AN HSJ SUPPLEMENT/5 SEPTEMbEr 2014

BEST PLACES TO WORK

IN ASSocIATIoN wITH

hsj.co.uk 5 September 2014 Health Service Journal supplement 1

foreword

Gill BellordNHS Employers is delighted to support this year’s Best Places to Work initiative.

Every day we work with NHS organisations in England to provide

leaders and managers with practical, topical advice and information on issues ranging from pay and pensions to staff health and wellbeing. Our daily contacts with employers help us understand the importance of high levels of staff engagement and staff experience and the link this has to quality patient care.

Continuing to make the NHS a good place to work and retain current staff and attract new ones is always a challenge. Making our organisations a Best Place to Work is one aspect of meeting this challenge.

So, what’s the difference between good and great? What difference does it make to be recognised as one of the best places to work? A great employer has 100 per cent commitment from its leaders. They engage their staff, listen to innovative ideas and involve their people in the challenges and improvements that the organisation faces.

The NHS staff survey and initiatives such as Best Places to Work provide leaders with information they can use to identify where improvements need to be made. A great employer will proactively use data from the staff survey and engage with their workforce and patients to make improvements.

Staff engagement, talent, culture change and vision are all words that are being used more and more when we talk about being a good employer. These words need to be put into action. We hope that the examples of action set out in this year’s list will help you do this. lGill Bellord is director of employment relations and reward at NHS Employers.

HSJ’s Best Places to Work is an annual celebration of the UK’s elite public sector healthcare employers. These organisations have proven that they know what it takes to create environments where people love to come to work. Identifying and recognising these outstanding workplaces is a joint effort of HSJ and Best Companies Group. BCG is an independent workplace research firm specialising in identifying and recognising great places to work throughout the US, Canada and the UK.

Each year, all healthcare trusts are required to conduct an employee engagement and satisfaction survey. This is compiled into reports about trusts that are also made public by the NHS and the Picker Institute at www.nhsstaffsurvey.com.

Best Companies Group was able to use this information to analyse the organisations, determine who was in the top 100, and to create benchmark reports used by HSJ.

More specifically, each trust’s data was categorised into seven different core focus areas to determine how good they were in each of the areas. The core focus areas are:l Leadership and planningl Corporate culture and communicationsl Role satisfactionl Work environmentl Relationship with supervisorl Training and developmentl Employee engagement and employee satisfaction

Once that stage of the analysis was complete, BCG was able to rank the trusts and identify which were in the top 100.

Each trust also had the opportunity to complete an employer questionnaire, conducted by BCG.

The information gathered by this survey was used by HSJ to complete organisational profiles and to dig deeper into what make a great place to work. The employer questionnaire was not used in the determination of the top 100.

BCG’s workplace assessment experts determined who was good enough to make the list and where they ranked.

The list presented here is ordered alphabetically, by organisation type, but the overall top 10 organisations have been higlighted.

best places to work 2014 – how we identified them

Initiatives such as Best Places to Work provide leaders with information they can use to identify where improvements need to be made

www.hsj.co.uk/bestplaces #HSJBestPlaces

BEST PLACES TO WORK

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ACUTE TRUSTS

Birmingham Children’s Hospital Foundation Trust

l Full time permanent staff: 2,484l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 63 per cent male /37 per cent femalel Programme to recruit ethnic diverse staff: YesIn June, the trust identified the recruitment squeeze as one of its main operational challenges, with a shortage of nurses entering the system. It currently employs a total of 3,163 people (including part timers), of whom 1,124 are nursing staff. It delivers strongly on career development with 89 per cent believing it provides equal opportunities for career progression or promotion. In addition, 13 per cent of its executive team are from a BME background. Chief executive Sarah-Jane Marsh was listed as one of HSJ’s top chief executives for 2014.

Blackpool Teaching Hospitals Foundation Trust

l Full time permanent staff: 3,677l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: NoJust 7 per cent of staff have experienced discrimination at work in the last 12 months and few experience physical violence from staff at work (just 1 per cent). The acute and community service provider employs a 5,699 strong team and is a “Positive About Disabled People” employer.

Cambridge University Hospitals Foundation Trust

l Full time permanent staff: 7,357l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 64 per cent male/36 per cent femalel Programme to recruit ethnic diverse staff: YesThe trust offers a range of benefits for staff including flexible working and special leave schemes. The trust has its own fitness facility, the Frank Lee Leisure and Fitness Centre with a 25m indoor pool. It recognises that staff perform best when they can be themselves and has an active LGBT and Straight Alliance to promote LGBT inclusion in the workplace.

Chelsea and Westminster Hospital Foundation Trust

l Full time permanent staff: 2,912l Voluntary staff turnover: 15 per centl Exec team male/female ratio: 40 per cent male/60 per cent femalel Programme to recruit ethnic diverse staff: NoStaff experience comparatively low stress within the organisation. The trust’s people, rate it 2.86 on a rising stress scale of 1-5. Only a third of its employees have

witnessed incidents or near misses in the last 12 months.

Dartford and Gravesham Trust

l Full time permanent staff: 1,710l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 43 per cent male/57 per cent femalel Programme to recruit ethnic diverse staff: NoOf the trust’s workforce, 90 per cent believe it provides equal opportunities for job promotion or career progression. This is a reflection of the fact that 57 per cent of its executive team is female, and 14 per cent are from a BME background. In addition, many would recommend the trust as a place to work or receive treatment.

Ealing Hospital Trust

l Full time permanent staff: 2,125l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 80 per cent male /20 per femalel Programme to recruit ethnic diverse staff: Yes Ealing Hospital employs a total of more than 3,000 people, of whom 1,074 are nursing and 354 medical employees. With a good focus on development, 83 per cent of staff have received job-relevant training, learning or development in last 12 months. The organisation’s proposed merger with North West London Hospitals Trust could deliver a £12.2m surplus by 2017-18.

Frimley Park Hospital Foundation Trust

l Full time permanent staff: 2,388l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: No“They look after staff as individuals, not just as a number,” says one Frimley Park member of staff. The trust is community focused with staff taking part in an annual 10k Road Race and “Big Jump” raising money for hospital causes. The workforce is largely made up of female employees and 50 per cent of the executive team are female.

Great Ormond Street Hospital for Children Foundation Trust

l Full time permanent staff: 3,095l Voluntary staff turnover: Not availablel Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: YesGreat Ormond Street runs an apprentice scheme aimed at employing people from the local community. To improve its environmentally friendly credentials the trust has recently installed a new form of water treatment which uses copper and silver ionisation to kill the legionella bacteria which allows it to run water at a much lower temperature.

Guy’s and St Thomas’ Foundation Trust

l Full time permanent staff: 8,751l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: YesGuy’s and St Thomas’ Foundation Trust has a strong focus on the patient experience, including “Barbara’s story”, which focuses on the journey through hospital of a patient with dementia. The trust uses it extensively for staff training. The trust also has a long-standing focus on diversity and inclusion, led by its associate director for diversity and human rights.

Harrogate and District Foundation Trust

l Full time permanent staff: 1,616l Voluntary staff turnover: 7 per centl Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: YesAs a small foundation trust, Harrogate and District employs a workforce of 2,871 providing acute and community services. Its staff feel opportunities are open to all with 94 per cent of staff believing the trust provides equal opportunities for career progression or promotion, and 79 per cent of staff are satisfied with the quality of work they are able deliver.

Homerton University Hospital Foundation Trust

l Full time permanent staff: 2,352l Voluntary staff turnover: 13 per centl Exec team male/female ratio: 67 per cent male/33 per cent femalel Programme to recruit ethnic diverse staff: YesWith a total headcount of 3,291, Homerton University Hospital Foundation Trust offers a wide range of benefits to its employees, including free confidential counselling services and subsidised exercise classes. More than three in four staff members feel

Cambridge Hospitals has an active LGBT alliance to promote LGBT inclusion

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ACUTE TRUSTS

l Full time permanent staff: 1,423l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 71 per cent male/29 per cent femalel Programme to recruit ethnic diverse staff: YesMoorfields, based in London, is one of the world’s leading eye hospitals in clinical care, research, and education.

The trust manages three commercial divisions: Moorfields Private, Moorfields Pharmaceuticals and Moorfields Eye Hospital Dubai. There is a sense of pride among its workers as 92 per cent would recommend the care delivered by the trust to friends and family.

“We’re a friendly organisation”, says Tracy Luckett, Moorfields director of nursing and allied health professionals. “We try to take an exploratory view of how we provide service and meet the individual needs of our staff.” Opportunities to visit other ophthalmic units in the UK and

abroad are offered to staff across the board. In other institutions, “most junior staff don’t really get the opportunity to do that,” says Ms Luckett.

Although staff work across various locations in London, 87 per cent of employees know who their senior managers are.

Chief executive John Pelly provides monthly briefings across Moorfields’ 22 sites and is on hand to answer any staff questions. Most employees say they are free to choose their working methods, and feel able to make suggestions in their team.

“We retain our staff and I think that’s about meeting the needs of individual staff members and working with them as their work life changes,” says Ms Luckett.

Staff benefits include an employee assistance scheme that offers confidential counselling and a benevolent fund for those experiencing financial difficulties.

Moorfields Eye Hospital Foundation Trust

that they are able to contribute to improvements at the trust.

James Paget University Hospitals Foundation Trust

l Full time permanent staff: 2,534 WTEl Voluntary staff turnover: 9 per cent l Exec team male/female ratio: 40 per cent male/60 per cent femalel Programme to recruit ethnic diverse staff: YesFlexible working and an on-site nursery are some of the benefits the trust offers its total workforce of 3,419 people. The organisation performs well on appraisals for employees with 97 per cent of staff having been appraised in the last 12 months.

King’s College Hospital Foundation Trust

l Full time permanent staff: 10,894 l Voluntary staff turnover: 7 per centl Exec team male/female ratio: 62 per cent male/38 per cent female l Programme to recruit ethnic diverse staff: Yes Having opened its doors to the media through Channel 4’s documentary 24 Hours in A&E, the trust’s motivation and staff dedication is clearly evident with 93 per cent agreeing their role makes a difference to patients. As one of the largest hospitals in south London it employs more than 10,000 staff and has an annual income of £679.3m. Its benefit packages for staff include buddy schemes, cycle to work schemes, flexible working as well as day nurseries.

Lewisham and Greenwich Trust

l Full time permanent staff: 5,261 WTEl Voluntary staff turnover: 10 per centl Exec team male/female ratio: 33 per cent male/67 per cent femalel Programme to recruit ethnic diverse staff: YesFormed out of a merger last October with financially troubled Queen Elizabeth Hospital, one of the trust’s main objectives is to create “a caring workforce through good quality leadership”. The dedication and community spirit of its staff is embodied through its choir made up of 30 staff from the trust, including doctors, nurses, porters and managers. Last December the Lewisham and Greenwich NHS Choir released a charity single with proceeds going to Macmillan Cancer as well as local healthcare charities.

Liverpool Heart and Chest Hospital Foundation Trust

l Full time permanent staff: 922l Voluntary staff turnover: 13 per centl Exec team male/female ratio: 63 per cent male/38 per cent femalel Programme to recruit ethnic diverse staff: NoJust 5 per cent of staff at Liverpool Heart and

Chest Hospital Foundation Trust have suffered discrimination in the last 12 months, one of the lowest figures nationally among provider trusts. An on-site gym, flexible working and access to physiotherapy services are just some of the benefits it offers its team of 1,350 people.

Luton and Dunstable Hospital Foundation Trust

l Full time permanent staff: 3,250 WTEl Voluntary staff turnover: 10 per centl Exec team male/female ratio: Not availablel Programme to recruit ethnic diverse staff: Not availableLuton and Dunstable employs a dedicated workforce: 77 per cent report that they work extra hours. While many of its staff may go beyond the call of duty, the organisation also

ensures adequate training is available to them. It has been considered a leader in improving patient safety and 69 per cent of staff say that they have received health and safety training in the past 12 months.

Northumbria Healthcare Foundation Trust

l Full time permanent staff: 4,678l Voluntary staff turnover: 4.5 per centl Exec team male/female ratio: 40 per cent male/60 per cent femalel Programme to recruit ethnic diverse staff: YesEmploying 7,162 staff, the trust offers many opportunities for career progression, from work experience through to specialist training. It scored an impressive 3.74 out of 5 for job satisfaction in the NHS staff survey and 3.94 for staff recommendations.

TOP 10 BEST

PLACES TO WORK

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ACUTE TRUSTS

Papworth owns its own nursery, within easy walking distance of the hospital

Nottingham University Hospitals Trustl Full time permanent staff: 8,148l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 65 per cent male /35 per cent femalel Programme to recruit ethnic diverse staff: YesThe fourth largest acute trust in England, Nottingham University Hospitals Trust is based on three separate sites across the city. Its large workforce is kept fit and happy through the use of an on-site gym, and access to its physiotherapy department gyms outside of clinic times. A take-a-break campaign also encourages all staff to take regular breathers while working.

Oxford University Hospitals Trust

l Full time permanent staff: 6,180l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 80 per cent male/20 per cent femalel Programme to recruit ethnic diverse staff: YesOne of the largest providers in the country, Oxford University Hospitals Trust employs a big workforce, almost half of which are nursing staff. Engagement among its team is one of the highest compared with all NHS organisations. Employees report effective team working, good communication between senior management and staff and low experiences of violence and harassment. The organisation also offers flexible working and career breaks to staff where possible.

Papworth Hospital Foundation Trust

l Full time permanent staff: 1,671 WTEl Voluntary staff turnover: 16 per centl Exec team male/female ratio: 33 per cent male/ 67 per cent femalel Programme to recruit ethnic diverse staff: NoPapworth owns its own nursery, within easy walking distance of the hospital. It also offers childcare vouchers and flexible working options. Almost nine in 10 of staff who were polled for the NHS staff survey had received relevant training in the previous 12 months.

Queen Victoria Hospital Foundation Trust

l Full time permanent staff: 965l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 75 per cent male/25 per cent femalel Programme to recruit ethnic diverse staff: Yes Staff at Queen Victoria benefit from flexible working hours and practices as well as carers’ leave career breaks and a childcare voucher scheme. It scored highly in the most recent NHS survey in terms of recommendations as a place to work. The trust employs 822 people.

Royal Berkshire Foundation Trust

l Full time permanent staff: 3,136l Voluntary staff turnover: 13 per centl Exec team male/female ratio: 70 per cent male/30 per cent femalel Programme to recruit ethnic diverse staff: NoThe trust employs a total workforce of 4,642 highly motivated people, three quarters of whom would recommend it as a place to work and believe they can contribute towards improvements within the organisation. Its newly appointed chief executive Jean O’Callaghan will be hoping to maintain the low stress levels and work pressure felt by staff (2.88 out of 5).

Royal Brompton and Harefield Foundation Trust

l Full time permanent staff: 2,686l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 80 per cent male/20 per cent femalel Programme to recruit ethnic diverse staff: YesSubsidised accommodation, childcare facilities and meals are available for staff at Royal Brompton and Harefield. The trust scored a high 3.89 for effective team working in the last NHS staff survey, and had an absence rate of just 2.4 per cent in the second quarter of the last financial year.

Royal Free London Foundation Trust

l Full time permanent staff: 5,400 WTE (note: this is prior to the acquisition of Barnet and Chase Farm Hospitals Trust in July)l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 55 per cent male/45 per cent femalel Programme to recruit ethnic diverse staff: YesIts takeover of Barnet and Chase Farm Hospitals Trust on 1 July 2014 created one of London’s largest trusts. Many of the organisation’s staff are satisfied with the quality of work they can deliver, and would recommend the trust as a place to work and receive treatment. Its staff are dedicated, with 71 per cent putting in extra hours. They are rewarded with clear career development goals and objectives.

Royal National Hospital for Rheumatic Diseases Foundation Trust

l Full time permanent staff: 271l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 0 per cent male/ 100 per cent femalel Programme to recruit ethnic diverse staff: YesThe trust offers a family information service as well as a counselling programme that is available to immediate family members. The absence rate among its 230 staff was just 2.2 per cent in the second quarter of the 2013-14 financial year.

Royal National Orthopaedic Hospital Trust

l Full time permanent staff: 1,298 WTEl Voluntary staff turnover: 14 per centl Exec team male/female ratio: 70 per cent male/ 30 per cent femalel Programme to recruit ethnic diverse staff: NoAs its name suggests the trust specialises in neuro-musculoskeletal care. It delivers well on the training of its staff with 87 per cent having received health and safety training, 77 per cent having equality and diversity training and 88 per cent having been appraised in last 12 months. As the largest orthopaedic hospital in the UK, it plays an important role in teaching and training with over 20 per cent of orthopaedic surgeons in the UK receiving their education at the trust.

Royal Surrey County Hospital Foundation Trust

l Full time permanent staff: 3,197 WTEl Voluntary staff turnover: 10 per centl Exec team male/female ratio: 31 per cent male/69 per cent femalel Programme to recruit ethnic diverse staff: NoThe trust employs 932 nursing and 501 medical staff. Commitment and dedication to the care they provide is a strong ethos among its team members with 82 per cent of its staff working extra hours and 94 per cent believing their role makes a difference to patients.

Salisbury Foundation Trust

l Full time staff: 1,801l Voluntary staff turnover: 15 per centl Exec team male/female ratio: 43 per cent male/57 per cent femalel Programme to recruit ethnic diverse staff: YesThere is an open and honest feel at Salisbury Foundation Trust and a genuine desire to give good quality care throughout all levels and departments of organisation. An annual

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ACUTE TRUSTS

l Full time permanent staff: 4,240 l Voluntary staff turnover: 7 per centl Exec team male/female ratio: 71 per cent male/29 per cent femalel Programme to recruit ethic diverse staff: NoProviding acute and community services to a population of 220,000, Salford Royal has built a national reputation as an early adopter of quality improvement systems and a champion of patient safety initiatives.

Its chief executive Sir David Dalton has been in the role for 12 years, and is recognised as having created a sustainably high performing organisation.

Over the last six years there has been a big push for responsibility and accountability among the senior teams says Paul Renshaw, executive director of organisational development and corporate affairs.

Strong leadership is important to the trust, he says, and one it has been heavily

investing in through the training of its line managers. “We’ve spent a lot of time with staff on quality improvement and making them feel supported,” he adds.

This simple methodology and effort has paid off as 73 per cent of its employees say they are supported by their immediate managers and 83 per cent say they have clear goals and objectives. Staff are enthusiastic about their roles with 79 per cent being satisfied with the care they give to patients. People communicate with each other, say staff, with 53 per cent of its employees believing there is effective communication between senior management and staff. Perhaps this is part of the reason that health secretary Jeremy Hunt has asked Sir David to lead a review into securing the clinical and financial sustainability of NHS providers. The review aims to offer “the vision and tools” for providers to adopt new models to improve outcomes for patients.

Salford Royal Foundation Trust

“walk for wards” charity event is supported by patients, staff, families and friends. Staff are also offered psychological wellbeing training, including workshops on alleviating stress and yoga classes.

Sandwell and West Birmingham Hospitals Trust

l Full time permanent staff: 6,823 WTEl Voluntary staff turnover: 9 per cent l Exec team male/female ratio: 57 per cent male/43 per cent femalel Programme to recruit ethnic diverse staff: YesSandwell and West Birmingham intends to relocate its acute care into a single purpose built hospital in 2018-19. Its highly motivated staff are well trained and suffer fewer incidences of discrimination as well as fewer pressures at work.

Sheffield Children’s Foundation Trust

l Full time permanent staff: 1,187l Voluntary staff turnover: 18 per cent l Exec team male/female ratio: 83 per cent male /17 per cent femalel Programme to recruit ethnic diverse staff: NoSheffield Children’s Foundation Trust is one of four acute trusts in the UK specifically designed for children. It employs a total of 2,418 workers with an income of £153.9m. Staff generally feel respected and valued within their roles. Most staff also say that they are trusted to do their jobs and 75 per cent say that they can make suggestions for improvements within their teams.

South Devon Healthcare Foundation Trust

l Full time permanent staff: 3,541l Voluntary staff turnover: 6 per centl Exec team male/female ratio: 67 per cent male/33 per cent femalel Programme to recruit ethnic diverse staff: YesDespite the controversy surrounding its former chief executive Paula Vasco Knight’s decision to step down after her suspension, 77 per cent of staff say that they would recommend South Devon as a place to work and 82 per cent would be happy for friends and family to receive care there. Staff feel supported by colleagues.

South Tyneside Foundation Trust

l Full time permanent staff: 2,584l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 83 per cent male/17 per cent femalel Programme to recruit ethnic diverse staff: No A relatively small trust, South Tyneside is based across four sites. Its staff are passionate about their jobs with 92 per cent agreeing their role makes a difference to patients.

South Warwickshire Foundation Trust

l Full time permanent staff: 2,063l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 28 per cent male /72 per cent femalel Programme to recruit ethnic diverse staff: YesUse of social media is encouraged at the South Warwickshire trust with its communications, recruitment and executive teams regularly using Twitter and Facebook as well as blogging to talk to employees and the public. Staff can anonymously post questions via Rumour Mill – the trust’s internal communication platform. The trust has also been awarded one of CHKS’s Top 40 best performing hospitals award for five years running.

St Helens and Knowsley Teaching Hospitals Trust

l Full time permanent staff: 2,470l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 72 per cent male/28 per cent femalel Programme to recruit ethnic diverse staff: YesInternal candidates filled 80 per cent of full-time permanent vacancies last year. No wonder 91 per cent of staff believe they have equal opportunities for career progression. The trust also runs a Games Day and Walking Wednesdays to keep staff fit.

Stockport Foundation Trust

l Full time permanent staff: 2,642l Voluntary staff turnover: 17 per cent

TOP 10 BEST

PLACES TO WORK

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ACUTE TRUSTS

l Exec team male/female ratio: 53 per cent male/47 per cent femalel Programme to recruit ethnic diverse staff: No The trust has an annual income of £290m, and many of its staff believe incident reporting procedures at the trust are fair and effective. They are also satisfied with the job relevant training they receive. The trust runs shared leadership days where managers can network and share best practice.

Surrey and Sussex Healthcare Trust

l Full time permanent staff: 3,150 WTEl Voluntary staff turnover: 11 per centl Exec team male/female ratio: 59 per cent male 41 per cent femalel Programme to recruit ethnic diverse staff: YesThe trust has an annual turnover of £226m and ranks highly on measures of staff motivation and support from immediate managers.

The Christie Foundation Trust

l Full time permanent staff: 2,307 WTEl Voluntary staff turnover: Not availablel Exec team male/female ratio: Not availablel Programme to recruit ethnic diverse staff: NoStaff at the Christie can access a modern education sector with high-tech audio and visual equipment, as well as enjoying on site massage, chiropody and reiki. The organisation has a workforce of 2,233, and 92 per cent of those polled for the NHS staff survey said it provided equal opportunities for career progression.

The Clatterbridge Cancer Centre Foundation Trust

l Full time staff: 546l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: No The Clatterbridge Centre is focused on maintaining a good work/life balance for its staff. There’s an annual summer barbecue for all employees as well as access to an organic vegetable allotment and on-site fruit and vegetable stall. It is also forward thinking on social media with staff able to access its Twitter account and regular blogs from its chief executive.

The Newcastle upon Tyne Hospitals Foundation Trust

l Full time permanent staff: 7,765l Voluntary staff turnover: 6 per centl Exec team male/female ratio: 40 per cent male/60 per cent femalel Programme to recruit ethnic diverse staff: Yes Newcastle Upon Tyne Hospitals came top in England for the number of clinical research studies undertaken last year. The trust employs a total workforce of 11,807 people

and is part of Project Choice – a programme which aims to create real working opportunities for people with learning disabilities. It runs a staff social club as well as professional listening forums for junior doctors, nursing and other staff.

The Robert Jones and Agnes Hunt Orthopaedic Hospital Foundation Trust

l Full time permanent staff: 1,197 WTEl Voluntary staff turnover: 7 per centl Exec team male/female ratio: 40 per cent male/60 per cent femalel Programme to recruit ethnic diverse staff: NoThe hospital based on the Shropshire border with Wales provides a wide range of musculoskeletal surgical, medical and rehabilitation services. The trust provides excellent on-site facilities that its team can access, including a swimming pool, and cricket pitch. It delivers well on staff training and job satisfaction.

The Royal Marsden Foundation Trust

l Full time permanent staff: 2,377l Voluntary staff turnover: 12 per centl Exec team male/female ratio: 40 per cent male/60 per cent femalel Programme to recruit ethnic diverse staff: NoThe Royal Marsden offers a free travel clinic and immunisation service to its staff and promotes a cycle to work scheme. Open meetings with the chief executive are held regularly and the trust runs a local employee of the month scheme.

The Royal Orthopaedic Hospital Foundation Trust

l Full time permanent staff: 848 l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 33 per cent male /67 per cent femalel Programme to recruit ethnic diverse staff: NoAt this small, specialist teaching hospital, 76 per cent of staff feel supported by work colleagues and 75 per cent are satisfied with the quality of care they give to patients. Based in South Birmingham, the Royal Orthopaedic trust has one of the largest orthopaedic units in Europe. Its benefits for employees include long service awards, and staff bonuses.

The Royal Wolverhampton Trust

l Full time permanent staff: 4,237l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 33 per cent male/67 per cent femalel Programme to recruit ethnic diverse staff: YesEmploying a team of 5,914, of whom 1,790 are nursing and 3,505 are non-clinical staff, 71 per cent of employees would recommend

care here. Teamwork is encouraged and a year-long “best start” programme supports newly qualified practitioners.

The Walton Centre Foundation Trust

l Full time permanent staff: 829l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 66 per cent male/33 per cent femalel Programme to recruit ethnic diverse staff: NoAs the only specialist neurosciences trust in the UK, the Walton Centre employs a team of 1,129 people. There’s great team spirit with fundraising events such as pyjama days and zipwire events organised by staff. Just 9 per cent have experienced discrimination at work while 92 per cent believe the trust provides equal opportunities for career progression.

University College London Hospitals Foundation Trust

l Full time permanent staff: 7,723l Voluntary staff turnover: 12 per centl Exec team male/female ratio: 75 per cent male/25 per cent femalel Programme to recruit ethnic diverse staff: Yes UCLH has a strong focus on staff development. Among its initiatives are senior management road shows, a suggestions box where staff can leave tips and ideas for changing the way things are done, and an annual awards ceremony.

University Hospitals Birmingham Foundation Trust

l Full time permanent staff: 7,680l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 64 per cent male/36 per cent female l Programme to recruit ethnic diverse staff: No University Hospitals Birmingham hosts an annual Best in Care Awards designed to recognise staff achievements. There are a range of social events for employees, including ‘UHB’s Got Talent’. Staff are also kept healthy and happy with a monthly farmers’ market and fruit and veg stall.

Warrington and Halton Hospitals Foundation Trust

l Full time permanent staff: 1,930l Voluntary staff turnover: 6 per centl Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: NoWarrington and Halton has two sites, in Warrington and Runcorn. The trust aims to achieve a work-life balance for employees through flexible working and in-house programmes such as Healthy Worker and Revitalise. Subsidised pilates classes are also offered to employees.

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Cambridgeshire Community Services Trust

l Full time permanent staff: 1,563l Voluntary staff turnover: 14 per centl Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: YesMore than nine in 10 Cambridgeshire staff believe their role makes a difference to patients. The trust provides equal opportunities for promotion, according to an overwhelming 96 per cent of employees.

Central London Community Healthcare Trust

l Full time permanent staff: 2,581 WTEl Voluntary staff turnover: Not availablel Exec team male/female ratio: Not availablel Programme to recruit ethnic diverse staff: Not availableOne of the largest providers of community services in London, the organisation was formed five years ago through an alliance of primary care trusts. Its staff are under less pressure and experience relatively few incidences of violence at work.

Derbyshire Community Health Services Trust

l Full time staff: 1,537l Voluntary staff turnover: 5 per centl Exec team male/female ratio: 42 per cent male /58 per cent femalel Programme to recruit ethnic diverse staff: YesDerbyshire Community Health Services Trust has an annual turnover of £188.4m. Many of its staff would recommend the trust as a place to work or receive treatment with lower pressure felt by staff compared with similar trusts (3 out of a scale of 5).

Derbyshire Healthcare Foundation Trust

l Full time staff: 1,477l Voluntary staff turnover: 8 per cent l Exec team male/female ratio: 57 per cent male/43 per cent female l Programme to recruit ethnic diverse staff: NoDerbyshire Healthcare provides mental health and substance misuse services. Most staff believe their role makes a difference to patients (92 per cent) and 84 per cent have received job-relevant training in the last year.

Lancashire Care Foundation Trust

l Full time permanent staff: 3,697l Voluntary staff turnover: 6 per centl Exec team male/female ratio: 50 per cent male /50 per cent femalel Programme to recruit ethnic diverse staff: No Team solidarity is high among Lancashire employees and 85 per cent of staff at the trust say they are supported by colleagues and their immediate manager.

l Full time permanent staff: 428l Voluntary staff turnover: 3 per centl Exec team male/female ratio: 100 per cent male/0 per cent femalel Programme to recruit ethnic diverse staff: NoAnother Lincolnshire-based organisation to appear in the top 10, NAViGO Health and Social Care is a not for profit social enterprise which provides mental health care services in North East Lincolnshire. Owned by its members (both staff and community), all have an equal voice and voting rights to directly change the way in which the organisation works.

Its mission is to provide services that “we would be happy for our family to use”. Navigo also employs 50 staff who have been diagnosed with, and treated for, a mental health condition. The only social enterprise on our list, it has high team camaraderie with 86 per cent of staff

reporting good communication among team members.

Last year the trust launched its Rising Stars programme, offering staff at every level the chance to join a management development programme.

Any surplus the non-profit body makes is reinvested in local services. Members vote on what and this it was awarded to its Older People’s Services for a mobile base, “The Brain Bus”, to offer therapeutic groups in community settings.

Its RESPECT programme, promoting empathy in understanding disturbed behaviour, has also been shortlisted in HSJ’s Value Awards 2014.

NAViGO

Peninsula Community Health

l Full time permanent staff: 853l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: Yes Engaging and empowering employees to create an environment in which they are proud to work is a key value of the organisation. It scores highly, not only from staff recommending it as a place to work, but also on motivation, job satisfaction and support from immediate managers.

Rotherham Doncaster and South Humber Foundation Trust

l Full time staff: 2,200 l Voluntary staff turnover: 7.4 per cent l Exec team male/female ratio: 38 per cent male/63 per cent femalel Programme to recruit ethnic diverse staff: No Most staff report they have received job-relevant training or development in the past year. In addition, 92 per cent believe that trust provides equal opportunities for career progression or promotion.

Solent Trust

l Full time staff: 1,925 l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 38 per cent male/63 per cent femalel Programme to recruit ethnic diverse staff: No Some 70 per cent of staff feel they can contribute towards improvements. Solent also has a positive disabled people’s scheme, as well as flexible working, job sharing and paid time off for community service activities and volunteer work.

Sussex Community Trust

l Full time staff: 2,008l Voluntary staff turnover: 8 per cent l Exec team male/female ratio: 64 per cent male/36 per cent female l Programme to recruit ethnic diverse staff: NoSussex Community Trust hosts an annual leadership conference and quarterly leadership exchange for senior staff. Moreover, all of the trust’s staff are supervised to help them manage their performance and are supported in their professional and personal development.

Torbay and Southern Devon Health and Care Trust

l Full time staff: 1,681 WTEl Voluntary staff turnover: 10 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: YesOver 90 per cent of staff at Torbay and Southern Devon say their role makes a difference to patients. Only 8 per cent report facing discrimination at work in the past 12 months.

Wirral Community Health Services Trust

l Full time permanent staff: 638l Voluntary staff turnover: Not availablel Exec team male/female ratio: Not available l Programme to recruit ethnic diverse staff: Yes The organisation scores highly on staff appraisals and its fairness and effectiveness on incident reporting. Also, 96 per cent of the trust’s staff have been appraised in the past 12 months.

COMMUNITY TRUSTS

NAViGO care centre Harrison House

reporting good communication

Last year the trust launched its Rising Stars programme, offering staff at

TOP 10 BEST

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hsj.co.uk 8 Health Service Journal supplement 5 September 2014

MENTAL HEALTH TRUSTS

5 Boroughs Partnership Foundation Trustl Full time permanent staff: 2,886 WTEl Voluntary staff turnover: 9 per centl Exec team male/female ratio: 34 per cent male/66 per cent femalel Programme to recruit ethnic diverse staff: NoFlexible working policies at 5 Boroughs include adoption, carer and special leave initiatives, employment breaks, flexi-time, unpaid leave, home working and a reduced working hours scheme.

Berkshire Healthcare Foundation Trust

l Full time permanent staff: 2,200l Voluntary staff turnover: 13 per cent l Exec team male/female ratio: 69 per cent male/31 per cent femalel Programme to recruit ethnic diverse staff: YesAt Berkshire Healthcare, 91 per cent of staff agree that their role makes a difference to patients. In addition, 84 per cent report receiving job-relevant training, learning or development in last 12 months.

Birmingham and Solihull Mental Health Foundation Trust

l Full time permanent staff: 3,868 WTE l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 50 per cent

l Full time permanent staff: 3,739l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 75 per cent male /25 per cent femalel Programme to recruit ethnic diverse staff: yesEast London Foundation Trust provides mental health and community services to a population of around 750,000. Its workforce are able to work flexibly by, for example, compressing their hours, part-time working, job sharing, home working, taking employment breaks, taking unpaid leave, or reducing annual working time.

“We try to adopt a coaching culture in the trust”, says Hasan Cagirtgan, associate director of HR and organisational development.

There’s a good relationship between senior managers and staff with 78 per cent believing their immediate manager can be counted on to offer help during a difficult task and 75 per cent believing the care of patients is top priority for the trust.

Staff report good communication between senior management and 77 per cent believe they can contribute towards improvements at work. A large majority, 61 per cent, feel recognised for good work.

“It is important that staff are properly

recognised by their colleagues, by their line managers and by the organisation,” says Mr Cagirtgan. Quarterly tests are carried out and employees encouraged to share what the trust should be doing to improve working lives.

It is vital that the workforce reflects the ethnically diverse east end community they serve, and this is something the trust is actively working towards. As well as looking to third sector organisations, the trust is also borrowing the expertise of the East London Business Alliance to actively recruit from various communities.

Workshops such as massage sessions, pilates courses are also available to keep staff fit and healthy as well helping to alleviate stress.

East London Foundation Trust

male/50 per cent female l Programme to recruit ethnic diverse staff: Yes The publication of the Francis report led the mental health trust to swell its staff numbers. It delivers strongly on staff appraisals, with 92 per cent agreeing that their role makes a difference to patients.

Bradford District Care Trust

l Full time permanent staff: 1,550l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 33 per cent male/ 66 per cent femalel Programme to recruit ethnic diverse staff: YesProviding community and mental health services, Bradford District Care Trust employs a workforce of 2,405, achieving an annual income of £135.9m. Of the vacant positions created within the trust, 55 per cent were filled by staff. Ninety per cent of its employees say the trust offers equal opportunities for career progression and promotion.

Camden and Islington Foundation Trust

l Full time permanent staff: 961l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: NoCamden and Islington employs a workforce of 1,768 people. Back in 2008, it became the first mental health trust to receive foundation status. Flexible working, health screenings, yoga, and pilates classes are just some of the perks its staff enjoy.

Central and North West London Foundation Trust

l Full time permanent staff: 4,489l Voluntary staff turnover: 16 per centl Exec team male/female ratio: 38 per cent male /62 per cent femalel Programme to recruit ethnic diverse staff: Yes In an organisation employing a total of 5,663 people, 85 per cent of staff received appraisals in the 12 months to the most recent NHS staff survey. Eight in 10 of those polled received relevant training in the same period.

Cheshire and Wirral Partnership Foundation Trust

l Full time permanent staff: 3,500l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 55 per cent male/45 per cent femalel Programme to recruit ethnic diverse staff: NoMost (80 per cent of staff ) at Cheshire and Wirral Partnership Foundation Trust report having received job-relevant training, learning or development in the past 12 months and nearly all of its staff (93 per cent) believe that the trust provides equal opportunities for career progression or promotion.

North Essex staff are competitive, especially at the annual doctors versus managers cricket match

recognised by their colleagues, by their

l /62 per cent femalel In an organisation employing a total of 5,663 people, 85 per cent of staff received appraisals in the 12 months to the most recent NHS staff survey. Eight in 10 of those polled received relevant training in the same

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hsj.co.uk 5 September 2014 Health Service Journal supplement 9

MENTAL HEALTH TRUSTS

Dudley and Walsall Mental Health Partnership Trust

l Full time staff: 754l Voluntary staff turnover: 12 per centl Exec team male/female ratio: 55 per cent male/45 per cent femalel Programme to recruit ethnic diverse staff: NoFour out of five of Dudley and Walsall Mental Health Partnership’s 754 full time staff feel satisfied with the quality of work and care they are able to deliver. And 61 per cent of staff say immediate managers consider their opinion and input before making decisions that affect their work.

Greater Manchester West Mental Health Foundation Trust

l Full time permanent staff: 2,024l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 80 per cent male/20 per cent femalel Programme to recruit ethnic diverse staff: YesStaff at this integrated mental health services provider feel less pressure at work compared with other mental health trusts. They also take part in social activities such as a choir and football teams. The trust has an apprenticeship programme to encourage younger recruits as well as promoting staff networks across the organisation.

Hertfordshire Partnership University Foundation Trust

l Full time permanent staff: 2,038l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: NoAt mental health care provider Hertfordshire Partnership, employees are highly motivated with 93 per cent agreeing their role makes a difference to patients. Its teams are sociable as well as community focused, taking part in walking clubs and races for charity.

Mersey Care Trust

l Full time permanent staff: 3,519 WTEl Voluntary staff turnover: 8 per centl Exec team male/female ratio: 67 per cent male/33 per cent femalel Programme to recruit ethnic diverse staff: YesAs a community mental health and learning disability care provider, Mersey employs 133 medical and 994 nursing staff. Staff rate the trust highly on effective team working and support from immediate managers.

North Essex Partnership Foundation Trust

l Full time permanent staff: 1,303l Voluntary staff turnover: 16 per centl Exec team male/female ratio: 79 per cent male/21 per cent femalel Programme to recruit ethnic diverse staff: Yes

“The trust feels very much like a family,” says one member of staff. It delivers well on career pathways as 94 per cent of staff have been appraised in the last 12 months. Its staff are competitive, especially at the annual doctors versus managers cricket match.

Northumberland, Tyne and Wear Foundation Trust

l Full time permanent staff: 4,242l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 67 per cent male/33 per cent femalel Programme to recruit ethnic diverse staff: NoThe organisation has the sixth largest income of all mental health trusts (at £316m in 2012-13), as well as being the second largest by number of beds, and the fourth largest by number of staff. It trains staff well, with 90 per cent having been appraised in

the past year and 81 per cent receiving health and safety training.

Nottinghamshire Healthcare Trust

l Full time staff: 5,337l Voluntary staff turnover: 6 per centl Exec team male/female ratio: 38 per centl Programme to recruit ethnic diverse staff: NoNottinghamshire runs an executive mentoring programme every two years and a band 5 executive and a senior manager mentoring programme launches this month. The trust also employs peer support workers who have experience of the same or similar conditions to their patients.

Oxford Health Foundation Trust

l Full time permanent staff: 3,194l Voluntary staff turnover: 12 per centl Exec team male/female ratio: 66 per cent

l Full time permanent staff: 2,085l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 83 per cent male/17 per cent femalel Programme to recruit ethnic diverse staff: Yes“We’re all the same here” say staff working at Oxleas. The mental health trust employs a motivated team of over 3,000 - many of whom – 91 per cent – know who their managers are and feel supported.

According to its director of human resources and organisational development, Simon Hart, this is down to organisational culture rather than anything “fancy”. “We take complaints from staff as seriously as we would a patient. There’s a learning rather than blaming culture. People feel they can report complaints,” he adds.

Oxleas has 125 sites across the London boroughs of Bexley, Bromley and Greenwich and into Kent. In 2013, it took over ownership of Queen Mary’s Hospital, when South London Healthcare Trust was

dissolved and is investing £30m to develop the site. Eighty three per cent of staff say they are able to make suggestions to improve the work of their teams and 79 per cent feel able to contribute to improvements at work.

“There’s an expectation set by the chief executive that we talk with staff and employ a transparent approach”, continues Mr Hart.

This has paid off; as a provider of community health and learning disability services it is highly regarded and 91 per cent of its employees think career opportunities are open to all.

Oxleas also has a reputation for equality and diversity among its staff, having been ranked number 52 in LGBT charity Stonewall’s Equality Index for the top 100 employers in 2014. Its BME, LGBT and mental health networks are staff led, and work not only to support fellow colleagues but develop better services for those from minority groups.

Oxleas Foundation Trust

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Queen Mary’s Hospital, Roehampton, one of 125 Oxleas trust sites

hsj.co.uk 10 Health Service Journal supplement 5 September 2014

l Full time permanent staff: 3,874l Voluntary staff turnover: 5 per centl Exec team male/female ratio: 69 per cent male/31 per cent femalel Programme to recruit ethnic diverse staff: NoThe trust provides mental health, learning disability, eating disorders and substance misuse services for people living in County Durham, the Tees Valley, Scarborough, Whitby, Ryedale, Harrogate, Hambleton and Richmondshire. Its headquarters are at West Park Hospital in Darlington. For a trust of its size, it has lower levels of employees experiencing discrimination at work – at just 9 per cent, while staff also work closely together in sharing tasks. Eighty-five per cent feel supported by colleagues.

Tees, Esk and Wear Valleys has been working towards an improvement programme adopted in Seattle focusing on quality and safety. The Virginia Mason Hospital in Seattle borrows the “stop the line” quality management methods of Toyota in Tokyo. By incorporating these practices into the trust, it aims to engage and encourage staff to report problems or bring solutions for improvements without any fear of repercussions. “The staff know

best on what and how to improve,” says chief executive Martin Barkley. So far over 2,000 staff have taken part in the improvement events, he adds.

The trust scores top marks among staff on how valued they feel as employees, with 93 per cent believing they are trusted to do their jobs and 80 per cent feeling able to make improvements at work. Staff wellbeing is also boosted through the use of retreats and away days for 12 qualifying staff. The retreats run six times annually.

An employee support officer has also been in post for three and a half years and helps employees with mental health difficulties liaise with line managers.

Tees, Esk and Wear Valleys Foundation Trust

MENTAL HEALTH TRUSTS

male/34 per cent femalel Programme to recruit ethnic diverse staff: YesThe specialist mental health services provider has an annual income of around £279.8m. Chief executive Stuart Bell was one of HSJ’s top chief executives for 2014. Eighty-three per cent of staff say they can make suggestions for improvements in their team, and 75 per cent feel supported by line managers. On-site personal development and stress management workshops, seminars, paid sabbaticals and career breaks are some of the benefits on offer.

Sheffield Health and Social Care Foundation Trust

l Full time staff: 2,740l Voluntary staff turnover: 8 per centl Exec team male/female ratio: 71 per cent male/29 per cent femalel Programme to recruit ethnic diverse staff: NoSheffield Health and Social Care Foundation Trust scores highly on overall engagement of its staff and most of its employees would recommend it as a place to work and receive treatment. According to 73 per cent of staff, the organisation acts on the concerns they raise.

South Essex Partnership University Foundation Trust

l Full time permanent staff:3,570l Voluntary staff turnover: 7 per centl Exec team male/female ratio: 86 per cent male/14 per cent femalel Programme to recruit ethnic diverse staff: NoAn employee experience team looks after staff at South Essex Partnership University Foundation Trust, covering occupational health, an employee assistance programme and a staff flu campaign among other initiatives. The trust has scored an impressive 3.91 for effective team working in the most recent NHS staff survey.

South West Yorkshire Partnership Foundation Trustl Full time permanent staff: 2,836l Voluntary staff turnover: 10 per centl Exec team male/female ratio: 56 per cent male/44 per cent femalel Programme to recruit ethnic diverse staff: YesRegarded as a successful organisation with strong, stable leadership, South West Yorkshire Partnership Foundation Trust employs a team totalling 4,237. Chief executive Steven Michael has been in the post since 1997. Staff retreats and counselling sessions help to keep its staff happy with 82 per cent of staff reporting they are capable of fulfilling their roles.

Southern Health Foundation Trust

l Full time permanent staff: 4,212l Voluntary staff turnover: 12 per centl Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: YesSouthern Health Foundation Trust is the largest mental health and community services trust in the country. Many of its staff believe they have equal opportunities for career progression or promotion (92 per cent) and experience relatively low levels of discrimination while at work (9 per cent). Employees are encouraged to make use of

social media and technology such as web chats and webcasts to facilitate open dialogue.

Surrey and Borders Partnership Foundation Trust

l Full time permanent staff: 1,516l Voluntary staff turnover: Not availablel Exec team male/female ratio: 29 per cent male/71 per cent femalel Programme to recruit ethnic diverse staff: YesThe trust has a committed workforce – 72 per cent of staff at Surrey and Borders Partnership reported that they had worked extra hours. Moreover, 74 per cent said that they had received equality and diversity training in the past 12 months.

Tavistock and Portman Foundation Trust

l Full time permanent staff: 448 WTEl Voluntary staff turnover: Not availablel Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: NoStaff at Tavistock and Portman have access to a range of flexible working options, as well as a dedicated advice service for issues inside or outside work. Staff absence was just 1.1 per cent in the second quarter of 2013-14.

83 per cent of Oxford Health Foundation Trust staff say they can make suggestions for improvements in their team

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Valued staff: North Tees

Hospital

hsj.co.uk 5 September 2014 Health Service Journal supplement 11

CLINICAL COMMISSIONING GROUPS

NHS Erewash CCG

l Full time staff: 40l Voluntary staff turnover: 2 per centl Exec team male/female ratio: 33 Per cent male/67 per cent femalel Programme to recruit ethnic diverse staff: Yes We are recognised for our good work, say 83 per cent of employees at Erewash CCG. The organisation commissions care for a population of 95,810 with a 2015-16 allocated budget of £116.9m. An impressive 83 per cent of its workforce also say they are supported by their immediate managers while 70 per cent feel supported by fellow colleagues.

NHS Hardwick CCG

l Full time permanent staff: 37l Voluntary staff turnover: 15 per centl Exec team male/female ratio: Not availablel Programme to recruit ethnic diverse staff: NoCovering a population in excess of 100,000 people, NHS Hardwick CCG has a budget of £136.2m. Eighty-five per cent of the CCG staff feel their work makes a difference to patients, yet more than four in 10 do not need to work extra hours. Strong communication between senior managers and staff is reported by nine in 10.

NHS Lincolnshire West CCG

l Full time permanent staff: 29l Voluntary staff turnover: 24 per centl Exec team male/female ratio: 71 per cent male/29 per cent femalel Programme to recruit ethnic diverse staff: NoAn impressive 94 per cent of staff at NHS Lincolnshire West believe their role makes a difference to patients. In addition, 92 per cent feel able to contribute to improvements. The organisation has a budget of £263.3m and covers more than 220,000 people.

NHS Mansfield and Ashfield CCG

l Full time permanent staff: 43l Voluntary staff turnover: 0 per centl Exec team male/female ratio: 53 per cent male/47 per cent femalel Programme to recruit ethnic diverse staff: NoThe CCG purchases care for a population of 184,000 within Nottinghamshire. A strong emphasis on mentoring and solid career development is employed within the organisation and 93 per cent of staff have had appraisals in the last year compared with an average of 75 per cent for CCGs.

NHS Milton Keynes CCG

l Full time permanent staff: 40l Voluntary staff turnover: Not availablel Exec team male/female ratio: 75 per cent male/25 per cent female

l Full time permanent staff: 79l Voluntary staff turnover: 0 per centl Exec team male/female ratio: 63 per cent male/36 per cent femalel Programme to recruit ethnic diverse staff: No Nottingham City purchases care for a population of 340,000 with a 2015-16 budget of £398.4m. Of its employees, 74 per cent report effective communication between staff and management, and the organisation achieves further top results for communication between employees and their line managers. By organising monthly “Connect” meetings, staff get the opportunity to hear from its senior team and to ask questions face-to-face.

Last November, the CCG established its staff reference group, which meets monthly to discuss aspects of working life within the organisation and how they can be best improved. The CCG offers flexible working in terms of part-time hours, annualised hours, compressed hours, flexi-time, job sharing, term-time working and home working.

As an inclusive employer, the organisation is taking part in an apprenticeship scheme run by local higher

education provider New College Nottingham. As part of the scheme, Nottingham City is supporting three apprentice administrators to work for 18 months in different roles and areas within the CCG.

Team working is also a priority, say staff, with 86 per cent agreeing their immediate manager encourages teamwork. As a result of all this, the majority of its employees (93 per cent) would recommend the CCG as a place to work and 83 per cent said they believe its recruitment and selection processes are fair, transparent, inclusive and equitable.

l Full time permanent staff: 44l Voluntary staff turnover: 1 per centl Exec team male/female ratio: 60 per cent male/40 per cent femalel Programme to recruit ethnic diverse staff: NoAs the largest of the three CCGs in Worcestershire, South Worcestershire holds a budget allocation of £314m for 2015-16.

Many of its staff show great commitment, with 81 per cent putting in extra hours. Moreover, 76 per cent of employees feel that there is a good relationship between senior management and staff and many are confident of their career paths within the organisation. They receive well structured appraisals, and most staff (81 per cent) believe that they can make improvements at work.

All of its employees believe the CCG provides equal opportunities for career progression or promotion. All staff also know who their senior managers are and 84 per cent believe managers try to involve them on important decisions. This is perhaps due to the fact a staff council organises monthly updates from chief operating officer, Simon Trickett. The

updates have kept staff informed on developments on an informal basis

as well as giving staff the chance to raise questions. Twice-yearly staff away days also give staff the opportunity to meet off site and share best practice in an informal way. Flexible working is encouraged where possible and employees have the option to work from home.

The commissioning group’s largely female workforce look forward to going to work (76 per cent say they do) and most within the CCG (65 per cent) feel there are adequate staffing levels for them to be effective within their roles.

NHS Nottingham City CCG

NHS South Worcestershire CCG

New start: South Worcs apprentices

Commissioning for a city: Nottingham’s market square and council house

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updates have kept staff informed on developments on an informal basis

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hsj.co.uk 12 Health Service Journal supplement 5 September 2014

CLINICAL COMMISSIONING GROUPS

l Programme to recruit ethnic diverse staff: NoMilton Keynes CCG has a budget of £262m to serve a population of 260,000 people. It has pledged to provide all staff with personal development plans and support to maintain their health. Nine in 10 are satisfied with the level of care they are able to deliver. In addition, 93 per cent of staff said they felt that the trust provides equal opportunities for career progression or promotion.

NHS Newark and Sherwood CCG

l Full time staff: 30 l Voluntary staff turnover: 0 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: NoNewark and Sherwood CCG offers staff “sofa sessions” where they can ask any questions of senior management. The CCG also hosts “network and share” events.

NHS North Derbyshire CCG

l Full time permanent staff: 55l Voluntary staff turnover: 4 per centl Exec team male/female ratio: 50 per cent male/50 per cent femalel Programme to recruit ethnic diverse staff: NoNorth Derbyshire CCG consists of 36 practices with a combined registered population of 288,000. It has a budget of £376.1m. Four in five staff members are satisfied with the level of care they are able to deliver. Almost nine in 10 feel able to contribute towards improvements.

NHS Northern, Eastern and Western Devon CCG

l Full time permanent staff: 345l Voluntary staff turnover: 9 per centl Exec team male/female ratio: 58 per cent male /42 per cent female l Programme to recruit ethnic diverse staff: NoThe clinical commissioning group has one of the largest budgets in England, at £1.1bn. It performs strongly on equality and diversity training with 71 per cent having received this

l Full time permanent staff: 65 l Voluntary staff turnover: 11 per centl Exec team male/female ratio: 85 per cent male/15 per cent female l Programme to recruit ethnic diverse staff: YesWest Leicestershire is one of four clinical commissioning groups to feature in our overall top ten.

The organisation purchases care for a population of 361,954 with a budget of £382m for 2015 -16. It commissions collaboratively with Leicester City and East Leicestershire and Rutland CCG. Of the organisation’s employees, 87 per cent say they have clear, planned goals and objectives for their role. They also feel supported by immediate managers.

“Our ‘one team’ culture is about openness,” says CCG managing director Toby Sanders. He adds that “involvement is actively encouraged and helps to drive dynamism and energy which helps colleagues across the organisation to feel empowered”. Conversation is key for the CCG and staff are encouraged to do this through informal ways. “We create time to recognise and celebrate success and enjoy some light hearted moments alongside the

serious work that we do, which really helps our team to develop and grow together,” explains Mr Sanders.

And the freedom the CCG puts towards exploring the best ways to work collaboratively is demonstrated among its team members: 89 per cent say they are trusted to do their job and 77 per cent look forward to going to work. Most staff also believe they are able to make improvements in their area of work.

l Full time permanent staff: 27 l Voluntary staff turnover: 0 per centl Exec team male/female ratio: 45 per cent male/55 per cent female l Programme to recruit ethnic diverse staff: NoAs a small CCG, South West Lincolnshire purchases care for a population of 127,573. Most of its small workforce feel recognised for their efforts and look forward to going to work. “We do very conventional things,” says its chief officer Allan Kitt. “But we do them well.”

The majority of staff also believe that the organisation values their work (90 per cent) and would recommend the CCG as a place to work (93 per cent). “We have a personalised approach to professional and personal development,” says Mr Kitt. “We ask our staff for their views and we listen; they can see we listen and act as a result”.

At quarterly meetings between staff and the leadership, open and honest questions are encouraged. The office is also open plan and all managers are visible, which the CCG believes fosters communication.

There are more good results for levels of staffing and pay with 65 per cent of its staff believing the CCG employs enough

staff for them to do their jobs properly and 67 per cent saying they are satisfied with their level of pay. Just 4 per cent of its employees have suffered discrimination at work in the last 12 months.

“We try our best to walk the walk and live up to our aim to help get the best out of people,” says Mr Kitt. “It’s not hard to get great results with great people; we just need to create the conditions where they can be great.”

NHS West Leicestershire City CCG

NHS South West Lincolnshire CCG

Newark has ‘sofa sessions’ where staff can ask questions of senior management

Celebrating success: Ashby de la Zouch, which is on the CCG’s patch

Working well: the CCG helps the people of

Grantham, Lincs

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to work. “We do very conventional things,” says its chief officer Allan Kitt. “But we do

(90 per cent) and would recommend the CCG as a place to work (93 per cent). “We

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hsj.co.uk 5 September 2014 Health Service Journal supplement 13

CLINICAL COMMISSIONING GROUPS

H = Top 10

AcuTe TruSTSl Birmingham children’s Hospital Foundation Trustl Blackpool Teaching Hospitals Foundation Trustl cambridge university Hospitals Foundation Trustl chelsea And Westminster Hospital Foundation Trustl Dartford And Gravesham Trustl ealing Hospital Trustl Frimley Park Hospital Foundation Trustl Great Ormond Street Hospital for children Foundation Trustl Guy’s and St Thomas’ Foundation Trustl Harrogate And District Foundation Trustl Homerton university Hospital Foundation Trustl James Paget university Hospitals Foundation Trustl King’s college Hospital Foundation Trustl Lewisham and Greenwich Trustl Liverpool Heart and chest Hospital Foundation Trustl Luton And Dunstable Hospital Foundation TrustH Moorfields eye Hospital Foundation Trustl Northumbria Healthcare Foundation Trustl Nottingham university Hospitals Trustl Oxford university Hospitals Trustl Papworth Hospital Foundation Trustl Queen Victoria Hospital Foundation Trustl royal Berkshire Foundation Trustl royal Brompton and Harefield Foundation Trustl royal Free London Foundation Trustl royal National Hospital for rheumatic Diseases Foundation Trustl royal National Orthopaedic Hospital Trustl royal Surrey county Hospital Foundation TrustH Salford royal Foundation Trustl Salisbury Foundation Trustl Sandwell And West Birmingham Hospitals Trustl Sheffield children’s Foundation Trustl South Devon Healthcare Foundation Trustl South Tyneside Foundation Trustl South Warwickshire Foundation Trustl St Helens and Knowsley Teaching Hospitals Trustl Stockport Foundation Trustl Surrey And Sussex Healthcare Trustl The christie Foundation Trustl The clatterbridge cancer centre Foundation Trustl The Newcastle upon Tyne Hospitals Foundation Trustl The robert Jones and Agnes Hunt Orthopaedic Hospital Foundation Trustl The royal Marsden Foundation Trustl The royal Orthopaedic Hospital Foundation Trustl The royal Wolverhampton Trustl The Walton centre Foundation Trustl university college London Hospitals Foundation Trustl university Hospitals Birmingham Foundation Trustl Warrington And Halton Hospitals Foundation Trust

in the last 12 months. However just 29 per cent of its staff have had well structured appraisals in the past 12 months, perhaps reflecting the fact that it is a relatively new organisation that will need time to develop and grow.

NHS rushcliffe ccG

l Full time permanent staff: 36l Voluntary staff turnover: Not available l exec team male/female ratio: Not availablel Programme to recruit ethnic diverse staff: YesMade up of 15 GP practices, NHS Rushcliffe CCG has a budget of £125m for 2014-15. More than four in five staff feel that their role makes a difference to patients, and work pressures are seen to be relatively low.

NHS Southern Derbyshire ccG

l Full time permanent staff: 108l Voluntary staff turnover: 11 per centl exec team male/female ratio: 69 per cent male/31 per cent femalel Programme to recruit ethnic diverse staff: NoMore than half a million patients are covered by Southern Derbyshire, with an allocated budget of £603.3m for 2014-15. Two-thirds of staff report good communication between senior managers and staff. More than half of staff had equality and diversity training in the year to the last NHS staff survey.

NHS Sunderland ccG

l Full time permanent staff: 65l Voluntary staff turnover: 6 per centl exec team male/female ratio: 29 per cent male/71 per cent femalel Programme to recruit ethnic diverse staff: NoMade up of 53 practices, Sunderland CCG looks after a population of more than 280,000. More than nine in 10 staff at the body, which has a budget of £417.2m for 2014-15, received health and safety training in the past 12 months. There is a shared responsibility among team members as 78 per cent of cent of its employees feel their line managers encourage teamwork. l

cOMMuNiTY TruSTSl cambridgeshire community Services Trustl central London community Healthcare Trustl Derbyshire community Health Services Trustl Derbyshire Healthcare Foundation Trustl Lancashire care Foundation TrustH NAViGOl Peninsula community Healthl rotherham Doncaster and South Humber Foundation Trustl Solent Trustl Sussex community Trustl Torbay and Southern Devon Health and care Trustl Wirral community Health Services Trust

MeNTAL HeALTH TruSTSl 5 Boroughs Partnership Foundation Trustl Berkshire Healthcare Foundation Trustl Birmingham and Solihull Mental Health Foundation Trustl Bradford District care Trustl camden and islington Foundation Trustl central and North West London Foundation Trustl cheshire and Wirral Partnership Foundation Trustl Dudley and Walsall Mental Health Partnership TrustH east London Foundation Trustl Greater Manchester West Mental Health Foundation Trustl Hertfordshire Partnership university Foundation Trustl Mersey care Trustl North essex Partnership Foundation Trustl Northumberland, Tyne and Wear Foundation Trustl Nottinghamshire Healthcare Trustl Oxford Health Foundation TrustH Oxleas Foundation Trustl Sheffield Health and Social care Foundation Trustl South essex Partnership university Foundation Trustl South West Yorkshire Partnership Foundation Trustl Southern Health Foundation Trustl Surrey and Borders Partnership Foundation Trustl Tavistock and Portman Foundation TrustH Tees, esk and Wear Valleys Foundation Trust

cLiNicAL cOMMiSSiONiNG GrOuPSl NHS erewash ccGl NHS Hardwick ccGl NHS Lincolnshire West ccGl NHS Mansfield and Ashfield ccGl NHS Milton Keynes ccGl NHS Newark and Sherwood ccGl NHS North Derbyshire ccGl NHS Northern, eastern and Western Devon ccGH NHS Nottingham city ccGl NHS rushcliffe ccGH NHS South West Lincolnshire ccGH NHS South Worcestershire ccGl NHS Southern Derbyshire ccGl NHS Sunderland ccGH NHS West Leicestershire ccG

Best places to work 2014

Four in five Rushcliffe CCG staff feel that their role makes a difference to patients

BEST PLACES TO WORK

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