April – June 2018
Reflecting on our staff survey results from 2017 and looking forward to our new proposed facility with the launch of our RIBA design competition.
How did we do?
This year our staff survey received its highest ever level of feedback; 56% (1,153) of staff filled out the online form and provided incredibly valuable insights to your experiences of life at Moorfields. Overwhelmingly the picture was very positive and again Moorfields has polled as one of the best NHS organisations at which to work. We remain consistently ahead of most other NHS organisations, including acute specialist trusts which generally rate higher, for: staff satisfaction with the quality of work they are able to deliver; motivation at work; confidence in reporting incidents of unsafe clinical practice; quality of appraisals and quality of training. Very importantly, and a testament to the high quality care our staff deliver, I was delighted to also see that Moorfields is continually rated very strongly as a place staff would recommend to receive treatment. Indeed last quarter this polled at 99%, our highest ever recorded figure.
As well as reading many positive comments and scores within the survey report, there were many areas where performance was not as good as our peers and, worryingly, where we have failed to improve our performance over long periods of time. To be a positive and progressive learning organisation we need to acknowledge these challenges and, more importantly, set about changing them. We need to be able to talk about behaviours that any of us feel are inappropriate and that are not aligned to the values we all expect from staff in a world leading organisation such as Moorfields.
As the chief executive of this fantastic organisation my commitment is to tackle those areas of challenge where we are collectively failing. As part of that challenge I want staff to always feel able to raise concerns and speak up; feedback and feedback some more. This is the only way I and my executive colleagues can understand the challenges people face and ensure in real time we address areas of poor practice or cultural negativity.
Change requires leadership and it also requires commitment from everyone. I am delighted that the majority of staff still greatly value their time as a member of the Moorfields family. It is now incumbent on me, the executive team and each of you to help ensure we address the areas that have been less positive and to be sure that we focus constantly and consistently on ensuring our staff are happy, motivated, safe and therefore able to deliver the very best patient care.
Our new proposed facility:
As many of you are aware we have recently set in place a process with the Royal Institute of British Architects (RIBA) to select a designer for our new proposed facility with the UCL Institute of Ophthalmology at St Pancras. This process is the first part of a very important journey. The design, look and feel of our new development is critically important. We want to create an environment that is a pleasure to work in and a calming, innovative and supportive environment for our patients. We also want to design a building that works from the day it opens to the day it closes.
Designing any building starts with a comprehensive understanding of its function. This comes by defining need and demand. As I took great pride in witnessing in the recent BBC documentary, the development of new technology, increasing demand on services, consumer habits and the reality that human beings don’t always behave as we might expect or want them to, means that our planning has to be thoroughly thought through, flexible and, where possible, future proof. To help us achieve this we need to start right back at the basics and need the help of staff and stakeholders to define the service: where it is now and where they believe it will be in years to come. From this we will design our building.
David Probert, Twitter: @probert_david