Annual Report and Accounts - The Great Western Hospital

It was agreed that we would focus on improving the appraisal rates so that more staff reported
receiving a well structured effective appraisal. A new policy and process with relevant training for line
managers will be introduced over the course of the year.
It was also agreed that we could improve our staff’s confidence so that they feel satisfied with the
quality of work and patient care they are able to deliver. We will do this by reviewing how we design
our jobs and teams and ensuring that improving patient experience is at the core of our actions.
We are also investing in improving our management capability so that our managers are well
equipped to support staff through change as we improve pathways and efficiencies in the way we
work.
The Trust is focussing on improving staff feedback through questionnaires and workshops, the results
of which will be analysed and reported through the Executive Committee which will monitor
performance.
9.4 Staff consultation and engagement / other consultations
The GWH has a strong relationship with the Employee Partnership Forum (EPF) and work on
integration with the Wiltshire Workforce Partnership forum started in January 2011, so that a new
agreement was in place and joint meetings being held from June 2011. All major change papers that
affect organisational structures are presented to this forum before the organisation starts
consultation, an example of the effectiveness of the process is that we have no appeals or
employment tribunal claims as a result of the Corporate Back Office re-structure programme which
was implemented in the last quarter of 2011.
During 2011 we introduced new organisation values. These are Service, Teamwork, Ambition and
Respect (STAR). These values were launched with a series of road shows across our different
localities. The Values have been embedded into the new annual recognition programme and monthly
STAR awards. They have also been used to support recruitment decisions.
In October 2011, our new Chief Executive, Nerissa Vaughan joined the Trust. As part of her
induction to the Trust she carried out a series of meetings to meet the staff. A feedback process
called ‘Ask Nerissa’ was also established to enable staff to email her directly about their concerns
and questions on issues affecting them.
In addition to the Staff survey feedback, in early 2012 the Trust asked for feedback in the form of a
questionnaire from key employees involved in the pre and post transition phase and a workshop was
held, facilitated by NHS Elect to understand what went well and what could have been done
differently. A feedback questionnaire has also been designed which will go out to the wider
community to understand key issues around the transition and what improvements can be
introduced.
9.5 Communicating with staff
Since 2010 a range of new channels have been introduced to strengthen communication between
senior management and Trust staff:
• Over the past year the Trust has built on the success of quarterly magazine Horizon by
providing space for regular features on different areas within the organisation and highlighting
the achievements of staff including educational attainment and awards. The magazine
continues to be well read and its readership has grown since the launch and the merger with
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