffordshire Strategic Health Authority WDC Report 31/03/04
Monthly Performance Monitoring FY 04/05 - March 2005
April 2005 report PRH
April 2005 report RSH
SATH Essential Skills Report July 2005
PRH 2005/6 total and RSH 2005/6 totals
Staff Opinion Survey
HR Strategy
Mini Validation feedback
68
Area:
Training and Development
Indicator: (6c)
Demonstrable numbers of staff without a professional qualification benefiting from NHS
Learning Accounts (NHS LA’s) and/or NVQ training/assessment, apprenticeships and
Foundation degrees
Rating:
6
Improvements in literacy and numeracy
General Narrative
The Trust is part of the Lifelong Learning Centre for Shropshire, (formerly the Severn
Assessment Centre) this partnership of health care providers in the county was
established in January 2003. The centre currently coordinates the delivery of NVQs,
Learning Accounts, Essential Skills and Information, Advice and Guidance service. Each
partner has a local Lifelong Learning Coordinator focusing on the specific needs of their
organisation. Since January 2003 considerable progress has been made.
National Vocational Qualifications The Strategic Health Authority - Workforce Development Directorate sets annual targets
for the numbers of NVQ registrations for each organisation to achieve. The Trust has
over achieved these targets for the year 2003/4 and 2004/5 in both numbers of staff
registering for qualifications and the number completing qualifications. At 31/08/05, 122
staff have already completed NVQs in the current financial year.
There has been an increase in the subject areas available to meet the needs of staff and
the organisation. This currently includes:
I.
Care - Levels 2 & 3
II.
Clinical Laboratory Support - level 2
III.
Business Administration - levels 2 & 3
IV.
Cleaning & Support - level 2
V.
Leadership & Management - level 2
VI.
Diagnostic & Therapeutic support - level 3
VII.
Portering & Security - level 2
VIII. Customer Services - levels 2 & 3
IX.
Operating Department Support - level 2
X.
Food Preparing - level 2
XI.
Call Handling - level 2
XII.
Management - levels 3 & 4
XIII. ITQ
XIV. Catering – various
Others will be accessed as required
Learning Accounts The Strategic Health Authority - Workforce Development Directorate set annual targets
for the numbers of Learning Accounts for each organisation to achieve from April 2004.
The number achieved in 2003/4 across the two sites was 60. For 2004/5 the return to the
SHA showed that the Trust over achieved on the targets set. At 31/08/05 150 staff have
accessed Learning Accounts in the current year. (see Monthly Performance Monitoring
FY 04/05 - March 2005, April 2005 report PRH, April 2005 report RSH)
Essential Skills Essential Skills had been slow to take off in the Trust (Monthly Performance Monitoring
FY 04/05 - March 2005). However there has been considerable activity in the current
year. 2 members of the team are qualified to carry out Essential Skills assessments and
this is now offered to every new employee who attends the Corporate Induction.
We also have access to the Lifelong Learning Centre’s Essential Skills Co-ordinator who
came in to post Nov 2004. A report in July 2005 shows 380 staff contacted in the Trust
69
since January 2005. The Essential Skills Coordinator is now visiting work areas at the
request of managers to offer assessments to staff. All staff undertaking any NVQ training
through Lifelong Learning Centre courses are assessed at their NVQ Induction session.
Staff who are identified as having an Essential Skills deficit are referred to the local
college who are then able to offer the training required. (see SATH Essential Skills
Report).
A number of staff have progressed directly as a result of training through NVQs or
Learning Accounts and examples have been featured in the Shropshire & Staffordshire
Strategic Health Authority WDD ‘Best Practice Guide 2004’ and The NHS National
Learners Forum ‘Learning Count’ pack.
Evidence:
Focus Group:
“Corporate Induction – raised awareness of NVQ’s”
“Access to extra training”
“Excellent opportunities to develop”.
“The Trust is good at training generally good (e.g. ECDL etc) – staff allowed time to
attend these courses”
“MLA’s – non-professional group can access NVQ’s – worked over 3 years to establish,
Investing in People is good for managers – in long-term and short-term period”
“Not enough information given out to personnel on how to go about getting training”
Staff Survey:
No relevant Questions
Case Studies:
Traditionally not an area for development, Porters have undertaken and completed
Portering & Security level 2
Other Feedback:
Documentary Evidence:
Shropshire & Staffordshire Strategic Health Authority WDD ‘Best Practice Guide 2004’
and The NHS National Learners Forum ‘Learning Count’ pack
NVQ statistics
SATH Essential Skills Report
Celebration of Success Day
Adult Learners Week
Information from Staffordshire University (available on notice boards)
70
Area:
Training and Development
Indicator: (6d)
Rating:
Staff have equal access to training and development opportunities and are encouraged to 5
develop new skills in line with skills escalator principles
Plans in place for the implementation of the Knowledge and Skills Framework in staff
appraisal processes
General Narrative
Working closely with partners in the health economy, we have increased the range and
diversity of learning and development opportunities across the Trust and from Induction
onwards, all staff are given information about the Skills Escalator and encouraged to take
advantage of opportunities.
We are developing a Trust wide Learning Directory, which will be available in electronic
and paper format, to increase the accessibility of information on training and development
opportunities, including e-learning, distance learning etc. in order to reach staff who find it
difficult to attend traditional training courses.
The introduction of the Knowledge and Skills Framework is a key element in the
systematic development of staff and services through the requirement for all staff to have
knowledge and skills framework outlines, to have annual appraisals/reviews based on
those outlines, and Personal Development Plans. Although the Trust is behind on
implementation of the KSF, implementation plans and comprehensive training plans are
developed and will be adopted in September 2005.
The Appraisal Policy and paperwork has been revised to take account of the KSF and
training for staff and managers is being rolled out from September 2005.
Since 2003 over 20 Health Care Assistants who have completed NVQs with the Trust
progressed to professional Nurse training. A number have returned when qualified to the
Trust, with 3 due to complete in September 2005 and a further 4 in January 2006.
Evidence:
Focus Group:
“Training opportunities taken up – availability of courses good – can take up computers
etc”
“Regular appraisals mandatory training – good. Regular opportunity to attend courses”
“Good staff development within ITU – package available & support from senior staff”
“Ask for further development in appraisal-but no funding and too many members of staff
on course”
“Courses are not well advertised”
“Encouraged to carry on training courses when changed wards”
“Courses are often cancelled, with no indication of when they will start”
“Plenty of opportunities to tap into but not been here long enough to understand how it all
works”
Staff Survey:
2004
48% of staff said that had received an appraisal within the past 12 months
32% of staff said their appraisal was useful in helping to improve how they did their job
41% of staff said they agreed clear objectives with their manager during the appraisal
33% of staff said their review left them feeling that their work was valued.
71
% of staff that in the past 12 months have received a number of days teaching,
instruction or Tuition;
None
30%
Less than a day
4%
1-2 days
22%
3-5 days
20%
6-9 days
8%
10 days or more
13%
No response
3%
2003
48% of staff said they had received and appraisal with the past 12 months
28% of staff said they had a well structured appraisal or performance review within the
previous 12 months
Case Studies:
Since joining the Trust in 1995 as a trainee HCA, one member of staff achieved level 2
NVQ in Care, become an assessor for other staff, achieved level 3 and an Internal
Verifier Award. In 2003, she applied for and obtained the post of Lifelong Learning
Facilitator and is now supporting other staff to progress.
Through undertaking NVQs at levels 2 & 3, one member of staff has progressed from
HCA to undertaking RGN training, with a view to returning to the Trust as a Registered
Nurse.
A Porter who had done no formal educational training since leaving school, this staff
member used his Learning Account to do an Introduction to Management course. After
following that up with an NVQ Team Leader award, he is now working as the relief
Charge Hand.
Other Feedback:
Mini Validation feedback indicates that some divisions are starting preparations to
introduce the KSF appraisal system.
Staff interviewed across the Trust were aware of numerous training opportunities and
within some areas felt that career progression was encouraged.
There is increasing evidence that many divisions are purchasing journals/ accessing
library resources as appropriate.
Documentary Evidence:
HR Strategy
Appraisal Policy
KSF Implementation and Training Information
Mini Validation feedback
Intranet Learning Zone information
72
Area:
Training and Development
Indicator: (6e)
The organisation demonstrates a learning environment that provides formal and informal
learning opportunities for staff with protected learning time
Rating:
5
Appropriate availability of educators, mentors and assessors, skilled in workplace
learning and assessment with Board and line manager commitment to their ongoing
support
General Narrative
Since the merger of the 2 hospitals, the Trust is working towards one unified Education,
Development and Training Strategy, underpinned by a single Study Leave Policy which
demonstrates the arrangements in place for different staff groups.
All staff, including Bank Staff, are entitled to protected study leave for undertaking
Statutory and Mandatory training and there are significant programmes of learning in
place in different sections of the organisation.
We actively encourage work experience placements to benefit trainees and their
mentors, as well as secondments and other informal learning opportunities.
As part of our NVQ programme, we have developed assessors in many areas of the
organisation. Through the roles of the Lifelong Learning Co-ordinator and Lifelong
Learning Facilitator, who act as ‘floating’ assessors, we ensure that staff are not
disadvantaged by working in areas without their own dedicated assessors.
We provide training and support for assessors, including workshops, ‘drop-in’ sessions
and availability of a Lifelong Learning Facilitator for advice and support.
The organisation has also developed a large number of mentors through the University of
Staffordshire level 3 accredited programme. These mentors use their knowledge and
skills with staff and trainees in the workplace, as well as with student nurses on
placement. As at 31/08/05, there are 564 ‘live’ mentors in the Trust (updated and on the
register) for student nurses.
Through the Clinical Leadership programme, we have trained and developed a network
of mentors who work with participants on the various cohorts.
Evidence:
Focus Group:
“Have had the opportunity of secondment to other areas of paediatrics”
“Plenty of courses to go on. Opportunities across the board”
Staff Survey:
2004
% of staff that said they had received training paid for or provided by the Trust on;
Taught Courses
60%
Supervised on the Job Training
38%
Secondment
6%
Mentor
13%
Shadowing
17%
E learning/on line training
8%
Other methods
41%
No training or development in past 12 months
14%
73
2003
83% of staff said they received training or development in previous 12 months
65% of staff said they received at least one days training on a taught course in previous
12 months
Case Studies:
Other Feedback:
Mini Validation feedback suggests that most staff can access time of for studying.
Most were aware that they could access ILA’s to do NVQ’s/ ECDL course. There is
evidence of informal learning within divisions with access to books, journals, library
resources and on the job training all being examples.
Documentary Evidence:
Corporate Objectives
Work Experience data and materials
Secondment Policy
Draft Study Leave Policy
Mini Validation feedback
74
Area:
Training and Development
Indicator: (6f)
Lifelong learning opportunities pro-actively promoted
Rating:
6
Practice placements (including Primary Care) are provided with appropriate recognition of
the preparation and roles of assessors, mentors and trainer support
General Narrative
A broad cross-section of training and development opportunities sessions (see fliers) can
be accessed by varied staff groups. Staff are able to use Learning Accounts or be
supported by managers from organisational training budgets.
Non-professional training has been promoted across the trust through various methods:

Corporate Notice boards - situated outside Staff Dining Rooms on both sites
advertising learning opportunities.
 Staff Newsletter - Contains information about staff achievements and advertising
learning opportunities.
 Adult Learners’ Week - Open day event at both Trust sites 2004 and 2005 where
local and national training providers including the Lifelong Learning Centre were
present for staff to receive advice and guidance regarding learning opportunities.
 IWL Road shows - Held at both Trust sites in 2004, where learning opportunities
were advertised
 Fliers and Posters - Sent to manager electronically and placed on noticeboards
throughout Trust sites (see examples)
 Presentations - To JNCC (2003/4) TNCC (2005), Hospital Management Board
(2004), Departmental briefings: Estates, CSSD, Pathology to give information about
opportunities available for specific staff groups
 Trust Intranet site - The newly-developed Learning Zone has information about
training and development opportunities including NVQs and how to access Learning
Accounts, together with information about Essential Skills and how to access support
and guidance.
 Trust Induction – Life Long Learning Co-ordinator attends the Trust Induction to brief
new employees.
Assessors and Internal Verifiers are available to support NVQ candidates and are
themselves supported by the Trust Lifelong Learning Coordinator and facilitator. The
Lifelong Learning coordinator and facilitator actively promote LA’s and NVQ’s. They
regularly hold support sessions out of office hours and are available to meet with night –
workers by appointment.
A wide range of practice placements is hosted within the organisation, from student
nurses, through therapies, medical placements and professions allied to medicine. As in
6f above, accredited programmes are promoted for mentors, assessors etc. At the
Celebration of Success events, appropriate recognition is given to those who support
trainees and others on placements.
Assessors are encouraged attend the local NVQ Board meetings (every 3 months) to
keep up to date with any changes and take advantage of networking and shared learning
opportunities
Evidence:
Focus Group:
No relevant Questions
Staff Survey:
No relevant Questions
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Case Studies:
Assessors received their awards alongside candidates at the Celebrations of Success.
Other Feedback:
Documentary Evidence:
Adult Learners Week ‘Open Day’ posters
Celebration of Success posters
Reports in Newsletters
Clinical Leadership Programme
NVQ Assessor Induction Book
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Practice Plus: Overview of Progress
Area:
7. Flexible Retirement, Childcare and Support for Carers
Overall Score:
16
The Human Resources strategy incorporates provisions for Flexible Retirement, Childcare and Carer
support.
Flexible Retirement
The Trust supports all flexible retirement options and has a Retirement and a Flexible Retirement policy.
Once ESR is fully established the Trust will be using Age Profile data from ESR to inform the WFP.
The Staff Handbook issued to all staff at Corporate Induction outlines information about Flexible Retirement
and Retirement.
The Pay Services manager attends corporate induction to provide information relating to Pensions.
Locally, within some departments Retirement lunches and presentations are held for members of staff
retiring from NHS service. The Retirement policy offers advice and guidelines for managers regarding gifts
upon retirement.
The Trust has worked in partnership with local health economy partners to set up pension’s awareness
sessions with Liverpool Victoria, Standard Life and Prudential. These sessions were well received. The
Pensions Officer for the Trust also attended IWL/WLB roadshows.
Retirement planning and preparation sessions have also been implemented following partnership working
within the local health authority. The courses, ran with Personal Finance Training have been well receive.
Details of the courses are included below.
Childcare Support
Following the appointment of a Work Life balance Co-ordinator the Trust has developed a Childcare
strategy. Trust board approved this working document in May 2003. The document is still in use and is a
shared resource across the local health economy.
The Work Life Balance co-ordinators have worked together to undertake an annual survey of childcare
needs since 2003, this is distributed through payslips. The response rates have steadily improved and from
8% in the first year to12% in 2004; the response rate for 2005’s survey are yet to be calculated.
The Trust has a number of schemes available to staff to assist in the cost of Childcare. The Tax Efficiency
Scheme currently has 5 nursery providers situated either on-site or near the main sites. These provide staff
across the local health economy the opportunity to access 900 childcare places at rates exempt from tax
and NI.
The Childcare Voucher scheme is also available to staff at SaTH. The scheme is provided by Accor
Services and was established by the Work Life balance co-ordinators for the local health economy working
with staff side representatives from each Trust, Pay Services and Procurement teams; the Early Years
development and childcare programme supported this scheme.
The Directors of Finance for all 4 NHS Trusts in Shropshire have agreed that any savings made by the
Trust by use of the TEC and Accor schemes will be re-invested into the childcare budget in order to support
other initiatives pan Shropshire.
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The PRH site has a privately run on-site nursery which will accept Accor vouchers and operates the TEC
scheme. The RSH will have a nursery on site. Planning applications are currently with local government
for decision.
Along with the tax and NI savings schemes currently in existence for NHS staff locally, the Work-Life
Balance Co-ordinators were successful in their bid to the WDD/StHA (in 2004) for Childcare monies as part
of the National Childcare Programme. The Co-ordinators have used this money to establish a short-term
childcare subsidy facility for staff. The subsidies available are 150 holiday place schemes/before and after
school paid at a flat rate of 15%. The subsidy is open to parents who use nursery, playscheme or
before/after school care. To claim the subsidy staff must complete the relevant claim form and be eligible
under the terms and conditions.
The Co-ordinators continue to negotiate some further discounts with providers for the benefits of staff,
which have resulted in discounts of between 5-10% being secured with 10 childcare providers countywide.
To support staff over the school holiday period, a listing of all holiday play schemes/activities was produced
which was sent out to staff and publicised via the Work-Life Balance website. Following the success of this
document another "Chill out while the kids play out" leaflet is currently being produced and will distributed in
early June 2005 along with another childcare briefing paper.
The Childcare Briefing paper was produced to support National Sure Start Childcare Month in June 2004
and for Childcare Week (16th June), when the Work-Life Balance Co-ordinators organised a balloon race at
the Trust on-site nurseries. The winning balloon reached Poland!
The Work-Life Balance Co-ordinator continues to actively engage in partnership working with external
parties to promote the ethos of the Childcare Strategy. Various promotions on a range of initiatives
including the local NHS childcare subsidy and childcare vouchers are communicated through the hospital
newsletter, Childcare Briefing paper, on the WLB and IWL website, the WLB/IWL noticeboards and at Road
Shows.
The Work-Life Balance Co-ordinators are also actively promoting support for staff who are due to go on or
are currently away from work on Maternity Leave, Adoption Leave and Paternity Leave by providing them
with an information pack and the opportunity of meeting to have an individual Maternity Action Plan, to
ensure that they are kept informed of Trust news while away on leave and thus making returning to work
easier. Also available is a Manager's Information Pack for Maternity, Paternity and Adoption. Further work
is required to continue to publicise these documents.
Support for Carers
The Trust’s Special Leave policy includes provision and specific reference to Carers Leave.
The Shropshire Work-Life Balance Co-ordinators have also produced Guidance for Carers Booklet, again
as a joint project with their colleagues in Staffordshire. This booklet was produced in October 2004 and
supersedes a previous fact sheet for Carers, both of which are available to all staff members on request
and as PDF file on the IWL and WLB websites. Information packs are also sent out to employees on
request.
The Trust has always included Carers information at all IWL roadshows and events and ran a specific
Carer Day in October 2003, to provide information and support for staff with caring responsibilities.
The Work-Life Balance Co-ordinators have also produced a Carers and Work-Life Balance Strategy and
again have undertaken audits of these documents, which are jointly, produced working documents
developed to support a local health economy approach to these IWL elements. Both are in the process of
being ratified by the Board and Staff side.
To support all the work undertaken in Shropshire by the Work-Life Balance Co-ordinators, all information
regarding childcare and dependent support and many other work-life balance issues can be found on the
Work-Life Balance website, which is available to all NHS staff in Shropshire and can be accessed via the
PCT websites www.shropshirepct.nhs.uk or www.telfordpct.nhs.uk. These sites were built by the Work Life
Balance co-ordinator in conjunction with her colleagues for the local health economy. The Trusts intranet
also contains information for staff together with a link to the PCT websites.
78
The presence of the Work-Life Balance Co-ordinator and the services offered relating to childcare, support
for carers and work-life balance matters is communicated throughout the hospital newsletter, staff
meetings, e-mail, posters etc. However, despite this the Staff Survey in 2003 showed that there was a lack
of awareness of the services available. This is also shown nationally on staff surveys and not just in this
Trust. In recognition of this, in the 2004 survey in the local questions, the Trust asked if staff knew whether
the Trust has an Improving Working Lives facilitator to which 63% replied yes compared to 22% of staff who
said they had access to a Childcare Co-ordinator in the both the 2003/2004 surveys.
The Trust has in collaboration with the NHS organisations in Shropshire and Staffordshire created a Carer’s
guide – aimed at members of staff who having caring commitments. The Special Leave policy makes
provisions for those who are working whilst sustaining caring responsibilities. Those having difficulties
balancing work and home commitments can utilise their right to apply for Flexible Working.
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Area:
Flexible Retirement, Childcare and Support for Carers
Indicator: (7a)
The organisational culture demonstrates a genuine commitment to flexible retirement
Rating:
5
Positive encouragement for staff approaching retirement to take up flexible working
patterns including all general practice staff
General Narrative
Significant progress has been made in the Trust since Practice was awarded. The Trust
has continued to be committed to supporting members of staff who are approaching
retirement age. The Flexible Retirement policy and Retirement policy was ratified by
Trust board in May 2005. To date the policies have been publicised in the Trust
Newsletter, on the Inter and Intranet and via the Work Life Balance co-ordinator. Further
to this, training for all line managers is taking place to ensure that the policies are
understood and interpreted consistently across the Trust.
Data on age profiles will be available through ESR once it is fully established and this will
be incorporated in to the WFP.
The appointment of a Work Life Balance co-ordinator has strengthened the information
and advice provision for staff that seek more information about retirement from NHS
service. A preparation for retirement information pack has been produced and is sent to
managers or staff if a request for more information is made. In addition, the Trust has
successfully implemented a number of new courses and awareness sessions specifically
for those who are looking a retirement or are beginning to plan for their retirement years.
Working with a respected provider, the Trust has introduced a range of financial training
courses open to all staff groups. Preparation for Retirement, Pre- Retirement and
Retirement courses currently run on a quarterly basis. The Preparation for Retirement
session is a 2-hour seminar, which focuses on savings, pension, estate management and
investment. The Pre- Retirement course is a half-day session, which includes the
seminar above plus DWP and NHS Pensions advice. Finally, the Retirement course is a
full day session aimed at those in their final year of work, in addition to the financial
information, the day comprises of a Life-Style fair with representatives from voluntary
organisations, further education establishments, local charities and health visitors present
plus a presentation from HR about the retirement procedure.
All Staff are able to access Flexible retirement information via the WLB Co—ordinator,
the HR team and the Trust Intranet site. Flexible Retirement is also promoted via
IWL/WLB events.
The trust employs a Pensions Manager, based at Shelton hospital. Staff receive a 45
minute introduction to NHS Pensions during the Induction courses which run monthly on
each site.
Evidence:
Focus Group:
Not many are aware of flexible retirement options; however this could be relevant of the
age group that attended the focus groups. The Trust does however recognise that
options such as flexible retirement need to be communicated more effectively though the
work life balance co-ordinator.
It was noted that many staff felt that NHS Pensions information could be communicated
more effectively.
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Staff Survey:
2004
14 % aware that flexible retirement is an option,
53% did not know. However only 22% of those that completed the survey were 51-65 so
that could be why only 14% advised that they were aware of such options available to
them.
The Trust has arranged a recognised course for pre-retirement and staff will be advised
of this in advance so they can be fully informed.
2003
No relevant questions
Case Studies:
A member of staff in a very busy office in Breast Department was approaching
retirement, their current role involved working overtime. To enable them to approach
retirement in a structured and less stressful job role, they were given the option of
transferring to a quieter office to cover maternity leave at Christmas. After retirement, all
staff are invited to join the Admin Bank to provide occasional cover.
Other Feedback:
Testimonials from Retirement courses
Documentary Evidence:
Retirement Training Course materials e.g. planner, invites etc
Retirement Information pack and factsheets
Flexible Retirement Policy
Flexible Retirement leaflets
Retirement Policy and leaflets
81
Area:
Flexible Retirement, Childcare and Support for Carers
Indicator: (7b)
All staff including general practice staff continue to have access to an appropriately
trained and resourced childcare co-ordinator, who is active as parent’s advisor and
advocate for flexible working patterns
Rating:
6
Accessible, affordable and good quality childcare support is available to meet diverse
needs of staff with children, including those in general practice, and demonstrates a clear
commitment to equality and diversity
General Narrative
The Trust has continued to build upon the achievements in childcare support met in
Practice. A Work Life Balance co-ordinator is in post, and acts as an advocate and
parents advisor for childcare/dependent care issues and flexible working. The WLB coordinator is also responsible for the provision of general WLB information and support to
the IWL lead.
Commitment to childcare is in evidence at board level, the Childcare strategy was
approved by Trust board 2003. It is a continuously developing document and is up-dated
annually. The Childcare strategy supports flexible working e.g. extended opening hours,
before and after school clubs, holiday play schemes and work continues to engage with
local providers to negotiate extended opening hours and discounted rates for NHS Staff.
The WLB Co-ordinators undertook an audit of the outcomes of the Childcare Strategy in
August 2004 which demonstrated some progress had been made with achieving
objectives of the strategy.
There is wide – spread promotion of the childcare support available to all staff members
via open days, drop in sessions and to those on Maternity Leave through the Keeping In
Touch scheme. The WLB co—ordinator is responsible for promotion of all schemes/
discounts available. The promotion is usually done by visiting team meetings/ payslip
drops, regular articles in the Staff newsletter and the inclusion of childcare info in the
Maternity packs.
A ‘Chill out while the Kids play out’ playscheme information leaflet for Summer 2005 was
produced in conjunction with WLB at the PCTs and nearby DGH. The leaflet was
distributed to all those who had made contact with the WLB co-ordinator, it was also
distributed to IWL communications links and managers within the Trust.
Working in partnership with the Work Life balance co-ordinator at the PCT’s, an Annual
Childcare Needs survey is produced. The 2005 was distributed in April, although they
need to be finalised, the results indicate that 30% thought that childcare facilities and
costs for NHS staff have improved in the last 12 months.
A number of support schemes have been the result of the surveys, these include:
 Introduction of NHS Local subsidy
 Expansion of the TEC scheme in nurseries around the county
 Improved promotion of Flexible Working and the policy in place
 Production of the Carer’s booklet and Carers factsheets
 Production of the summer playscheme leaflet ‘ Chill out while the kids play out’
Keep in Touch Schemes/Advice
Maternity, paternity, adoption and flexible working packs are all available for staff. Staff
who apply for maternity or adoption leave are contacted to by the Work-Life Balance Coordinator and offered to have a 1 to 1 session on options available to them and to plan
their individual maternity action plan. In addition, a "Keeping in touch" newsletter is sent
to every staff member using the IMAP and Keeping in touch (KIT) scheme and provides
another opportunity to send out any new or additional information which may be of use to
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new parents.
The Work-Life Balance Co-ordinator has also worked with Sure Start and the WLB Coordinator for the PCT's to offer the opportunity for staff to access SureStart Baby
Massage courses at a reduced rate, although these have been delayed due to lack
financial resource, further work is planned to continue working in partnership with the
SureStart Teams across Shropshire.
Finally, Trust Board ratified a number of Family Friendly policies in May 2005. These
include, Maternity, Paternity, Adoption, Parental Leave and Flexible Working. Again, all
line managers will attend a training session about the implementation and interpretation
of the policies. A number of leaflets have been produced for staff giving clear guidance
about the policies.
Evidence:
Focus Group:
Work life Balance Co-ordinator has been in place for 2 years but more recently has been
employed specifically by the Trust. Information from focus groups suggests this role
provides excellent support and advice. There is on site child care at Telford and this is
being set up at Shrewsbury as the need/requirement was highlighted.
Childcare options were known to staff, although some felt that the information could be
better distributed.
Some people felt that managers were not particularly supportive when they were faced
with childcare difficulties.
Staff Survey:
2004
14% knew they could access a Childcare (WLB) co-ordinator
18% knew they had access to the provision of subsidised childcare
10% knew they had access to Childcare Vouchers
4% knew there were other forms of childcare support available
2003
Case Studies:
Other Feedback:
Childcare Needs survey results - 2003, 2004, 2005
Mini Validation feedback suggests that most people are aware that the Trust employs a
WLB co-ordinator and know how to access her.
Documentary Evidence:
Childcare Strategy
Information regarding Local Nurseries/ Discounted providers
Playscheme information
All fact sheets regarding Childcare
RSH Nursery information – e.g building plans, update of information
Newsletter articles
Childcare needs survey results + feedback leaflet
Childcare information pack
83
Take up rates for TEC scheme
Take up rates for Childcare Vouchers
Family Friendly Policies
Family Friendly leaflets
‘Chill out while the Kids play out‘ playscheme leaflet
KIT newsletters
Maternity Pack information
84
Area:
Flexible Retirement, Childcare and Support for Carers
Indicator: (7c)
Positive support provided for and taken up by staff who are carers
Rating:
5
Carers manage a healthy balance between their work and their commitments outside
work
General Narrative
In collaboration with colleagues in Staffordshire, the Shropshire Work-Life Balance Coordinators have produced a Guidance for Carers Booklet. This booklet was produced in
October 2004 and supersedes a previous factsheet for Carers, and is available to all staff
members on request and as PDF file on the IWL and WLB websites. Information packs
are also sent out to employees on request. The Trust has always included Carers
information at all IWL roadshows and events and ran a specific Carer Day (in October
2003,) to provide information and support for staff with caring responsibilities. These
specific Carer days were across the local health economy and all of the events were not
as well attended as was anticipated and since then, Carer support has been included in
the general IWL/WLB events rather than being a specific event.
The board ratified the Special Leave policy in September/ October 2005. Again, the
policy is available to staff and managers via the intranet site and hard copies have been
distributed to all ward/departments. Compulsory training sessions took place for all line
managers to ensure the policy was interpreted and implemented consistently across the
Trust.
The Trust is researching the implementation of a Credit Union to assist staff if they need
to borrow money. This project has not be finalised or implemented yet, however the WLB
co-ordinator has been involved in meetings arranged to establish the provision.
The Work-Life Balance Co-ordinators have also produced a Carers and Work-Life
Balance Strategy and again have undertaken audits of these documents. Like the
childcare strategy, these are jointly produced working documents which support a local
health economy approach to these IWL elements.
A Staff counselling provision is in place to offer emotional support to those who may
require it.
Although Carer support is limited currently, there are plans in line with the Carers
Strategy to run support sessions, include a focus on carer support in the IWL segment of
Corporate Induction.
Evidence:
Focus Group:
Staff are aware of support for carers and many are supported by their managers. A
special leave policy has been implemented to ensure continuity of such support; this
policy will be disseminated along with relevant training.
Many were aware that the Special Leave policy was in place and could be used by staff
members who needed time of for caring purposes. Although Carer support is recognised
as being limited, staff felt that should demand necessitate support would be arranged.
Staff Survey:
2004
7% of staff knew that the Trust provides support for carers. Although low, this result is not
unexpected as not all members of staff would have carer responsibilities.
17% Said the Trust don’t have support in places for carers
85
69% didn’t know if support existed
2003
No relevant questions
Case Studies:
Other Feedback:
Mini Validation feedback shows some evidence that staff are aware if the Trusts Special
Leave policy and its use.
Documentary Evidence:
Carers Strategy
Special Leave Policy
Carers Guide
Guide to Work Life Balance booklet
Staff Counselling information
86