January – March 2017
This month we received the results of the 2016 annual NHS staff survey. We surveyed all UK-based staff and over 50% responded. As one of the most significant tools we have to assess how staff feel about working at the trust, this level of completion provides an important snapshot and temperature gauge across all of our 32 UK sites.
This year’s results again place Moorfields as one of the top performing NHS trusts for staff satisfaction. Our staff told us that we perform well for overall staff engagement, that we are very much a place they would recommend to work or be treated, and that they feel Moorfields consistently believes in putting patients first. It was also pleasing to see that staff motivation is high and that our appraisal process is becoming increasingly embedded and valued.
While positive feedback is useful, relevant and very important, as chief executive I focus equally, if not more, on feedback that identifies where we are not performing to the level I would expect. One of the key ways to address the challenges some of our staff have reported is to be honest. I plan to spend a substantial amount of personal time working with executive colleagues throughout this year to address the challenges highlighted by some members of staff.
The alumni conference for nurses and support staff was a huge success and it was an absolute pleasure to be invited to speak about my vision for Moorfields. A packed room of nursing and support staff colleagues engaged in lively debate and discussion with the London regional chief nurse, concluding the day and reinforcing the high esteem in which Moorfields’ nursing is held across the NHS.
I also had the pleasure of joining the annual Moorfields alumni meeting. This was a great opportunity to meet with clinical colleagues past and present and hear from our service directors, doctors in training and alumni from across the world about the great work taking place at Moorfields and internationally. It was inspiring to hear about the great deal of ground-breaking work, wonderfully presented, showing the important role the Moorfields family plays in eye health and research across the globe.
Potters Bar and St George’s sites:
Early this month Tracy Luckett, our director of nursing and allied health professions, and I had the great pleasure to spend some time at our service in Potters Bar. On our journey back to Old Street we both commented on how positive, efficient and focused the service was. It was a very busy Friday and there are clearly challenges with space and the physical estate at Potters Bar. However, there were also first class examples of surgical pathway improvements locally, WHO checklists completed within the spirit in which they were devised, and how, despite increasing demand and busier clinics, the personal and professional approach of Moorfields employees can be maintained. It was a very positive end to the week. The following Monday, I spent some time at our service at St George’s with two of our non-executive directors Ros Given-Wilson and Nick Hardie, and again, while a very different environment, I saw very much how teams are thinking and changing the way care is being provided to help drive improved patient experience and efficiency. I am looking forward to seeing over the next few weeks the estate changes planned to the outpatients department at St George’s.
It was a real pleasure for me to see the results of our CQC inspection published in January. Sharing the news with staff and stakeholders has been incredibly rewarding and reaffirms what I have known since before joining in April: people who work for Moorfields care passionately about Moorfields. I saw lots of smiles, heard lots of clapping and even witnessed a few tears of joy (!). As a chief of executive of a wonderful organisation like this it has been an incredibly uplifting experience. My praise extends to all staff across our network here in the UK. While the inspectors visited nine of our sites, they spent months reviewing data from the clinical services provided at all 32 sites across London and the South East and this is reflected in our reports and ratings.
It’s with this trust-wide perspective that I would like to echo a comment made by Declan Flanagan, our medical director: those services that have achieved consistent good or outstanding results are those that have a clear and consistent track record of multidisciplinary team working. Services for children and young people and urgent and emergency services are good examples of this. There is a lot in this comment for us all to learn from and apply to the way we work in the various roles we occupy.