NHS Staff Survey 2017

NHS Staff Survey 2017


Approximately 1.1 million NHS employees in England were invited to participate in the 2017 NHS Staff Survey between September 2017 and November 2017. The response rate was 45 per cent. Summary of the results: 31 per cent of staff were satisfied with their level of pay; 68 per cent say their immediate manager takes an interest in their health and wellbeing; 58 per cent of staff worked additional unpaid hours; staff are reporting lower satisfaction with the quality of work and care they are able to deliver; 38 per cent of staff reported feeling unwell due to work related stress in the last 12 months; and 87 per cent of staff reported having an appraisal in the last 12 months.


See the national briefing: http://www.nhsstaffsurveys.com/Caches/Files/P3088_ST17_National%20briefing_v5.0.pdf


See the full survey results http://www.nhsstaffsurveys.com/Page/1064/Latest-Results/2017-Results/

Learning from the vanguards. Briefings from NHS Clinical Commissioners

Supporting people and communities to stay well
This briefing explores how the vanguards have sought to design health and care services around the needs of people who use them, focusing on the outcomes that matter to people and tailoring care to their needs and goals.

Staff at the heart of new care models

This briefing looks at how the vanguards have broken down traditional organisational barriers across whole systems, how they have engaged staff in the programmes, communicated change and supported staff to work differently.

Spreading and scaling up change
This briefing explores the ten key factors that the vanguards have identified are crucial to encourage the spread of initiatives.

Developing People - Improving Care: one year on

One year on from the launch of the Developing People- Improving Care, NHS Improvement highlights how leaders across health and social care have implemented the framework.

Guy's and St Thomas' staff engagement case study

NHS Employers has published a new case study looking at how Guy's and St Thomas' NHS Foundation Trust has rolled out a series of listening exercises as part of its staff engagement work.

STPs: destined to fail or the road to better care? - the hospital doctors’ view

This report from the Hospital Consultants and Specialists Association aims to contribute to existing debates, setting out HCSA members’ experience and views of STPs. The key themes covered in this research were: hospital clinicians’ knowledge of the STP process; clinicians’ engagement in the STP process; and clinicians’ views on the impact of STPs.

Learning from improvement: special measures for quality

Four years after the introduction of special measures, NHS Improvement reviewed the experience of trusts that exited the process so we can better understand why they entered special measures, what actions they took and how they implemented change to improve.

Staff engagement at Ashford and St Peter's

Read NHS Employers' new case study looking at Ashford and St Peter's Hospitals NHS Foundation Trust's approach to quality improvement.

The latest in our series focusing on staff involvement for quality improvement, the case study focuses on how Ashford and St Peter's has used innovative staff involvement techniques to help all staff improve quality of patient care. Beginning as an initiative solely for medical staff engagement, it has now been adopted across the organisation.

Exclusive: CQC plans rules on 'safe workload' for junior doctors

The Care Quality Commission has asked the medical royal colleges to draw up new “safe workload” standards for junior doctors, amid concerns they are still being given a workload that is unsafe, HSJ can reveal.

The CQC’s new chief inspector of hospitals, Ted Baker, also told HSJ in a wide ranging interview that:

• Staff were leaving the NHS because of culture problems including bullying
• The CQC had shifted trust chief executives behaviour from performance management to staff engagement
• Dedicated staff would get the NHS through winter because NHS services and capacity had not kept pace with demand

To obtain this article copy and paste the post into an email and send it to library@uhcw.nhs.uk with the subject line reading "Please obtain this article"

'Be the Change' programme

'Be the Change' programme was created by junior doctors at Ashford and St Peter’s Hospitals NHS Foundation Trust, based on social movement theory, and is inspired by Fab Change Week. The aim is to empower all staff to identify quality improvement opportunities in their own areas and to make improvements themselves. Find out more about the programme.

Attract, retain and motivate your staff with Reward

NHS Employers has developed a quick guide to lead you through the three phases of the reward strategy toolkit to help you to develop an effective approach to reward for your organisation.

Using mobile technology for reward communications

New case study from NHS Employers with North Tees and Hartlepool NHS Foundation trust which looks at the development of a mobile phone app which aims to increase reward communications to staff.

The case study includes why the trust decided to develop the app, the challenges they faced, and how it helped the trust to improve their communications.

Staff friends and family test data

NHS England has published Q1 2017/18 data for the version of the friends and family test used to gauge the attitudes of staff to their place of work.

Developing accountable care systems: lessons from Canterbury, New Zealand

New article published by the King's Fund

There are clear parallels between pressures the Canterbury health system was facing at the start of its programme of transformation and current pressures on the NHS – including financial deficits, rising demand and declining performance in emergency and elective care. Given the positive impact that the changes in Canterbury have had, it is worth considering the lessons that the NHS can learn as it embarks on its own journey of transformation. 

The interventions and delivery models used in Canterbury offer practical lessons for other health systems, as does its approach to change, which includes a strong emphasis on system working, staff engagement, co-design and continuous quality improvement. Technology has been key to Canterbury’s success, and local investment and innovation have been central to this. Developing solutions in partnership with clinical users has been key to their successful design and uptake.

Developing People – Improving Care: A national framework for action on improvement and leadership development in NHS-funded services

What is this framework? It’s the first version of a national framework to guide local, regional and national action on developing NHS-funded staff. Its sponsors are the main national organisations with NHS responsibilities. The framework applies to everyone in NHS-funded roles in all professions and skill areas, clinical and otherwise. Future updates are expected to cover people in social care as well.

What is the framework’s purpose? To equip and encourage people in NHS-funded roles to deliver continuous improvement in local health and care systems and gain pride and joy from their work. To that end, the framework aims to guide team leaders at every level of the NHS to develop a critical set of improvement and leadership capabilities among their staff and themselves.

A journey to improved staff engagement

A new case study, from NHS Employers, looking at how Imperial College Healthcare NHS Trust has significantly improved their staff engagement levels using new and innovative methods.

Through engaging with staff to understand more about how they are feeling at work, engagement levels have improved from the 2015 score of 3.71 to 3.8 in 2016, which was the largest year-on-year increase of all acute trusts in London.

The State of Patient Experience 2017: A Return to Purpose

The full research report from the Beryl Institute's latest benchmarking study provides insights into trends in structure and practice, leadership and measurement and offers core considerations for organizations looking to lead in experience excellence. The largest research of its kind, the study engaged almost 1,700 respondents from 26 countries representing six continents sharing the challenges and opportunities they are facing and the steps they are taking to address the patient experience.

According to the research:

• Experience efforts are expanding and are now an integral part of the fabric of our healthcare efforts.
• Patient experience remains a top priority with a focus on employee engagement now seen as a central driver in experience efforts.
• Leadership and culture are now the significant motivators versus the historic focus on mandates and requirements, and there is a recognition of the impact that patient/family voice and caregiver engagement has on the work of healthcare.
• Patient experience itself continues to establish presence with the role of patient experience leaders, experience team size and the use of a formal definition on the rise.
• Patient experience is now being recognized as an integrated effort touching on much of what we do in healthcare and one that drives clear and measurable outcomes.

New case study - how trust wide engagement has encouraged speaking up

NHS Employers has worked with York Teaching Hospital NHS Foundation Trust to find out how by engaging with staff across multiple sites, they've successfully promoted awareness about raising concerns and the role of their Freedom to Speak Up guardian, Lisa Smith.

Find out how Lisa used flu clinics and inductions to speak to staff, and how alongside her trust, she plans to introduce Schwartz rounds in our new shared learning example.

Involving your staff with quality improvement initiatives

NHS Employers' new briefing on staff involvement in quality improvement activities will help you to identify:

• staff involvement is an essential ingredient of a sustainable approach to quality improvement
• a range of ways in which staff can be involved in quality improvement activity
• staff involvement is an integral part of your approach
• staff need protected time and training in quality improvement techniques
• greater staff involvement will help to deliver sustainable improvements.

Delivery costs extra: can STPs survive without the funding they need?

This report from the British Medical Association analyses all 44 STP plans and highlights concerns around poor engagement with clinicians, patients and the public and the challenging timeline of STP implementation without upfront funding to deliver the plans. The report is also accompanied by a paper summarising each STP plan and a glossary of commonly used acronyms.

Staff engagement and workforce challenges

In his latest blog, Steven Weeks, policy manager and staff engagement lead at NHS Employers reflects on the recent event Staff Survey 2016 results: The Next Steps.

Steven talks about how we can help each other with some of the workforce challenges we face by sharing our ideas, innovations and methods. He shares some of the great work that's happening in other parts of the NHS, such as NHS Blood and Transplant, and their approach to engaging with a diverse range of staff.