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Publication - Report

Health and social care staff experience: report 2017

Published: 2 Mar 2018
Part of:
Health and social care
ISBN:
9781788516020

This report presents the 2017 national iMatter results together with national Dignity at Work survey results.

101 page PDF

2.9MB

101 page PDF

2.9MB

Contents
Health and social care staff experience: report 2017
iMatter Report 2017

101 page PDF

2.9MB

iMatter Report 2017

The iMatter section of this report provides detailed information and analysis of what these measures mean. These are mapped to the Staff Governance Standard and include a breakdown of Response Rates, Employee Engagement Index Scores ( EEI), number of No Reports and Action Plans completed within the 12 week period per Organisation. This is explained in more detail throughout the report.

The purpose of the iMatter Questionnaire

The Scottish Government is committed to improving the experience of patients and service users through enhancing "Staff Experience". The iMatter Staff Experience Continuous Improvement Model aims to deliver new ways of engaging staff, which feel right for staff at every level. It introduces new opportunities where staff can feed back their experiences, in their teams, in a real-time basis. Once team results are delivered two weeks after questionnaires closing, all staff are invited to develop continuous improvement action plans as well as having the opportunity to share successes within their teams.

Data Collection

The iMatter Questionnaire and Dignity at Work Survey used Webropol to distribute electronic and paper questionnaires to NHSScotland employees, as well as those employed by the local authority who work in a Health & Social Care Partnership ( HSCPs) who chose to participate.

The iMatter questionnaire represents the views of health and social care staff who responded in 22 Health Boards and 23 HSCPs.

The process for distributing the iMatter questionnaire begins with a team confirmation period. Managers (at individual team level) were required to confirm their teams to ensure accuracy and that respondent information is updated. This was conducted for a period of 4 weeks where managers are required to remove any staff who have left the team, exclude staff who will not be available during the questionnaire stage and add any new staff that have joined the team.

Once this process was completed, the electronic questionnaire was sent out to all respondents with an email entered on the system and remained open for a period of 3 weeks. The paper version was also available to be printed and distributed on the same day, with the deadline to receive paper copies set for 1 week after the questionnaire closing date. All paper responses received within the deadline were also input within 1 week of the receipt deadline. Reminders were sent out each week over the 3 week period.

The iMatter questionnaire and data collection process was undertaken by Webropol, an independent company, to ensure full anonymity for the respondents. In order to keep the reports within small teams of 4 or less anonymous, the minimum response rate for team reports to be published must be 100%. The reports are published at team level and available to that team only. The response data contained in team reports informs reports at both Directorate and Organisational level.

One of the differences between the iMatter Questionnaire and the Dignity at Work Survey is that no demographic questions were asked in iMatter. Furthermore, in the iMatter Questionnaire all questions were mandatory – which means that all questions needed to be answered in order for the response to be accepted. This eliminated partial loss of data.

Response Rates and Employee Engagement Index Score ( EEI)

The Response Rate shows the number of staff issued with the questionnaire (Recipients) and the number of staff who responded (Respondents) as an overall percentage.
A response rate of 60% is required for teams of 5 or more and 100% for teams of 4 or less to generate a report. This is to ensure anonymity and the higher the response rate, the more realistic the feedback of how staff feel about working in their team.

The Employee Engagement Index ( EEI) score is shown as a percentage of the average score. This is calculated based on the number of responses for each point on the scale (Strongly Agree – Strongly Disagree) multiplied by its number value (6-1). These scores are added together and divided by the overall number of responses to give the percentage score to show level of engagement (see Appendix 1).

In 2017, the iMatter questionnaire achieved a 63% response rate, representing 108,230 respondents out of 172,587 recipients who completed the questionnaire. Of the 172,587 recipients 23,918 (14%) were social care staff within HSCPs. The majority of the questionnaires were sent by email (82%) achieving a response rate of 68%. Paper questionnaires achieved a response rate of 38%.

Electronic

Paper

Total

Surveys Sent

141,990

30,597

172,587

Responses Received

96,631

11,599

108,230

Response Rate

68%

38%

63%

The majority of experiences were captured for Organisations in 2017, but due to phasing some cohorts from 2016 were required to be included to provide a comprehensive national report.

Spoiled paper responses

Over 3,000 paper copies, representing 21% of the total questionnaires received by Webropol were spoiled and could not be input. These could not be input for a number of reasons:

  • 57% of these were because of partial responses. A large number of these were because of paper copies printed double sided where the respondent failed to notice the questions overleaf.
  • 27% because of completion errors where more than one response was given to the same question.
  • The remaining 16% of spoiled responses derive from a combination of crossed out QR codes, which meant the response could not be scanned; duplicate responses and questionnaires received past the deadline and were therefore not input.

Had these questionnaires been completed correctly or arrived on time this would have had a significant impact on the response rates.

iMatter Results 2017

iMatter Results 2017

Staff Governance Standard – Strand Scores

The strands of the Staff Governance Standard were mapped against the 20 components forming part of the Staff Experience Framework (see Appendix 2). The 28 questions were then mapped to the 20 components and Staff Governance Strands to provide a measure of Employee Engagement (see Appendix 3).

Staff Governance Standard – Strand Scores

Experience as an individual

Results are aggregated for each question presented under the heading ‘As an Individual’

Number of respondents 108230

Experience as an individual

My Team / My Direct Line Manager

Results are aggregated for each question presented under the heading ‘My Team / My Direct Line Manager’

Number of respondents 108230

My Team / My Direct Line Manager

My Organisation

Results are aggregated for each question presented under the heading ‘My Organisation’, where Organisation refers to and includes both NHS Board and Health & Social Care Partnership. ‘Senior Managers’ refers to the Chair, Chief Executive, Non-Executives and Directors/Chief Officer.

Number of respondents 108230

My Organisation

Overall, working within my organisation is a ...

The thermometer summarises the responses to Question 29 – the numeric question asking staff to rate working in the organisation.

Number of respondents 108230

Overall, working within my organisation is a ...

EEI numbers for teams within Health and Social Care

This report shows the EEI threshold table and the distribution of team reports aggregated.

EEI numbers for teams within Health and Social Care

In total 108,230 out of 172,587 answered the iMatter questionnaire, providing a response rate of 63%. The Employee Engagement Index ( EEI) is 75% for 2017.

The results for social care staff in HSCPs, who were invited to participate, have been included within the associated Health Board and NHSScotland figures.

Staff Governance Standard

The Staff Governance Standard Strands indicate that respondents felt that they were well informed (80%) and treated fairly & consistently with dignity and respect in an environment where diversity is valued (77%). They also felt they were provided with a continuously improving and safe working environment that promotes the health and well-being of staff, patients and the wider community (76%). Results relating to appropriate training and development (73%) and feeling involved in decisions (71%) were lower.

Experience as an individual

Regarding the experience as an individual, 88% of the respondents felt that they were clear about their duties and responsibilities, which is significantly higher than the other questions. The questions that received the lowest scores were “I feel involved in decisions relating to my job” (71%) and “I am confident my ideas and suggestion are acted upon” (70%).

For individual level questions the average score was 77%.

My team/direct line manager

In the section relating to the team, the questions “My direct line manager is sufficiently approachable” and “I feel my direct line manager cares about my well-being” received the highest scores with 86% and 84% respectively. The questions with lower scores in this section were “I am confident performance is managed well within my team” (77%) and “I feel involved in decisions relating to my team” (75%).

For team/direct line manager level questions the average score was 81%.

Organisation

On the organisational level questions “I understand how my role contributes to the goals of my organisation” (82%) and “I would be happy for a friend or relative to access services within my organisation” (78%) received the highest scores. Questions with the lowest score were “I feel senior managers responsible for the wider organisation are sufficiently visible” (62%) and “I feel involved in decisions relating to my organisation” (57%).

For organisation level questions the average score was 69%.

In the thermometer question which relates to the overall experience of working for the organisation, this was the only question that was answered on a scale between 0 and 10. The result was 6.73. For further analysis, the thermometer question was recalculated using the same scale as the other 28 questions for comparison purposes. When converted it achieved a score of 73%. When comparing the response average of the other 28 questions, which ranged from 57% to 88%, this question was placed in the bottom third of the ranking list.

In the overall experience question the scale has been reversed so the answer alternatives are stated from negative to positive. It cannot be confirmed if this had an impact on the overall score.

iMatter Response Rates, EEI & Action Plans 2017 per Organisation

This report contains the percentages for Response Rate, EEI score and Action plans recorded within 12 weeks for each Organisation. 2017 will provide the benchmark for future comparison.

Organisation

Response rates

EEI

Action plans agreed

2017

2017

2017

Golden Jubilee Foundation

68%

78%

62%

Healthcare Improvement Scotland

80%

79%

73%

NHS 24

67%

75%

15%

NHS Ayrshire & Arran

63%

76%

55%

NHS Borders

61%

74%

26%

NHS Dumfries & Galloway

63%

75%

12%

NHS Education for Scotland

81%

80%

71%

NHS Fife

62%

75%

41%

NHS Forth Valley

65%

75%

26%

NHS Grampian

64%

76%

53%

NHS Greater Glasgow & Clyde

58%

No report

44%

NHS Health Scotland

85%

81%

97%

NHS Highland

58%

No report

29%

NHS Lanarkshire

65%

77%

49%

NHS Lothian

65%

76%

33%

NHS National Services Scotland

76%

77%

78%

NHS Orkney

73%

75%

81%

NHS Shetland

61%

78%

13%

NHS Tayside

65%

74%

39%

NHS Western Isles

52%

No report

12%

Scottish Ambulance Service

64%

67%

73%

The State Hospital

78%

76%

78%

NHSScotland

63%

75%

43%

iMatter Results Comparison per Organisation

The response rates achieved by the organisations within Health and Social Care varied from 52% to 85%.

The organisations, which achieved the highest response rates, sent a lower total number of questionnaires, and collected a low proportion of responses via paper. This indicates that organisations with a smaller staff population achieved a significant response ratio considering their size.

The three organisations with the lowest response rates were also the only organisations with a response rate lower than minimum of 60%. In order to meet the minimum response rate, NHS Western Isles needed 78 additional completed responses; NHS Greater Glasgow & Clyde 667; and NHS Highland 204.

Where the response rate was not achieved, an organisation report was not published. Teams were still required to complete and agree action plans within a 12 week period. The action plan completion rate for these boards varied. NHS Greater Glasgow & Clyde had 44% action plans agreed within a 12 week period. NHS Highland and NHS Western Isles had an action plan completion rate of 29% and 12% respectively.

The share of action plans completed within a 12 week period range from 12% to 97% between the organisations. There are big differences between the organisations in terms of share of action plans completed within a 12 week period. It is noticeable that none of the larger health boards show in either the top or bottom of the list.

The five organisations with the highest response rate have an average of 80% action plans agreed.

Highest Response rate

Reponse rates

EEI

Action plans agreed

NHS Health Scotland

85%

81%

97%

NHS Education for Scotland

81%

80%

71%

Healthcare Improvement Scotland

80%

79%

73%

The State Hospital

78%

76%

78%

NHS National Services Scotland

76%

77%

78%

The five organisations with the lowest response rate have an average of 25% action plans agreed.

Lowest Response Rate

Reponse rates

EEI

Action plans agreed

NHS Borders

61%

74%

26%

NHS Shetland

61%

78%

13%

NHS Greater Glasgow & Clyde

58%

No report

44%

NHS Highland

58%

No report

29%

NHS Western Isles

52%

No report

12%

The level of engagement for the employees represented by the response rates and the EEI scores, are linked to the amount of action plans agreed. It is important for managers to focus on the action plans agreed in order to achieve employee engagement. This is then seen in the participation rate and EEI score, since the organisations with the most engaged employees have the highest amounts of action plans agreed. This represents a two-way relationship that is of great importance for future results.

The five organisations with the highest share of no reports show an average of 35% action plans agreed (see table on page 15).

Highest no report

No report

Response Rate

Action plans agreed

NHS Western Isles

45%

52%

12%

NHS Highland

41%

58%

29%

NHS 24

40%

67%

15%

NHS Greater Glasgow & Clyde

38%

58%

44%

Scottish Ambulance Service

37%

64%

73%

The five organisations with the lowest share of no reports show an average of 80% action plans agreed (see table on page 15).

Lowest no report

No report

Response rates

Action plans agreed

NHS Health Scotland

9%

85%

97%

Healthcare Improvement Scotland

12%

80%

73%

NHS Education for Scotland

15%

81%

71%

NHS National Services Scotland

15%

76%

78%

NHS Orkney

15%

73%

81%

iMatter Report of EEI scores for teams per Organisation

The table below shows the report percentage of EEI scores and the distribution of teams per Organisation.

Organisation

Strive &

Celebrate

(67-100) %

Monitor to Further

Improve

(51-66) %

Improve to

Monitor

(34-50) %

Focus to improve

(0-33) %

No

report

Total

Golden Jubilee Foundation

74.8%

2.9%

1.4%

0%

21%

100%

Healthcare Improvement Scotland

79.1%

9%

0%

0%

12%

100%

NHS 24

52.4%

7.7%

0%

0%

40%

100%

NHS Ayrshire & Arran

65.7%

6.2%

0.3%

0%

28%

100%

NHS Borders

58.1%

7.7%

0.8%

0%

33%

100%

NHS Dumfries & Galloway

59.6%

8.5%

0.5%

0%

31%

100%

NHS Education for Scotland

78.9%

5.3%

1.1%

0%

15%

100%

NHS Fife

58.4%

6.1%

0.3%

0%

35%

100%

NHS Forth Valley

61.6%

7.1%

0%

0%

31%

100%

NHS Grampian

64.1%

5.4%

0.2%

0%

30%

100%

NHS Greater Glasgow & Clyde

No report

No report

No report

No report

38%

100%

NHS Health Scotland

90.6%

0%

0%

0%

9%

100%

NHS Highland

No report

No report

No report

No report

41%

100%

NHS Lanarkshire

64.9%

4.7%

0.1%

0%

30%

100%

NHS Lothian

60.1%

6.6%

0.6%

0%

33%

100%

NHS National Services Scotland

79.2%

5.8%

0.3%

0%

15%

100%

NHS Orkney

73.6%

9.7%

1.4%

0%

15%

100%

NHS Shetland

58.3%

5.4%

1.2%

0%

35%

100%

NHS Tayside

57.6%

8.9%

0.4%

0.1%

33%

100%

NHS Western Isles

No report

No report

No report

No report

45%

100%

Scottish Ambulance Service

36.2%

25.4%

1.9%

0%

37%

100%

The State Hospital

72.9%

10.4%

1%

0%

16%

100%

NHSScotland

59.4%

7.1%

0.5%

0%

33%

100%

The majority of all teams 8156 (59.4%) achieved a score within the “Strive & Celebrate” threshold. 974 (7.1%) teams achieved a score within the “Monitor to Further Improve” area, 67 (0.5%) teams achieved a score within the “Improve to Monitor” threshold and 3 (0%) achieved scores within the "Focus to Improve" threshold . For 4537 (33%) of the teams no EEI score has been calculated because the 60% minimum response rate was not achieved.

The three top organisations with the highest share of teams within the “Strive & Celebrate” threshold were also the organisations with the lowest share of “No reports”.

  • NHS Health Scotland: Strive & celebrate 90.6%, no report 9%.
  • National Services Scotland: Strive & Celebrate 79.2%, no report 15%
  • Healthcare Improvement Scotland: Strive & Celebrate 79.1 %, no report 12%

The share of teams within “Monitor to Further Improve” threshold varied from 0% to 25.4%. The Scottish Ambulance had the highest share of teams (25.4%) followed by The State Hospital (10.4%) and NHS Orkney (9.7%).

Very few teams achieved a score within the “Improve to Monitor” threshold. The Scottish Ambulance Service was the organisation with the highest share, 8 teams (1.9%) achieved a score within this threshold. Followed by Golden Jubilee, 2 teams (1.4%) and Orkney, 1 team (1.4%). NHS Shetland, 2 teams (1.2%) also had a high share of teams within this threshold compared to the overall score of 0.5%.

NHS Tayside is the only organisation with teams that achieved a score within “Focus to improve”, 0.1% of the teams achieved a score within this threshold.

iMatter Components Report

This report provides a ranked summary of each question, mapped against the Staff Experience Components. It is recommended to view this report with the framework showing staff experience components mapped to the NHSScotland Health Care Quality Strategy 2010, the MacLeod Enablers, the Staff Governance Standard and the Knowledge Skills Framework ( KSF) core dimensions (see Appendix 2).

Question

Component

Average
Response
Percentage

2017

I am clear about my duties and responsibilities

Role Clarity

88%

My direct line manager is sufficiently approachable

Visible and Consistent Leadership

86%

I feel my direct line manager cares about my health and well-being

Assessing Risk and Monitoring Work Stress and Workload

84%

I have confidence and trust in my direct line manager

Confidence and Trust in my management

83%

I understand how my role contributes to the goals of my organisation

Sense of Vision, Purpose and Values

82%

I would recommend my team as a good one to be a part of

Additional question

82%

I am treated with dignity and respect as an individual

Valued as an Individual

82%

My team works well together

Effective Team Work

81%

I get the information I need to do my job well

Clear, Appropriate and Timeously Communication

81%

I am treated fairly and consistently

Consistent Application of Employment Policies and Procedures

81%

My work gives me a sense of achievement

Job Satisfaction

81%

I would be happy for a friend or relative to access services within my organisation

Additional question

78%

I have sufficient support to do my job well

Access to Time and Resources

77%

I am confident performance is managed well within my team

Performance Management

77%

I feel involved in decisions relating to my team

Empowered to influence

75%

I am confident my ideas and suggestions are listened to

Listened to and Acted Upon

75%

I would recommend my organisation as a good place to work

Additional question

74%

I get enough helpful feedback on how well I do my work

Performance Development and Review

73%

I feel appreciated for the work I do

Recognition and Reward

73%

I feel involved in decisions relating to my job

Empowered to influence

71%

I get the help and support I need from other teams and services within the organisation to do my job

Appropriate Behaviours and Supportive

Relationships

71%

I am given the time and resources to support my learning growth

Learning and Growth

71%

I am confident my ideas and suggestion are acted upon

Listened to and Acted Upon

70%

I feel my organisation cares about my health and wellbeing

Health and Wellbeing Support

70%

I have confidence and trust in senior managers responsible for the wider organisation

Confidence and Trust in my management

64%

I am confident performance is managed well within my organisation

Performance Management

64%

I feel senior managers responsible for the wider organisation are sufficiently visible

Visible and Consistent Leadership

62%

I feel involved in decisions relating to my organisation

Partnership Working

57%

The average response percentage achieved by organisations between the different questions varied from 57% to 88%. The top and bottom 4 questions were:

Top 4 questions:

  • I am clear about my duties and responsibilities: 88%
  • My direct line manager is sufficiently approachable: 86%
  • I feel my direct line manager cares about my health and well-being: 84%
  • I have confidence and trust in my direct line manager: 83%

Bottom 4 questions:

  • I am confident performance is managed well within my organisation (64%)
  • I have confidence and trust in senior managers responsible for the wider organisation (64%)
  • I feel senior managers responsible for the wider organisation are sufficiently visible: 62%
  • I feel involved in decisions relating to my organisation: 57%

The question with the highest average response percentage was the question “I am clear about my duties and responsibilities”. Three out of the four top questions related to the “Team / direct line manager” questions.

At the bottom of the components report there are four questions in the "Monitor to Further Improve", all relating to the Organisation section of the questionnaire.

Summary

When comparing respective questions, respondents rated the questions relating to their team and direct line manager higher than the questions relating to the organisation.

The biggest difference can be seen for the following questions shown in the table below:

Team and direct line manager

Organisation

Difference

I feel my direct line manager cares about my health and well-being / I feel my organisation cares about my health and well-being

84%

70%

14%

My direct line manager is sufficiently approachable / I feel senior managers responsible for the wider organisation are sufficiently visible

86%

62%

24%

I have confidence and trust in my direct line manager / I have confidence and trust in senior managers responsible for the wider organisation

83%

64%

19%

I feel involved in decisions relating to my team / I feel involved in decisions relating to my organisation

75%

57%

18%

I am confident performance is managed well within my team / I am confident performance is managed well within my organisation

77%

64%

13%

My team works well together / I get the help and support I need from other teams and services within the organisation to do my job

81%

71%

10%

I would recommend my team as a good one to be a part of / I would recommend my organisation as a good place to work

82%

74%

8%

Dependency between questions

Respondents answered the question relating to their overall experience of working for their organisation (thermometer question) on a scale from 0 to 10. Further analysis of the results showed a strong correlation with the questions regarding the Organisation, specifically the question “I would recommend my organisation as a good place to work” (74%).

The responses to questions concerning the organisation which showed a weaker relationship were “I understand how my role contributes to the goals of my organisation” (82%), and “I feel senior managers responsible for the wider organisation are sufficiently visible” (62%).

The responses to questions concerning team/direct line manager have little correlation to the overall working experience (thermometer question), showing differences but not to a large extent.

There was disparity between the individual’s experience and their relationship to the overall work experience (thermometer question). The responses to the questions “I have sufficient support to do my job well” (77%), “I feel appreciated for the work I do” (73%), and “I am confident my ideas and suggestion are acted upon” (70%) have a strong relationship with the work experience. The responses to the question “I am clear about my duties and responsibilities” (88%) also had a weak relationship to the thermometer question.

As expected, the responses to the questions within each level had a strong correlation. For example, questions concerning the individual experience showed a strong relationship with other questions within the individual level. This is also seen in the responses to the organisation questions. Results showed a weak relationship between responses to questions concerning the team/direct line manager and organisation. The results from these questions appear to be independent of each other.

There is a strong dependency between the responses to the question “I am confident my ideas and suggestions are listened to” (75%) and “I feel involved in decisions relating to my job” (71%) and “I am confident my ideas and suggestions are acted upon” (70%).

There is a strong dependency between the responses to the question “My direct line manager is sufficiently approachable” (86%), “I feel my direct line manager cares about my health and well-being” (84%) and “I have confidence and trust in my direct line manager” (83%). These questions are within the section relating to your team/direct line manager.

There is a strong relationship between the responses to the question “I would recommend my team as a good one to be a part of” (82%) with the following questions “My team works well together” (81%), “I am confident performance is managed well within my team” (77%) and “I feel involved in decisions relating to my team” (75%).

The responses to the question “I have confidence and trust in senior managers responsible for the wider organisation” (64%) showed a strong correlation to the responses to the question “I feel senior managers responsible for the wider organisation are sufficiently visible” (62%).

There is a strong correlation between the responses to the question “I would recommend my organisation as a good place to work” (74%) and the responses to the following questions “I would be happy for a friend or a relative to access services within my organisation” (78%), “I feel my organisation cares about my health and wellbeing” (70%) and “I am confident performance is managed well within my organisation” (64%).

“People Make Change Happen” – iMatter Team Stories

Health Boards and Health & Social Care Partnerships have submitted a team story providing insight into how teams have used iMatter and what difference this model is making to their team and the care they deliver. These team stories form part of the quality assurance providing evidence to the real difference improved staff experience makes to improved patient and client care.

2 East Team
Enhanced Recovery Matters

Patients cared for by happier staff results in improved outcomes.

Click here to read more…

Golden Jubilee Foundation

Finance & Corporate Services Teams
Collective Learning in the Corporate Services Directorate

Sharing learning- enhanced relationship, understanding of roles, increased creativity and collaboration across the Finance and Corporate Services Directorate.

Click here to read more…

Healthcare Improvement scotland

Health Information Services Team
A Fishy Tale

Using new processes to improve transparency and consistency.

Click here to read more…

NHS24

Elaine Young’s Public Health Team
Unused Courtyard Becomes Health & Well-being Haven

Work positive tool seeded idea of using a central courtyard to create positive outcomes.

Click here to read more…

NHS Ayrshire and Arran

Lisa Love’s Theatre Team
Better Staff Experience Supports Better Patient Experience

Improving staff experience leads to benefits for the way we treat our patients.

Click here to read more…

NHS Borders

Workforce Team
One Team Together

On our journey to ‘One Team’, being creative and collaborating on one path.

Click here to read more…

NHS Dumfries & Galloway

Home Care Team
iMatter to Home Care – The Journey

Overcoming complexity to rolling out iMatter on a Council network and being pleasantly surprised.

Click here to read more…

East Dunbartonshire Health & Social Care Partnership - NHS Greater Glasgow and Clyde

Practice Educators National Network
Working Well Together Matters

Overcoming geographical divides, diverse working patterns, using digital to transform collaboration and cross boundary working.

Click here to read more…

NHS Education for Scotland

Colin Smith’s eHealth Training Team
My Team works well together

Enhancing communication and better understanding of what others are working on to improve outcomes.

Click here to read more…

NHS Forth Valley

Board Administration Team
Improving, Delivering, Involving, Developing

iMatter actions need to reflect changing priorities.

Click here to read more…

NHS Grampian

Sandra Taylor’s Midwifery Team
Positive Team Culture in Community Midwifery

Living our values through iMatter – A daily huddle helps cement the team.

Click here to read more…

NHS Greater Glasgow and Clyde

Publishing Services Team
Celebrating Success

Working together pays off – celebrating excellence from your 2016 results.

Click here to read more…

NHS Health Scotland

Donna Smith’s Team
The planning department without a plan

Plans for the planning department aligned to the Strategic Vision.

Click here to read more…

NHS Highland

Andrea Stewart’s Admin Team
iMatter gives us all a voice

“The list has now become an invaluable communication tool”.

Click here to read more…

NHS Lanarkshire

Janis Butler’s HR & OD Directorate
Improving Visibility and Communications across HR and OD

Teams were invited to discuss and think about how to guard and grow their resilience.

Click here to read more…

NHS Lothian

Norma Shippin’s CLO Senior Team
Simple Idea but Significant Impact!

Designating a safe space was a very simple idea, but has been transformational.

Click here to read more…

NHS National Services Scotland

Dental Services Team
Dental Services SDM Journey – Strategy on a Page

Our Strategy Development Matrix delivers strategy on a page to improve team behaviours, communication and establish departmental goals.

Click here to read more…

NHS Orkney

Edinburgh City Station Team
Everyone Matters @ Scottish Ambulance Service

Time for our development – making the time for reflection and making it happen.

Click here to read more…

Scottish Ambulance Service

Estates and Facilities Team
Life After iMatter

Improved relationships – open, honest conversations… tell me what you want, what you really, really want.

Click here to read more…

NHS Shetland

Family Nurse Partnership
FNP Team iMatter Journey

‘Teddy bear picnic demonstrates link between engaged staff with positive patient outcomes.

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NHS Tayside

Susan Macaulay’s Emergency Department Team
Get Involved, Make a Difference

Key to providing best service for patients is paramount to this team. See what they did.

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NHS Eileanan Siar Western Isles

Cafe Connect Team
iMatter: Connect the Team

Independent advocate supports employees with learning disabilities record their views and develop their action plan.

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West Dunbartonshire HSCP - NHS Greater Glasgow and Clyde

Aberdeen City HSCP Team
iMatter: Employee Engagement in the Aberdeen City HSCP

Leaning points for iMatter were identified at an improvement event and changes are already being made.

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Aberdeen City HSCP - NHS Grampian - Aberdeen City Council

Team stories themes

The word cloud and pie chart below identify the words that appear most often in the team stories.

word cloud

The more a word is used the larger the word appears in the word cloud. The word iMatter featured in every team story and was therefore excluded from the word cloud. As expected the word “team” was identified as the most commonly used word.

pie chart

Development was referred to in 18 stories, which included 7 stories relating to learning. The stories focused on ongoing improvement, individual and collective learning and sharing learning with colleagues. Development also focuses on improving communication and strengthening links as a team.

Values were discussed in 4 of the team stories. These focus on corporate values and creating a values statement within the team to create a positive team culture. Reference was also made to how iMatter enabled staff to use their voices and feel valued.

Support is discussed in 8 team stories and focuses on communicating with colleagues. Understanding other team members and receiving support from their manager was also identified in the stories. Stories focus on supporting team and peer working and sharing good practice.

Where patient experience is addressed in the team stories, a common theme was to deliver high quality patient care and support.


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