Agenda item

8.1

The Sub-Committee received an update on the Sheffield Teaching Hospital Trust Quality Report. 

8.2

Present for this item were Sandi Carman (Assistant Chief Executive, Sheffield Teaching Hospitals Trust) and Angie Legge (Quality Director, Sheffield Teaching Hospitals Trust).

8.3

Sandi Carman introduced this item and explained that this was a regulatory compliant report, so was lengthy as it required a lot of detail.

8.4

Angie Legge explained that the recovery from the pandemic had left patients with longer waiting lists. This was being addressed, and new initiatives to speed up the process were being looked at. The pandemic and the cost of living crisis had put significant pressures onto staff, which had taken an emotional toll on much of the workforce. Strikes had also impacted on the ability to deliver in services. Ms Legge stated that the Trust was working hard to support staff, and was working on implementing the PROUD Behaviours framework across the organisation, to help foster a positive culture. She noted that the Care Quality Commission had undertaken an inspection of the Trust in September 2022, which resulted in no ‘inadequate’ ratings, and two areas rated as ‘good’. The feedback given confirmed that the Trust was doing well and was improving. There had been significant improvements in maternity care, including the introduction of the ‘Tommy’s App’ which was a simple electronic process that aimed to ensure all mothers received the same process to avoid incidents and problems occurring and flag up quickly so we can help address them

8.5

Ms Legge noted that there were four quality objectives last year; three were now complete and had met their aims, and the fourth one was dementia, which was a two-year objective and work was continuing on this. There had been a lot of good work done on that including on the environment with some dementia friendly wards. New objectives to focus on, in addition to dementia, were improving the quality of accessible information standard which has come from listening to patient and staff groups and also on medicine storage.

8.6

Members made various comments and asked a number of questions, to which responses were provided as follows:-

-        Caring for staff was considered a priority. A people strategy had been launched, aiming to attract, retrain and grow colleagues within the organisation. The ‘Proud Behaviours Framework’ set out a clear set of expectations in terms of how colleagues should work together, and there was zero tolerance to inappropriate behaviours. The Trust recognised the work being done to support staff through the cost of living crisis.

-        The staff survey had highlighted a fall in morale. Staff reductions and pressures in the workplace had impacted on staff morale as well as their ability to learn and develop.

-        A lot of work was being done on accessible information standards, via the Electronic Patients Record system, which had a number of capabilities around letters and discharge, and plain language may form part of this.

-        The intensity of roles had changed, and managing significant waiting lists had impacted on individuals that were delivering care. A 24-hour support line and other health and wellbeing initiatives were available for staff. The new people strategy aimed to address this, and would continue to be an area of focus.

-        The workforce was fairly static, and the Trust had one of the lowest staff turnover rates in the country. ‘Post’ Covid, had seen higher retirements rates , so this would continue to be an area of focus.

-        A Silver Command structure had been implemented for every event of strike action, which was led at executive level. As much elective work was taking place as possible, but there were times when elective work was stood down in order to maintain safety. Training was given for ‘stepping up’ to roles to maintain delivery and safety across wards. Industrial action was a national issue and the Trust had sought to maintain dialogue with those taking strike action.

-        The response rate to the staff survey had been disappointing (39% in 2022/23). The staff survey was quite lengthy and there were improvements that could be made. Reflections included: giving staff dedicated time to complete the survey, providing access to computers to those who might not have this option, consideration of incentivising options, and liaising with other organisations that had received better response rates. The survey and related comments were collected an anonymised via an external company. The Trust aimed for staff to feel supported, respected and fairly paid.

8.5

RESOLVED: That the Sub-Committee:

(a)thanks Sandi Carman and Angie Legge for their attendance at the meeting;

(b)            notes the content of the report; and

(c)  undertakes to submit comments to the report, to be collated into a comment by Deborah Glen