Agenda Item No. 4.1 and selection Essentials briefing for Line managers throughout January 2018. These will be followed a full training programme for Line Managers which is currently

Agenda Item No. 4.1.1

Manchester Health and Care Commissioning Board

Agenda Item: 4.1.1 Date: 24th January 2018

Report Title: HROD update report

Prepared by: Cat Shutt / Edna Gibson, Head of OD/Strategic HR Business Partner

Presented by: Sharmila Kar, Director of Workforce and OD

Summary of Report: This report provides an update for the Board of the key activities in human resources & organisational development, equality & diversity, and, human rights.

Strategic Objective:

● To improve the health and wellbeing of people in

Manchester

● To strengthen the social determinants of health and

promote healthy lifestyles

● To ensure services are safe, equitable and of a high

standard with less variation

● To enable people and communities to be active partners

in their health and wellbeing

● To achieve a sustainable system

Board Assurance Framework Risk:

N/A

Outcome of Impact Assessments completed (e.g.

Quality IA or Equality IA):

Completed as part of individual activity

Outline public engagement – clinical, stakeholder and

public/patient: N/A

Recommendation: The MHCC Board is asked to note the report.


1.0 Introduction

This paper is to update the board on the progress of MHCC HR and OD activities.

2.0 HR Update

As part of phase 2 of organisational design, programmes of work across each of the directorates are

being developed to progress the transformation of MHCC into an integrated commissioner. This

includes scoping out the impact on phase 2 organisational design understanding the alignment to the

Local Care Organisation and working with the Council to improve integration and ways of working.

This is underpinned by a comprehensive OD strategy and plan that is being developed to support

organisational change. A target operating model for MHCC is in development currently.

Work continues to deliver the implementation of phase 1 accommodation moves which will enable

staff within each of the Directorates to be based in a single location as far as possible at this stage.

An updated timeline is being established to allow for the resolution of a number of technical and

practical challenges related to the moves. Manchester Integrated Care Gateway service successfully

relocated to Ellen House, Oldham during the weekend of the 16th December 2018. The services re-

opened on time on Monday 18th December 2018. The formal transfer of the service will take place on

the 1st April when all directly affected employees will TUPE transfer to Greater Manchester Shared

Services. Full consultation has taken place in line with the TUPE Regulations.

Progress is being made on improving some systems and processes which are required to underpin

and strengthen integrated working across the partnership. These include appropriate data sharing

arrangements, resourcing and management of change principals.

A Values Based Recruitment & Selection Policy and Guidelines for Line Managers were signed off by

Governance Committee in November 2017. The roll out of these is being supported by a series of

recruitment and selection Essentials briefing for Line managers throughout January 2018. These will

be followed a full training programme for Line Managers which is currently being developed for roll

out in the new financial year.

3.0 OD Update

3.1 OD Strategy

The OD strategy outlines MHCC’s approach to Organisational Development (OD) from December

2017 to March 2019. The strategy sets out an ambitious and exciting programme of transformation

that seeks place staff at the heart of all we do, building on their skills, knowledge and talents to


enable an efficient and effective strategic commissioning organisation that delivers the best health

and wellbeing outcomes for people in our City.

The Strategy sets out three key objectives, designed based on intensive diagnostic work and

conversations with a wide range of staff since October 2017:

Objective 1 | Enabling an integrated and sustainable strategic commissioning organisation.

We will develop the infrastructure, knowledge, skills and capabilities that will enable MHCC to

become a sustainable word class strategic commissioner

Objective 2 | Enabling learning and innovation

We will enable a capable, effective and adaptable workforce that is responsive to change and

empowered to do things differently

Objective 3 | Enabling a healthy and engaged workforce

We will create the conditions for our staff to thrive and flourish at work and beyond

Successfully delivering this strategy will mean that by March 2019, we will have begun to change

organisational culture and developed |

An inspiring, shared vision that creates a sense of purpose and pride amongst the workforce;

Integrated, cohesive teams who work effectively together and across boundaries;

Leadership actions and behaviours that are clearly displayed and in line with our values;

Staff who are accountable for their own engagement and development;

High levels of staff engagement;

A resilient workforce who are adaptable and responsive to change;

Managers with core competencies and people management skills;

An agile workforce who do their jobs in the most effective and efficient ways possible;

A culture that values and enables innovation;

A learning organisation built for agility and adaptability; and

MHCC as an employer of choice in Manchester and beyond.

The full OD strategy can be found in appendix 1. The strategy remains a draft as engagement with

staff is on-going. Feedback will be gathered and incorporated into the strategy, and a final version will

be shared in February 2018.

3.2 Staff Survey

This years’ survey was launched in November 2017, giving staff a four week window to complete.

The response rate was 79%, providing an extremely strong representation of views from across the

organisation and giving us a fantastic opportunity to listen and act on what staff are saying. Positive

highlights include; |

Overall optimism about changes taking place at MHCC;

Just over half of employees are satisfied with the leadership and direction of the organisation;

Two thirds of employees feel they are treated fairly by their manager; and


Two thirds of MCC colleagues and three quarters of MCCG employees agreed that MHCC is a good place to work.

Developmental areas include |

The data suggests there is more work to do to create a joined up organisation, with improvements to be made in how strategic messages cascade to an operational level;

Support is needed for teams to work in an agile way;

There are high levels of stress reported, with over half of employees across the organisation sometimes feeling they cannot cope with their work;

Staff want more opportunities to provide feedback;

The number of staff reporting bullying and harassment from other colleagues has increased since last year.

More information is detailed in the High Level Survey Report, attached as Appendix 2. The full staff

survey results along with recommended actions will be published shortly.

The draft OD Strategy details some of the activities and interventions already planned to address

issues and develop the organisation. Key projects to highlight include:

Employee Voice. Executive Committee have agreed to support a fresh, sequenced programme of events that provide staff with opportunities to have their say on what matters to them, as well as hear key organisational messages in a consistent and timely manner. These include corporate, directorate, and team events. As part of this, a ‘Champions’ group has been created with around 25 staff volunteers who have signed up to be part of the group. They will work in collaboration with the OD team to help design and inform initiatives, and take forward and shape the things they are passionate about in the organisation. Early topics that staff have suggested for inclusion include Health and Wellbeing, Agile Working, and Equality, Diversity and Inclusion. We are commissioning Dignity and Inclusion and work training which will be mandatory for all staff and managers.

Establishing a group of trained ‘Mental Health First Aiders’, who will be a contact point for anyone in the organisation to go to if they are experiencing any difficulties, inside or outside of work. They will be able to advise, signpost, offer coping mechanisms and support staff who are experiencing bullying and harassment in a safe and confidential environment.

The Board is asked to note the contents of the report.

1 – Draft OD Strategy 2017-2019

2 – High Level Staff Survey Results 2017

4.0 Recommendations and Next Steps

6.0 Appendix

Last updated: 30 November 2017

Organisational Development Strategy DRAFT

2017-19

Working for a Healthier Manchester

Contents

Introduction Page 1

Links to organisational strategies Page 2 OD at MHCC Page 3

How will we do it Page 4

Summary of objectives Page 5 High level road map part 1 (December 2017 – March 2018) Page 6 High level road map part 1 (April 2018 – March 2019) Page 7 Achieving success Page 8

Summary Page 9

Appendix 1 | McKinsey 7s model Page 10 Appendix 2 | Strategy on a page Page 11

Change is a familiar concept to staff within local government and the NHS, and with a fast-evolving landscape across health and social care in Manchester, there

has never been a more vital time to think about how we deliver our services in a different way to overcome challenges and embrace opportunities. The city-

wide approach to achieving the greatest and fastest improvement to the health and wellbeing of residents is shared through ‘A Healthier Manchester’ (Locality

Plan) which was approved in April 2016. Central to this plan was the formation of |

Single Commissioning Function (Manchester Health and Care Commissioning – MHCC – formed 1 April 2017)

Single Hospital System (Manchester University NHS Foundation Trust – MFT – formed 1 October 2017)

Local Care Organisation (LCO – will be formed 1 April 2018)

This strategy outlines MHCC’s approach to Organisational Development (OD) from December 2017 to March 2019. It is purposely split into two distinct time

periods - the OD strategy sets out an ambitious and exciting programme of transformation that seeks to support MHCC during implementation (December 2017

– March 2018) and also into its sustainable future shape (April 2018 – March 2019); making MHCC a great place to work, and enabling our workforce to deliver

the best possible outcomes for people in Manchester and achieve the organisational mission of “Working for a Healthier Manchester” and MHCC’s vision |

We are determined to make Manchester a City where everyone can live a healthier life;

We will support you, and your loved ones, investing in what you tell us is important to you;

We will make sure you receive the right care in the right place and at the right time, delivered by kind, caring people that you can trust;

We will make the most of our money by reducing waste, testing new ways of working that improve outcomes and funding the things that we know will

work; and

We will forge strong partnerships with people and organisations, in the City and across the region, and put health and wellbeing at the heart of the plans

for developing Manchester’s future as a thriving city.

This vision is underpinned by three shared values that will drive our behaviours, leading and influencing the transformation of health and social care |

Introduction

Page | 1

POSITIVE COLLABORATIVE FAIR

Page | 1

Links to organisational strategies

The OD strategy is aligned to other key organisational strategies |

A Healthier Manchester | Locality Plan

Our Manchester (OM)

The Locality Plan sets out our ambitions for improving the health and wellbeing of people in Manchester.

This includes taking an asset based approach and building self-reliance and independence with people

doing things for themselves, and creating healthy neighbourhoods whilst getting to know our

communities. This OD strategy is aligned to these ambitions, and will be regularly reviewed to ensure it

also aligns to updated versions of the plan and the one page summary framework (rainbow).

Manchester Workforce Strategy

This strategy provides a high level workforce and OD plan to support the implementation of the ambition

contained in the Locality Plan. The MHCC OD strategy has been developed using the workforce strategy

vision – to have an integrated, productive and engaged workforce, working to Our Manchester asset

based behaviours, with the right skills in the right place at the right time.

OM describes a way of working that underpins all we do in Manchester. This means we’ll have a different

conversation with residents and partners, work together to build relationships and really listen to the

people we work with. The OD strategy aims to embed this approach in everything MHCC does.

MHCC Strategic Aims

The OD strategy is aligned with the strategic aims of MHCC as set out in the Operational Plan 2017-18:

Improve the health and wellbeing of people in Manchester;

Strengthen the social determinants of health and promote healthy lifestyles;

Ensure services are safe, equitable and of a high standard with less variation;

Enable people and communities to be active partners in their health and wellbeing; and

Achieve a sustainable system

These aims underpin every initiative and activity described in this OD strategy.

Page | 2

OD at MHCC

Organisational development involves changes in ‘how we do things’, such as behaviours, culture, processes, roles, responsibilities, skills, improvement tools and

the effectiveness of people and teams. Put simply, it’s about ensuring the right people are doing the right things, in the right way at the right time so that the

organisation can flourish and thrive.

The vision for OD at MHCC is to |

“place staff at the heart of all we do, building on their skills, knowledge and talents to enable an efficient and effective strategic commissioning organisation

that delivers the best health and wellbeing outcomes for people in our City”

This vision and the following plan of interventions (see pages 6-7), have been developed using a variety of diagnostic tools. Primarily, the McKinsey 7s model has

been used (see appendix 1) which is based upon the theory that for organisations to perform well, the seven elements have to be aligned. To understand each

element of this model, research has been consulted, interviews have been conducted with a range of stakeholders, observations have been undertaken and

there has been a review of previous staff survey results and other benchmarking exercises from before and shortly after MHCC was formed on 1 April 2017. The

evidence shows that|

There is more integration needed between teams to ensure they are working together in the most effective way possible;

There are several different cultures across MHCC. We want to create an inclusive culture that places staff at the heart of everything we do, with a shared

purpose and shared behaviours;

There are inconsistencies in the way key messages, information and decisions are shared across the organisation;

Levels of staff engagement are mixed. It’s essential that we create interventions and initiatives that involve the whole workforce;

Staff want to us to use simple language and approaches, and avoid use of jargon and corporate terminology; and

Staff have told us what is important to them – this led to the creation of the 3 MHCC values – positive, collaborative and fair. These should run through

everything we do.

Vision

Page | 3

How we will do it

Core principles

The OD approach is underpinned by a number of principles that describe how OD will operate at MHCC. We will endeavour to design and develop high quality

OD interventions that will:

Empower staff to embrace different and new ways of working and do things differently;

Do with, not to;

Embed our values – positive, fair and collaborative, and an asset based ‘Our Manchester’ approach;

Build pride in our organisation and city;

Equip our staff with the tools and knowledge they need so they can do their jobs in the most effective ways and deliver our priorities;

Create conditions for our staff to thrive and flourish at work and beyond;

Empower our staff to take responsibility for their own engagement and development; and

Support staff to understand the integral role they play in changing health outcomes for people in Manchester.

Champion group

OD should not be a separate thing on top of everything else – it should be part of everything we do from the start, and it should be participative - ensuring that

voices are heard and listened to from both across the organisation and other key stakeholders. As a result, a small group of ‘critical friends’ at MHCC and

beyond have contributed to the creation of this OD strategy.

Going forward, this approach will be developed further to create an MHCC ‘champion group’ who will support the implementation of the OD strategy. We will

invite volunteers from across MHCC who are passionate about working here and who have ideas, opinions and thoughts about how we can improve the things

we do to be part of a group to |

Help get feedback from staff flowing across the organisation

Act as “critical friends” for new initiatives being introduced

Collaborate on developing new initiatives such as health and wellbeing

Help bring our vision and values to life in MHCC

Help to get important messages out to and understood by a wider range of staff

Provide a way for the organisation to better understand how staff are feeling on a more regular basis.

Page | 4

Page | 1

Summary of objectives

To achieve our vision, the OD strategy will be delivered through three primary objectives that have been identified as a result of the diagnostic |

ENABLING AN INTEGRATED AND

SUSTAINABLE STRATEGIC

COMMISSIONING ORGANISATION

We will develop the infrastructure, knowledge,

skills and capabilities that will enable MHCC to

become a sustainable word class strategic

commissioner

ENABLING LEARNING AND INNOVATION

We will enable a capable, effective and

adaptable workforce that is responsive to

change and empowered to do things differently

ENABLING A HEALTHY AND ENGAGED

WORKFORCE

We will create the conditions for our staff to

thrive and flourish at work and beyond

Integration Develop MHCC as a single, integrated partnership organisation Strategic Commissioning Develop MHCC as a strategic commissioner Vision and Values Create a culture where everyone understands their impact on MHCC vision and priorities and embodies shared values Workforce Attracting, recruiting and retaining talented staff that will enable MHCC to be the best it can be

Primary objectives Secondary objectives

VISION

OD will place staff at

the heart of all we

do, building on their

skills, knowledge and

talents to enable an

efficient and

effective strategic

commissioning

organisation that

delivers the best

health and wellbeing

outcomes for people

in our City

Learn and Grow A culture where staff take responsibility for their own development with continuous learning, quality improvement and innovation People and Team Development Building on our strengths to create high performing teams, inspiring leaders and effective people managers Innovation Developing a culture where everyone looks for better ways of doing things

Engagement Develop a workplace where staff can flourish and thrive with increased staff engagement levels Health and Wellbeing Developing a cultural ‘conscience’ which places employee health and wellbeing at the heart of all we do

Page | 5

Page | 1

High level road map part 1

Integration Organise and hold away days for remaining directorates yet to meet by end of January 2018 Provide bespoke team development support for those teams who require it through the integration process, including support organising team away days Develop ‘Team Brief’ to ensure consistent approach to team meetings and regular, meaningful cascading of information Develop an approach to agile working that provides support for teams and individuals to enable a smooth transition for accommodation moves and readiness for future moves

Strategic Commissioning Work alongside McKinsey (MHCC strategic partner) to understand the key aspects of a strategic commissioner (including skills, expectations, knowledge and behaviours) and use outputs to support the

development of a competency framework for MHCC staff Identify and build capacity and capability in core commissioning areas to enable staff to operate as effective strategic commissioners

Vision and Values Work with directorates and teams to develop ways of embedding MHCC values Develop a strong shared purpose that will help both MCC and MCCG staff understand the journey of MHCC and their role in this

Workforce Develop and launch a corporate induction programme, and revise and review local induction Understand the interdependencies and alignment of MHCC staff and functions to the LCO so we have a model of ways of working with the LCO

Enabling a sustainable, integrated strategic commissioning organisation

Enabling learning and innovation

People and Team Development Evaluate outputs of ‘re-set’ conversations from Q3 and work with external consultant to develop phase 2 of refreshed approach to PDR framework Support ongoing development of Senior Leadership Group (SLG) and Executive Team Implement coaching programme for Board and Execs

Begin to design and develop a range of on-going support for people managers at all levels of the organisation to develop managers to a basic level of competence and develop core skills that will

support managers to have a range of effective ‘conversations’ in all aspects of their roles

Enabling a healthy and engaged workforce

Engagement Analyse results of 2017 staff survey and use with other metrics to create directorate level ‘people health check’ dashboards to inform targeted OD plans for directorates Launch and embed staff volunteering Create a structured and sequenced approach to employee voice that enables consistent two way feedback and effective cascading of information Create staff ‘champion’ group that support and develops initiatives

Health and Wellbeing Develop a programme of activities and initiatives to enhance the mental wellbeing of staff Develop a suite of initiatives as part of a health and wellbeing programme for staff, drawing upon learning from the ‘Health and Wellbeing Baseline Assessment’ Adoption of emerging citywide strategy and activities (and other best practice) Develop and embed a workforce health and wellbeing strategy

Dec 2017 – March 2018

Page | 6

Page | 1

April 2018 – March 2019

High level road map part 2


Learn and Grow Review L&D policy to ensure effective processes that enable staff to access the development they require and ensure L&D offer remains timely and effective Undertake skills audit to understand strengths across the organisation and methods for sharing these Develop MHCC as a ‘Learning Organisation’ with an asset based approach to learning

People and Team Development Develop PDR framework for Board and Clinical Leads Develop OD plan to support Board development programme Quarterly development for Exec team Continue to develop a range of on-going support for people managers at all levels of the organisation and hub that provides access to collection of tools, articles, blogs and videos

Develop and embed a high performing team framework

Develop coaching and mentoring framework

Innovation

Develop ‘Brilliant Ideas’ suggestion scheme and culture that values and rewards innovation


Engagement Develop an employee engagement strategy for MHCC that includes informal and formal reward, employee voice mechanisms, and opportunities to give something back Create a culture of ‘always on’ engagement by using pulse checks to gather regular, meaningful feedback from staff and developing a single annual staff survey

Health and Wellbeing Understand the range of staff benefits that the whole workforce can access and help staff to become more aware of these opportunities Review, refine and innovate core policies to ensure they effectively support the health and wellbeing of staff Adopt and embed ‘Workplace Health and Wellbeing Assessment Framework’

Integration Undertake Kings Fund Culture Assessment and use findings to implement effective interventions that develop teams at MHCC Complete skills audit for MHCC and continue to build capacity and capability across the organisation Organise and deliver corporate Listening into Action (LIA) event and support design of directorate LIA sessions during 2018

Strategic Commissioning Design and deliver an on-going programme of activities to increase organisational knowledge of the local community and develop an asset based approach to commissioning new models of care

Vision and Values Embed a continuous programme for diagnosing and measuring culture

Workforce Develop approach to talent management that effectively deploys and grows talented individuals in MHCC and across the Manchester system, and attracts new talent Develop succession planning approach including embedding the apprenticeship strategy and exploring NHS Graduate scheme and Breakthrough work experience scheme.

Enabling a sustainable, integrated strategic commissioning organisation

Page | 7

Page | 1

Achieving success

Successfully delivering this strategy will mean that by March 2019, we will have achieved culture change and developed |

An inspiring, shared vision that creates a sense of purpose and pride amongst the workforce;

Integrated, cohesive teams who work effectively together and across boundaries;

Leadership actions and behaviours that are clearly displayed and in line with our values;

Staff who are accountable for their own engagement and development;

High levels of staff engagement;

A resilient workforce who are adaptable and responsive to change;

Managers with core competencies and people management skills;

An agile workforce who do their jobs in the most effective and efficient ways possible;

A culture that values and enables innovation;

A learning organisation built for agility and adaptability; and

MHCC as an employer of choice in Manchester and beyond.

Measuring success

On-going monitoring of the OD strategy will be the responsibility of the HR OD EDHR team, who will report on progress to the Executive Team of MHCC at regular intervals. A

range of measures will be used to evaluate and monitor the success of the OD strategy. These include |

Staff survey feedback and engagement scores;

Regular ‘pulse checks’ that check staff feeling on a number of issues;

MHCC staff ‘champion group’ (a group of critical friends and engaged members of staff to be created Q3/Q4 2017-18);

Stakeholder engagement and feedback;

Culture diagnostics;

Delivery of objectives and strategic aims;

Retention and attendance rates; (KPI’s to be developed)

External awards and recognition;

Health and Wellbeing Assessment Framework;

Attendance at internal events and engagement with initiatives; and

Learning and development evaluations.

Further OD diagnostics will also take place at regular intervals to ensure the OD Strategy remains meaningful and valuable, and that the correct OD priorities are being

identified.

Page | 8

Page | 1

Summary

The HR OD EDHR team will ensure the OD strategy remains a live document.

Future developments to this strategy will be carried out in consultation with a range of stakeholders. It must remain future focused, keeping an eye on the

horizon and ensuring the organisation and workforce are ready and prepared for the future; and flexible as change is on-going so the OD offer should be

relentlessly reviewed and prepared to adapt as necessary.

However, OD is not just the responsibility of the HR OD EDHR team. It requires real commitment from the whole organisation, particularly those in leadership

roles.

Page | 9

Page | 1

Appendix 1 | McKinsey 7s Model

Structure

Staff

Shared

Values

Strategy

Skills

Systems

Style

Roles and responsibilities

Governance and business processes

Leadership / management development

Shared Values

Objectives and performance

Learning, development and talent

Workforce capacity and capability Purpose and belief

This is a model of OD effectiveness that suggests there are

seven internal factors in every organisation that need to

be aligned and reinforced for it to be successful.

Page | 10

Page | 1

Appendix 2 | OD Strategy on a page

Vision | OD will place staff at the heart of all we do, building on their skills, knowledge and talents to enable an efficient and effective strategic commissioning

organisation that delivers the best health and wellbeing outcomes for people in our City

Enabling an integrated and sustainable strategic

commissioning organisation

We will develop the infrastructure, knowledge, skills

and capabilities that will enable MHCC to become a

sustainable word class strategic commissioner


We will enable a capable, effective and adaptable workforce that is responsive to change and

empowered to do things differently


We will create the conditions for our staff to thrive

and flourish at work and beyond

OD core principles |

Empower staff to embrace different and new ways of working and give permission to do things differently;

Do with, not to;

Embed our values – positive, fair and collaborative, and an asset based approach;

Build pride in our organisation and city;

Equip our staff with the tools and knowledge they need so they can do their jobs in the most effective ways and deliver the best possible services;

Create conditions for our staff to thrive and flourish at work and beyond;

Empower our staff to take responsibility for their own engagement and development; and

Support staff to understand the role they play in changing health outcomes for people in Manchester.

Un

de

rpin

ne

d b

y |

MHCC Strategic Aims Locality Plan

Integration | Develop MHCC as a single, integrated partnership organisation Strategic Commissioning |Develop MHCC as a strategic commissioner Vision and Values | Create a culture where everyone understands their impact on MHCC vision and priorities and embodies shared values Workforce |Attracting, recruiting and retaining talented staff that will enable MHCC to be the best it can be

Learn and Grow |A culture where staff take responsibility for their own development with continuous learning, quality improvement and innovation People and Team Development |Building on our strengths to create high performing teams, inspiring leaders and effective people managers Innovation |Developing a culture where everyone looks for better ways of doing things

Engagement | Develop a workplace where staff can flourish and thrive with increased staff engagement levels Health and Wellbeing |Developing a cultural ‘conscience’ which places employee health and wellbeing at the heart of all we do

Our Manchester Workforce Strategy

Positive Collaborative Fair

Page | 11

Page | 4

Page | 1

1

Manchester Health and Care Commissioning

High Level Overview of the Employee Opinion Survey 2017

2

Contents ................................................................................................................................................................ 1

High level Overview of the Employee Opinion Survey 2017 .................................................................. 3

Introduction ............................................................................................................................................ 3

Emerging Themes................................................................................................................................ 3

Job Satisfaction ....................................................................................................................................... 4

Reasons for the levels of job satisfaction ........................................................................................... 4

Leadership and Direction ........................................................................................................................ 4

Reasons for lower confidence levels in leadership and direction ...................................................... 4

Working for the CCGs .............................................................................................................................. 4

Employee Health and Well-Being ........................................................................................................... 4

Equality, Diversity and Human Rights ..................................................................................................... 5

The Way You are Managed ..................................................................................................................... 5

Your Working Environment .................................................................................................................... 5

Teamwork ............................................................................................................................................... 5

Communication and Engagement........................................................................................................... 5

Learning and Development ..................................................................................................................... 6

Pay and Benefits...................................................................................................................................... 6

Recognition ............................................................................................................................................. 6

Next Steps ............................................................................................................................................... 6

3

Manchester Health and Care Commissioning

High level Overview of the Employee Opinion Survey 2017

Introduction This initial report provides some of the high-level findings from a staff survey for Manchester Health

Care & Commissioning (MHCC). Further detailed analysis will be presented in January 2018, along

with an action plan suggesting next steps for MHCC.

The overall objective of the survey was to measure employee satisfaction on a range of topics in the

newly formed organisation.

283 employees responded to the survey, of which 210 were from the Manchester Clinical

Commissioning Group, and 68 were from Manchester City Council. Only 5 respondents stated that

they were contracted to ‘Other’ organisations.

The response rate for completion of the survey was 79% which is fantastic and provides a really

strong representation of views from across the organisation.

Where possible, attempts will be made to make some comparisons with the 2016 survey conducted

by Manchester Clinical Commissioning Group, however, the 2017 survey is not an exact replica of

the 2016 survey and the organisation has been through transformational change since 2016.

Emerging Themes • Overall, there is some optimism about the changes taking place with some positive

comments from staff who are excited about the future direction.

• The data suggests that there is more work to do to create a joined-up organisation. There

are improvements to be made in how strategic messages cascade to an operational level.

• The data suggests that more support is needed for teams to work in a more agile way, so

they are able to work across locations and from home.

• There is room for improvement in the way MHCC approaches learning and development and

career progression as both organisations report low levels of satisfaction in this area

• A significant number of employees have reported bullying and harassment from other

colleagues

• As employees move through the questionnaire, the number of employees choosing not to

answer the questions increase. It is assumed that this is due to interest and attention spans

declining rather than questions becoming more complex.

• There are high levels of stress reported by respondents with over half of employees across

organisations sometimes feeling they cannot cope with their work.

• There are a couple of instances where the question talks about CCG rather than MHCC, this

may skew the overall response to these questions.

• Overall, the results have declined since 2016, however as described in the introduction, the

data does not lend itself to true comparisons.

4

Job Satisfaction • There is a higher proportion of Council employees, around four fifths, than CCG employees,

around two thirds, satisfied with their current job, however, a slightly higher proportion of

CCG employees are satisfied with MHCC as an employer. This has dropped since the 2016

survey suggesting that employees are less satisfied since the transformational change.

• Slightly more employees feel they can influence decisions in the Council compared to the

CCG.

• More employees in the Council than in the CCG feel motivated to do their current job.

Reasons for the levels of job satisfaction o Newly formed team

o Don’t feel integrated yet

o Not sure what being part of MHCC means

o I don’t see MHCC as my employer

o It doesn’t feel like a new organisation

o There is some optimism about new opportunities and a new direction

Leadership and Direction • Just over half of all employees are satisfied with the leadership and direction of the

organisation. The difference in response between Council employees and CCG employees

was minimal.

• More than half of employees that answered the survey did not feel confident that the senior

managers would act on the results of the survey.

• There is very little confidence in how the organisation manages change with just over a third

of employees agreeing that change is managed well.

Reasons for lower confidence levels in leadership and direction o People feel quite remote from other teams

o People understand the need for strategic change but it isn’t being translated at an

operational level.

Working for the CCGs • There is a high proportion in this section who have not answered this group of questions,

could this be due to the wording of the question?

• Two thirds of the Council employees and three quarters of CCG employees agree that it is a

good place to work.

• There is a higher proportion of CCG employees than Council employees that feel they ‘fit in’

with their organisation and their colleagues. Just of half in total feel they have a sense of

belonging.

Employee Health and Well-Being • There are high levels of stress reported by respondents with three quarters of Council

employees and two thirds of CCG employees reporting that they feel their work is stressful.

• Over half of employees sometimes feel they cannot cope with their work.

• Slightly more Council employees said their organisation takes positive action on health and

well-being than CCG employees.

5

Equality, Diversity and Human Rights • Around 70% of employees in total believe their organisation understands and promotes

equality, diversity and human rights. In the last 12 months:

o In the Council, 1 employee out of 68 reported bullying/harassment from

patients/public and 9 out of 68 reported bullying/harassment from other staff.

o In the CCG, 14 out of 210 reported bullying and harassment from patients/public

and 30 out of 210 reported bullying/harassment from other staff.

o 18 employees in total, out of 278, have reported discrimination from their manager.

The Way You are Managed • Just under two thirds of all employees thought that their manager treated them fairly.

• In total, 56 employees out of 283 chose not to answer the question about how happy they

were with the way they are managed.

• About two thirds of employees overall, felt that their manager shared organisational

information with them.

• Overall, two thirds of employees felt their manager treats them fairly.

• There are mixed comments with an equal amount of employees reporting that it depends on

which manager they have worked with, some reporting both positive and negative

experiences.

Your Working Environment • Over three quarters of Council employees are satisfied with their working environment,

compared to two thirds of CCG employees.

• Some themes have emerged such as:

o There is inconsistency about who gets to work from home and who doesn’t.

o There is a need to become more agile if going to become ‘one’ organisation, with a need

to co-locate and have the resources to support this.

o There is lack of meeting space.

Teamwork • Two fifths of Council employees felt that employees are generally more interested in their

own job than working with others, compared to a third of CCG employees.

• Overall employees commented on that they were not integrated enough to work with

colleagues from other organisations, and because the organisation was disjointed, there was

still silo working.

• Similar percentages of employees, around two thirds, reported that they understand the

relevance of values in their job and in the organisation.

Communication and Engagement • Just under two thirds of employees say they are kept informed of what is happening at their

organisation.

• Only half employees overall report that they are happy with the opportunities they have to

provide feedback.

• Around two thirds of employees report that they have regular team meetings, however

some people then reported that these meetings are not always useful.

6

Learning and Development • Around one third of employees overall felt that the organisation offered a wide range of

development opportunities.

• There are significantly less employees in the Council that feel satisfied with the training and

development opportunities available than in the CCG, however, both organisations report

low levels of satisfaction.

• Slightly higher levels of satisfaction with career development exist in the CCG than in the

Council and it is reported that development opportunities are often too generic and

sometimes it ‘depends on whether your face fits’. Some employees reported that there

were very few training initiatives.

Pay and Benefits • Half of Council employees reported that there were inconsistencies in the way people were

paid compared to a third of employees in the CCG, with some employees suggesting that

MHCC needed to do more to address discrepancies between NHS and Council pay.

Recognition • Two fifths of Council employees report they have had a personal development review

compared to almost two thirds of employees from the CCG.

• Just under half of employees from the Council and the CCG feel recognised for the work they

do, most of the recognition received comes from colleagues and not their manager.

• Around half of employees overall said they get regular feedback on their performance.

• Very low numbers of employees felt that poor performance is dealt with effectively. One

theme was performance is difficult to measure when there is a lack of targets/objectives

within teams which should change as the direction of travel in the new organisation

becomes clearer.

Next Steps In January 2018, Delve will provide a more detailed analysis of the employee opinion survey results.

Our report will show a statistical breakdown of each question and organisational development

recommendations that will support and guide MHCC on where to celebrate success and which areas

may benefit from a different approach.

Documents

Agenda Item No. 4.1 and selection Essentials briefing for Line managers throughout January 2018. These will be followed a full training programme for Line Managers which is currently