LASA VICTORIA

Survey and Focus Groups

The Process

Survey – Broad View• 24 of 28 responses• Overall satisfaction, 9 broad areas• Included LASA VIC staff values

Focus Groups – More Specific Details• 4 groups and individual manager sessions• Open ended approach: Positives, Issues/Concerns and

Strategies

Survey Results

Overall Satisfaction• Quite good level of satisfaction with organisation (19/24)• Individual jobs (18/24 satisfied), (4/24 dissatisfied)

Organisational Goals• Most understand current organisational goals (18/24)• Many unsure/unclear re: changes/future (15/24)

Quality and Service Delivery• Positive: Delivers high quality services (19/24)• Services reflect needs of clients (17/24), (2/24 disagreed)

Survey Results

Improvement and Innovation• LASA Vic is committed to continuous improvement (17/24, 3 not)• Team operates with commitment (20/24)• Opportunities to improve skills (13/24 satisfied, 6 not)

Communication• Regular management communication (13/24 satisfied, 8 not)• Informative/sufficient Communication (10/24 satisfied, 9 not)

Work Organisation • Fairly dissatisfied with current systems/processes (12/24 not) • Technology (13/24 dissatisfied)

Survey Results

Team Work • Overall quite positive about team work, in teams (20/24)

Cooperation, Trust and Respect• Cooperation across organisation (13/24 dissatisfied)• Levels of trust amongst staff (9/24 satisfied, 9/24 not)

Engagement and Well-Being• Morale more negative - (13/24 dissatisfied) • Work interesting/challenging (17/24 satisfied) and fully

engaged in their roles (18/24)• Optimistic about future (10/24), unsure (7/24), pessimistic

(7/24)

Focus Groups - Positives

LASA Victoria and Service Delivery

• Working in the aged care sector – very positive • LASA advocacy role - image of LASA VIC improved• Strong standing in sector - many achievements e.g. positive

events, workshops, NGP, RTO increased turnover

Focus Groups - Positives

Senior Management• CEO’s new vision - important, progress, opportunities• Deputy CEO role positive, allows CEO time for critical advocacy

for Members• More proactive/responsive to industry/political issues, changes• Strength to make changes, take tough decisions • New willingness to listen to ideas, to allow innovation• Recognising and addressing issues, quicker decisions • Empowering staff to make decisions and be accountable• New focus on income generation – some positive

Focus Groups - Positives

Staff, Team Work, Morale and Conditions• Majority - engaged, hard working, passion for quality delivery• Good team work within teams, good working relationships• New management, new staff, cultural mix - positive• Positive morale in some areas• People largely feel valued• Some enjoy roles, opportunities for development and innovation• Working conditions positive - salary packaging, family friendly,

flexibility arrangements

Focus Groups – Issues / Concerns

Internal and External Change • Extent of change - overwhelming at times for staff• Staff changes: 4 managers left, knowledge/reporting unclear• Not enough consultation/transparency on changes

Strategic Planning and Organisational Structure• Lack of clear strategic and operational plans, business unit &

individual objectives - National Office delays creating issues• Organisational structure not finalised - need to clarify roles,

titles, levels, reporting relationships. No PDs (underway)• Hierarchical - too many layers, Deputy CEO role?

Focus Groups – Issues / Concerns

Management and Communication• New management - different values/style - less information –

assumptions and rumours (improved recently)• Job security concerns

Performance Management and Feedback• More performance reviews, positive feedback, consistency• Staff development not distributed fairly – need SD plan

Policies, Quality Systems and Processes• Lack of policies, quality systems and processes• HR policies and procedures insufficient/non-existent • IT systems are ineffective and inefficient

Focus Groups - Issues / Concerns

Co-operation, Team Work and Work Loads• ‘Training’ and ‘Rest’ division issues - physical separation • Some areas: better facilities, liberties e.g. flexibility, car parks• Some high work loads/long hours - staff shortages• Staff members not always supportive or helpful

Culture - Negative• Negativity - changes, resistance, not helping others, insecurity,

hierarchy, closed doors, rumours, staff competition, some staff attitudes, social activities

Focus Groups - Strategies

Organisational Vision and Planning• Finalise vision, mission, strategic and operational plans and

objectives. Staff to be clear about direction & work objectives

Organisational Structure and Role Clarity• Finalise organisational structure• Clarify roles, reporting lines, responsibilities• Finalise Position Descriptions - include requirement to support

others and the organisation

Focus Groups - Strategies

Management and Communication• Senior management to provide consistent, open

communication to all levels of staff e.g. regular updates• Communicate reasons for changes and decisions• Consistent structured meetings, clear objectives, time limits• PD or industry updates at meetings• A process for "across teams" communication• Review marketing/communications - style guide, templates

Focus Groups - Strategies

Policies and Quality System• Develop policies for all areas; HR policies a priority • Quality management system, processes & templates • Recruitment: advertise internally first, HR rep on panels• Intranet page for all policies, processes, flow charts• Train & audit policies and procedures: staff to be accountable • Better Induction Program• Complaints policy and process• Risk Management strategy• Review IT systems, including client interface

Focus Groups - Strategies

Team Work and Culture• ‘Training’ and ‘Rest’ division - reorganise layout, interaction • Address staff shortages (now happening) - tendering manager• Improve morale - social activities• Develop behaviour standards, include in PDs/contracts • Team bonding opportunities, Roster staff to attend events • Buddy system

Performance and Development • Review performance management system• Acknowledge staff successes e.g. awards and announcements• Staff Development Plan - Mentoring Program