Stephen Dalton Chief Executive Cumbria Partnership NHS Foundation Trust

1
Stephen DaltonChief ExecutiveCumbria
Partnership NHS Foundation Trust

• 21st October 2009

2
Well Being of Staff Why We Bothered

• CEO Summer School My results
• Poor staff survey outcomes Performance
  improvement issue
• Need to improve productivity and introduce new
  ways of working
• Want to be a responsible employer

3
The Partnership with RobertsonCooper

• We needed them. We could afford them
• Its about organisation wide development
• A forensic approach (Asset Surveys/Vector
  Analysis)
• Demonstrating to staff we are serious
• A leadership challenge
• RobertsonCoopers independence An Honest
  Broker

4
The Brief

• To understand
• Which staff are happy/unhappy
• Which staff are motivated and by what aspect of
  their job
• The influence of individual leaders
• Forensic analysis (not global results)
• Influences on well being?

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A Few Things We Found

• Investing in preparing the staff pays off
• The CEO needs to articulate expectation for
  managers
• You cant expect to leave the task to
  RobertsonCooper
• needs dedicated input from Trust
• Be prepared to follow up its not a stunt

6
A Few Outcomes

• Well Being is not about happiness
• Results demonstrated we didnt know as much as
  we thought
• -i.e. Estates and Facilities

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Some Lessons Learnt So Far

• The influence of local leaders vs. the
  corporate approach
• Clarity of purpose for the team and quality of
  local
• communications seems to be most important
  factors
• (Estates/Finance)
• Teams can live with uncertainty
• Manager dont feel supported by each other
  (competition/culture?)

8
Some Unanswered Questions?

• Does a teams distance from top of the
  organisation make a
• difference?
• Should we be worried about the surprisingly
  high reported
• contentment with work/life balance?

9
Early Steps

• Branding
• The Learning Network -
• Spotlight Awards Event
• Leadership Academy
• The Leadership Club