BOPDHB Checkup April 2018 | Page 9

Creating our Culture survey results As a follow-up to the surveys carried out in November 2016, in November 2017 we completed the second Creating our Culture staff and patients’ surveys. The purpose of the second survey was to investigate the impact of the Creating our Culture activities and actions during the 12-month period between the two surveys. We are pleased to report that overall the employee survey shows there has been good progress within the year since the 2016 survey. Although we had less staff and patients complete the surveys, the participation rates were still credible with 1147 staff (1537 in 2016) and 241 (289 in 2016) patients taking part in this latest survey. This article highlights only one of the many results graphics. Click here to read the full report or you can find it published on the Creating our Culture community page on OnePlace. Director, Creating our Culture Ros Jackson said “Managers will find the graphics very useful when looking at those areas of their teams performance to choose a priority to focus their efforts on during 2018.” “You will recall that we focus on employee engagement, because evidence shows organisations with engaged employees are more creative, productive, and deliver better outcomes for patients, their families and whānau; that engaged employees have fewer health and safety incidents, are likely to stay longer, bringing the benefits of retained knowledge and experience. • More people are saying that ‘the values and behaviours expected of us at work are clear to me’. More than 50% of people already agree our CARE values have helped improve quality of care. Emotions • Of the 13 positive emotions surveyed, nine improved and four maintained previous levels. In particular, staff feel more valued, appreciated, happy, optimistic, proud, confident, calm, involved and having ‘a sense of belonging’. • For the negative emotions seven of 11 improved (being felt less often). People feel less drained, frustrated, lonely, low and cynical. Two stayed the same, and two are reported as being felt more often - boredom and/or anxiety amongst staff. Drivers of staff experience • Colleagues are more often displaying a positive attitude, showing more respect, are even more friendly and welcoming. • Communication and teamwork across the organisation is improving with more people saying ‘I know enough about what is going on in the organisation’ and a significant increase in people saying that ‘different teams and services work well together’. • There is a reduction in bullying and harassment (28% vs 33%) and discrimination (14% vs 22%). • An improvement in those who say they usually have enough time for their work (52% vs 44%). A 2013 Kings Fund study explained the links between employee engagement, patient safety and outcomes in healthcare. The findings were summarised, ‘there is a clear relationship between the wellbeing of staff and patient wellbeing’. “Evidence also shows that when patients report a better experience of care they also have better outcomes; shorter length of stay, higher compliance levels and faster recovery. In the words of Manary et al, in the New England Journal of Medicine, 2013, “the available evidence suggests that measures of patient experience are clear, distinctive indicators of healthcare quality”. Improved performance Values • There is a strong recognition of the CARE values 90% of people are aware or strongly aware of care values vs 83% in 2016. 9