Great Place to Work Tori O’Hare – NHS Tameside and Glossop CCG Overview • Great Place to Work is one of the six workstreams within Future Focused Finance. • A national standard to identify, create and sustain great workplaces. • 20 sites selected to pilot Great Place to Work within the NHS. – 2 of these 20 within the North West • Greater Manchester West Mental Health NHS FT • NHS Tameside and Glossop CCG “It’s a challenging time in the NHS – so I wanted this Future Focused Finance initiative to be an added motivation and inspiration to the team.” Kathy Roe, CFO, NHS Tameside and Glossop CCG • Commissioner landscape had gone through a period of significant change. • T&G CCG staff all former PCT staff, therefore had gone through the full process of reform; White Paper and consultation through to successful appointment within the organisation. •T&G CCG has a small employed workforce, core finance delivered by CSU, therefore the role of the employed staff being a new ‘Business Partner’ role working alongside Commissioning Managers and member practices. Process • Team Assessment – All members of the team to complete a survey – 82 statements (63 standard + 19 NHS specific) grouped against 5 dimensions – 2 open, free text questions • Results – Overall Feedback Report – Organisation Scorecard • Evaluation Workshop – All 20 pilot sites present, opportunity for evaluation, discussion and shared learning to support implementation and design of any future roll out of GPtW within the NHS T&G Results T&G Results • 100% response rate to survey (80% average) – Overall response rate ranged from 52% to 100% (7 sites with 100%; 13 sites with over 90%) • 100% agreement that this is a great place to work • High response rates & results – Volunteered to be pilot sites – FSD and FFF is a standing item on our team meeting agenda; this is built into individual PDRs Evaluation Event • Overall Trust Index score of 69%; only just below the 70% required to be listed as a best workplace Evaluation Event • Top three results are the organisations with the smallest teams. For Tameside & Glossop CCG: – Small workforce, single office location therefore easy to engage all – Joint working, problem solving , regular communication, team meetings – Established team, strong friendship network from PCT – Through NHS reform staff chose CCG; chose the challenge this new role presented – The survey confirmed the ‘feeling’ within the team. CIPFA Validation – Test the benefit, adding significant value over and above the standard national NHS staff and finance team surveys that already occur – Establish suitability for all organisation types and sizes – Validate added value - and to what extent - in all types of NHS organisations – Be clear about the (actual and potential) strengths, weaknesses, opportunities and threats of the approach being tested by the pilot sites – Capture lessons learned from the pilot sites that can add value to any future rollout and/or use of this assessment process by individual organisations Lessons Learned • Consistent and comprehensive feeling of camaraderie across the team. • Team’s view on pride, both within the team and the organisation. • Weekly team meeting rescheduled to protect time. • Mindful of such high camaraderie, need to ensure still able to challenge/critique others. Lessons Learned • Opportunity to test the transition from PCT to CCG, the change in role and the new way of working with CSU Finance colleagues. • Results consistent with being shortlisted for 2014 Business Finance Awards – Finance Team of the Year. • Survey felt more pertinent to NHS Finance than many others - a comprehensive view of the team from a manageable time commitment. • Test the feeling within the team of their role as Business Partner and confirmed the strength of team spirit and pride whilst also illustrating learning which we have embedded. Lessons Learned “We spend a huge amount of a life within a working environment. If we can create a ‘Great Place to Work’ culture within that environment then what better atmosphere in which to carry out all our duties. Creating time and space for people to develop has been a huge enabler for this.” Kathy Roe, CFO What makes a good team? • 1966 World Cup – individual ‘stars’ v combined strength What makes a good team? • “Total Football” – adaptability of players within the team What makes a good team? • “Fergie’s Fledglings” – Developing the team, investing and nurturing Any Questions?