Managing partnerships for health improvement east glasgow chcp staff survey
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Managing Partnerships for Health Improvement East Glasgow CHCP Staff Survey. Jane Mackinnon Moira Fischbacher Judy Pate Phil Beaumont September 2006. Introduction. Researchers from Glasgow Uni Business & Management Dept Funded by the Glasgow Centre for Population Health

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Managing partnerships for health improvement east glasgow chcp staff survey

Managing Partnerships for Health Improvement East Glasgow CHCP Staff Survey

Jane Mackinnon

Moira Fischbacher

Judy Pate

Phil Beaumont

September 2006


Introduction

Introduction

  • Researchers from Glasgow Uni Business & Management Dept

  • Funded by the Glasgow Centre for Population Health

  • The research will look at:

    • Development and management of the CHCP

    • The development of trust between individuals and agencies, professional identity and the move towards integrated teams

    • The balancing act between developing working relationships and ‘getting on with the job’

    • How the success of the CHCP can be measured


The survey

The survey

  • ‘Tick box’ answers are limited but give useful overview

  • All staff employed by East Glasgow CHCP

  • 1250 CHCP staff

  • Email survey link to website

  • Paper copies to all services for staff with:

    • Limited computer access

    • No internet access


Responses

Responses…

  • So far we have…

    • 359 responses

    • 29% response rate

    • Social Work & NHS Staff from all sections of the CHCP

    • Range of job categories and professions

    • Range of roles (support, management, operational etc)


What does the survey tell us

What does the survey tell us?

  • Will look briefly at the following topics:

    • Trust

    • Professional and organisational identity

    • Expectations of partnership working

    • Views of the CHCP and partnerships in practice

    • Managing change


Trust at work

Trust at work

  • The results show high levels of trust between colleagues

    • Helping out of day to day difficulties (93%)

    • Trusting people to lend a hand where needed (90%)

    • Can rely on colleagues to do their jobs (84%)

  • Also a fair amount of trust in line management

    • Line manager deals with me in a truthful manner (64%)

    • Always considers my viewpoint (64%)

    • Lower agreement in ability to give timely feedback about decisions and their implications (53%)


  • Trust at work ii

    Trust at work II

    • Trust in senior management appears to be undecided yet in the CHCP – few strongly agree or strongly disagree, most say neither

      • Sincere in its attempts to meet employee’s point of view (46% neither agree/disagree)

      • Senior management at work seems to do an efficient job (50% neither agree/disagree)


    Identity in the chcp

    Identity in the CHCP

    • Identity with your employing organisation:

      • 40% of respondents find criticism of their organisation is like a personal insult

      • 37% take praise of their organisation as a personal compliment

      • 44% say ‘we’ rather than ‘they’ about employer

  • Professional identity was stronger:

    • 65% of respondents find criticism of their profession is like a personal insult

    • 57% take praise of their profession as a personal compliment

    • 72% say ‘we’ rather than ‘they’ about profession


  • Expectations of partnership working

    Expectations of partnership working?

    • Answers indicate a strong history of multi-agency partnerships for improving lives within East Glasgow and different service areas

    • 76% think that agencies working in partnership achieve more for service users and patients than those working separately (only 5% disagree)

    • 63% think partnerships achieve more for service users and patients than what would be achieved by just providing extra money


    Your views of the chcp

    Your views of the CHCP

    • Early results suggest quite a high level of understanding of CHCP, although…

      • “Speaking to many fieldworkers and managers they are unaware of what exactly the CHCP's are and what they do. Unfortunately they pretend they do so as not to look silly in front of colleagues! True! Ask for detail and they can’t give it”

  • Only 23% of respondents feel all CHCP members are aware of what is to be achieved through partnership working

  • Awareness and understanding being increased through different events like today

  • When asked whether genuine partnership is achievable between Social Work and the NHS 54% agree, 19% do not and 27% perhaps have not decided yet…


  • Partnerships in practice

    Partnerships in practice

    • Perceptions of respect between Social Work and the NHS

    • 60% feel it is realistic for the NHS and Social Work to work towards the same goals, 66% already work closely with staff from both

    • Conscious of ‘organisational boundaries’ – organisational change needed for partnerships/teams to work well

    • Different cultures of Social Work and the NHS

    • 85% think more can be achieved for patients/service users by improving relationships between Social Work and the NHS


    Managing the change

    Managing the change

    • Some uncertainty about changing roles

    • Some frustrations around the most recent changes

    • Staff remain quite resilient and feel they will just be able to adapt to the changes (only 9 people don’t)

    • Acknowledging the difficulties but seeing the opportunities


    Managing partnerships for health improvement east glasgow chcp staff survey

    “…since 1996, change has followed change with no real overall improvement in service, (until recently by some accounts), or indeed no opportunity to absorb the lessons of change…Having said this, many of us recognise the need to change, to alter and organise our services in better, more dynamic, joined up ways, but by instalment, not in a wholesale fashion which this current change feels like, already. Change should be a necessary, but positive action. Many of us have a strong suspicion of, and a poor experience of change. Surely, these perceptions must be the first thing to change, in order to prepare the way for greater change to come. The question is, will this happen or will this simply be another period of change for changes sake, giving the illusion of fundamental restructuring while really adding very little of value?”


    What s next

    What’s next?

    • Further analysis of survey results

    • Series of one to one interviews with CHCP staff (Senior and operational managers, PEG group members)

    • Set of case study work within individual service areas

      • Health & Community Care

      • Learning Disabilities Services

      • Mental Health Services

      • Children’s Services

  • Opportunity to extend the work over the next 2-3 years?


  • Thank you

    Thank you

    • To all staff who completed the survey

    • To all staff who have supported the research so far

    • To Carrie Jackson, Kim Duncan and James Stevenson for all of their help with distributing the survey on our behalf


    Contact details

    Contact details

    If you have any questions about the research please feel free to contact:

    Jane Mackinnon

    Email: [email protected]

    Tel: 0141 330 5479


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