Annual Report and Accounts - The Great Western Hospital

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9 STAFF SURVEY REPORT 9.1 Our staff The Trust is committed to being an exemplar employer and strives to ensure that all employees reach their full potential at work. We have also focused on ensuring that our staff have the right knowledge and skills to provide high standards of care to our patients and their carers but also the right behaviours so that we work as an effective team to get things done. We have also been working towards improving how we recognise the hard work, loyalty, commitment and successes of our workforce and have put in place a number of mechanisms such as a monthly and annual award scheme as part of our strategy. Our average headcount for 2011/12 was 4,800. This equated to an average whole time equivalent of 3,911.33. For the two months prior to the June merger our average was 3,332 staff (2,756.64 wte) and for the 10 months after the merger, our average was 5,094 staff (4,142.27 wte). 9.2 Staff satisfaction It is recognised across the NHS that a more satisfied workforce provides better patient care and the Trust places a great deal of emphasis on exploring ways to improve and enhance motivation and morale so that staff are satisfied in their work. To help the Trust understand how staff are feeling, the results of the annual staff survey commissioned by the Care Quality Commission are examined to identify any areas for improvement. In 2011, the Trust transferred 1,900 staff from Wiltshire Community Health Services, consequently the sample included employees who would have not worked for the Great Western Hospitals Foundation Trust the previous year. The transition and integration took a considerable amount of focus and it is positive to note that staff motivation at work increased over the previous year’s results despite the organisational changes. The Trust is now in the best 20% for all acute trusts for staff motivation. Our staff scores place the Trust as fifth across 20 Acute Trusts in the South West of England. The 2011 survey results show that staff experience has improved in the following areas:- • Staff motivation at work • The percentage of staff agreeing that their role makes a difference to patients • The percentage of staff experiencing discrimination at work in the last 12 months Staff have reported no areas of deterioration since 2010. Overall, the Trust is measured against the four staff pledges from the NHS Constitution with an additional theme of staff satisfaction. These indicators break down into 38 key findings and results show that GWH has improved on 4 key finding areas since 2010 and is average or above average for 31 areas as benchmarked against other Trusts. However, there are seven key findings areas where the Trust is below average. Last year we were below average in nine areas. Page 148 of 211
Detailed below is a summary of the Staff Survey scores for 2011 alongside the equivalent scores from the 2010 survey. Full details of the survey can be found on the Care Quality Commission website at www.cqc.org.uk. 9.3 Summary of staff survey results 2010 2010 2011 2011 Improvement / Deterioration Trust National Average Trust National Average Response rate 59% 51% 66% 53% 7% improvement Top 4 ranking scores KF 23. Percentage of staff experiencing physical violence from patients, relatives or the public in the last 12 months KF 25. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months KF 16. Percentage of staff receiving health and safety training in last 12 months KF 38. Percentage of staff experiencing discrimination at work in last 12 months Bottom 4 ranking scores KF 13. Percentage of staff having well structured appraisals in last 12 months KF 8. Percentage of staff working extra hours KF 14. Percentage of staff appraised with personal development plans in last 12 months KF 10. Percentage of staff feeling there are good opportunities to develop their potential at work 8% 8% 4% 8% 4% improvement 13% 15% 10% 15% 3% improvement 92% 80% 92% 81% No change 13% 13% 9% 13% 4% improvement 34% 33% 31% 34% No change 70% 66% 68% 66% 2% improvement 66% 66% 66% 68% No change 39% 41% 37% 40% 2% deterioration Following this year’s staff survey results, the Trust received a presentation from Quality Health so that we could determine which areas to focus our efforts to sustain improvement for our workforce. Page 149 of 211
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Great Western Hospitals NHS Foundat
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CONTENTS 1 Chair and Chief Executiv
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The Great Western Hospital became a
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Underpinning this, our values are t
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3.2 Principal activities of the Tru
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Further Companies Act Disclosures 3
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Business Review / Management Commen
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3. To ensure that staff are proud t
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6. To work in partnership with othe
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With funding received from the Depa
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3.13 Contractual arrangements The T
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Patient care 3.16 Development of se
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3.20 New or significantly revised s
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3.24 Complaints Handling For the Tr
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The Trust actively responds to feed
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3.25 Using patient experience to dr
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The table below shows the CQUIN res
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Action plans based on the Quarterly
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3.27 Development of services with o
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3.29 Health and Overview Scrutiny C
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3.32.5 Interests held by Directors
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4.3 Attendance at meetings of the R
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4.7 Board of Directors’ employmen
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Remuneration Name Title Salary (Ban
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4.8.4 Additional disclosures The Tr
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5.1.2 Elected Governors - Public Co
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5.1.4 Nominated Governors Name Nomi
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5.1.6 Lead and Deputy Lead Governor
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“Eyes and Ears” - An initiative
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5.1.12 Nominations and Remuneration
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Rowland Cobbold, Non-Executive Dire
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Lyn Hill-Tout, Chief Executive (unt
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5.2.3 Length of appointments of Non
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5.2.6 Attendance at meetings of the
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5.3 Audit Committee 5.3.1 The Audit
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5.4 Directors’ responsibility for
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Note: Angela Gillibrand and Rowland
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The Mental Health Act / Mental Capa
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The Trust has a wide range of staff
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5.8.6 Membership Strategy To encour
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5.9 Code of Governance Disclosure S
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6 QUALITY REPORTS Part 1 - Statemen
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Part 2 - Priorities for improvement
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6.3.1 Review of services and partic
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The trust chose not to contribute t
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No. Audit Title Reconstruction Audi
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The reports of 273 local clinical a
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Page 103 and 104: Great Western Hospitals NHS Foundat
Page 105 and 106: Part 3 - Other Information 6.4 Over
Page 107 and 108: GRAPH - Clostridium Difficile WCHS2
Page 109 and 110: GRAPH - Medicine incidents by type
Page 111 and 112: Harm from falls WCHS: It was not po
Page 113 and 114: • Rolling educational programme w
Page 115 and 116: CHART - Relative risk SW Acute Trus
Page 117 and 118: Following the Trust’s merge in Ju
Page 119 and 120: Priority 7: Participation on the Re
Page 121 and 122: All the guidelines have been dissem
Page 123 and 124: This has been achieved by: • Mont
Page 125 and 126: • As a result of complaints and c
Page 127 and 128: CHART - National Sentinel Stroke Au
Page 129 and 130: Priority 16: To ensure patients are
Page 131 and 132: 6.5 Care Quality Commission (CQC) I
Page 133 and 134: 6.7 Statement of Directors’ respo
Page 135 and 136: a Quality Account and the opportuni
Page 137 and 138: Overall, the Trust has good plans t
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Page 141 and 142: Graph 1 - GWH carbon footprint (ton
Page 143 and 144: The Trust is working with local bus
Page 145 and 146: Graph 9 - Total tonnes of waste pro
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Page 151 and 152: Wiltshire Community Health Services
Page 153 and 154: providers. Feedback obtained across
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Page 157 and 158: 10.2.2 Governance risk rating The t
Page 159 and 160: 11 OTHER DISCLOSURES IN PUBLIC INTE
Page 161 and 162: 13 AUDITOR’S OPINION AND CERTIFIC
Page 163 and 164: 14 ANNUAL GOVERNANCE STATEMENT 14.1
Page 165 and 166: • the key controls to mitigate ag
Page 167 and 168: 14.4.6 Organisation Culture The Tru
Page 169 and 170: 14.5 Review of economy, efficiency
Page 171 and 172: Process Board Role and Conclusions
Page 173 and 174: 15 GLOSSARY OF TERMS BARS - Blood A
Page 175 and 176: 16 FOREWORD TO THE ACCOUNTS 16.1 Fo
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1 CHAIR AND CHIEF EXECUTIVE’S REP
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2 OUR TRUST 2.1 Vision - Your healt
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3 DIRECTOR’S REPORT General Compa
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3.3.2 The Brunel Treatment Centre O
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14 In relation to the use of financ
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Checklist, a World Health Organisat
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organisations to adapt to these cha
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TABLE - Wiltshire Community Activit
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The Trust is currently reviewing it
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Enhanced Quality Governance Reporti
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The Trust is using its foundation t
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of implementing the programme. Incl
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As part of the corporate back offic
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What patients and service users hav
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3.25.3 Patient Surveys The PICKER I
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3.25.5 Annual Inpatient Survey The
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CHART - Percentage of patients who
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3.28 Working with our partners to s
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3.31 Statement as to disclosures to
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4 REMUNERATION REPORT Information n
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4.5 Remuneration of senior managers
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4.8 Pension Benefits and Remunerati
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The accounting policies for pension
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5 NHS FOUNDATION TRUST CODE OF GOVE
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There is currently a vacancy for th
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5.1.5 Attendance at meetings of the
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In addition, in preparing the Trust
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5.1.11 Council of Governors Meeting
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5.2 Board of Directors 5.2.1 The Bo
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Roger Hill, Non-Executive Director
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Helen Bourner, Director of Business
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5.2.4 Statement about the balance,
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5.2.9 Significant Commitments of th
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5.3.2 The work of the Audit, Risk a
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5.6 Nominations Committee 5.6.1 The
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5.7 Mental Health Act / Mental Capa
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5.8 Membership 5.8.1 Membership The
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The groupings of the members in the
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5.8.8 Membership development propos
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G.1.2 - The Board should clarify in
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and Governors. We have also commenc
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Regulation 1. To sustain compliance
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Audit / confidential enquiry title
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Audit Title Submitted/Required (%)
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No. Audit Title Learning From The P
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No. Audit Title 8. Diabetes Ketoaci
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No. Audit Title Audit Summary/Learn
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No. Audit Title Audit Summary/Learn
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6.3.4 Registration with Care Qualit
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Steering Group, provides a quarterl
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Clostridium Difficile: The goal for
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Priority 2: To reduce harm associat
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Priority 3: To reduce harm associat
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Pressure ulcers Community: The comm
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Safe care of the patient receiving
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CHART - Serious Incidents grouped b
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The three top serious incident caus
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West conference call in August 2011
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Priority 9: To review the clinical
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Priority 12: To undertake nutrition
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• A regular ongoing training prog
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Community: • Q1 Performance April
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The survey results demonstrate that
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6.6 Performance against key nationa
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6.8 Statements from Primary Care Tr
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6.8.4 Wiltshire Primary Care Trust
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6.9 Independent Assurance Report to
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7 SUSTAINABILITY REPORTING 7.1 Stro
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Graphs 3 and 4 show energy consumpt
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Graph 7 - Water consumption in WCHS
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8 EQUALITY REPORTING 8.1 Equality d
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9 STAFF SURVEY REPORT 9.1 Our staff
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It was agreed that we would focus o
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Appraisal rates. The overall rate f
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A quarterly “Voluntary Service Ma
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10 REGULATORY RATINGS REPORT 10.1 M
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10.3.2 Explanation for differences
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12 STATEMENT OF ACCOUNTING OFFICER
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14.4 The risk and control framework
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Risk Licence to operate (compliance
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The governors and wider stakeholder
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Steps which have been put in place
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14.8 Conclusion I have not identifi
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SHA - Strategic Health Authority SW
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