1. Staff Satisfaction Survey 2009: Results, Goals and Progress
For the past 8 years, CLV has sent out a survey to all CLV staff regarding satisfaction with your work, the agency and issues important in this field. These surveys have provided valuable feedback from you that guides the work that we do.
In our 2009 staff satisfaction survey, staff continued to have high satisfaction levels with CLV's community profile, the supports provided to our consumers, and felt that we were effectively addressing challenges in the community living field (some staff wanted more information in this area). On average, respondents expressed job satisfaction in these areas: finding the work interesting and challenging; working well within their teams; feeling valued and appreciated for the work done; and receiving training opportunities to maintain and improve their skills.
Staff had lower satisfaction ratings in the following areas:
-CLV's communication with staff
-compensation and benefits
-getting regular feedback on your work performance
-some teams are not working well and need some support to function more effectively
-some supervisors feel their workload is very heavy
-some homes/programs are doing a better job than others at providing opportunities for choice in the daily lives of consumers
-CLV's ability to recruit and retain new staff(decreasing staff turnover)
-improving our casual orientation system to assist new staff to be better prepared for work.
Here are some of the things we have set as goals as a result of your feedback and are continuing to address in the upcoming year:
1. A commitment to provide regular and varied communication updates to staff regarding issues and activities CLV is involved in. Updates have included: reports from the ED in the staff grapevine, and on our new website; fireside chats with the Executive Director; ED attending supervisors'/managers' meetings; program managers attending more staff meetings in the homes/programs. A media blitz in October 2009 "Hope,Help,Home" -profiling individuals and families supported through CLV on radio, tv, newspaper and bus ads.
2. Supervisors have been encouraged to, and have spoken to their program managers to make some changes if they felt their particular workload needed re-adjusting.
3. Program managers and supervisors/managers have identified teams who are having some challenges and CLV will allocate some resources to specific teams to develop stronger, more effective team dynamics.
4. A concentrated effort has been made at all levels of the organization to complete staff work performance assessments in a timely manner.
5. We will be working to create a greater understanding and knowledge base around providing meaningful choice for consumers (discussion at team meetings, workshop opportunities and follow-up with specific homes). We have also collected many examples of where this is already happening and we will put these in our Outcome Measures report.
6. Ongoing improvements have been made to the orientation process for new staff including: a completely revised orientation manual; each new staff is assigned a mentor who coordinates their orientation and is their main, go-to person; casuals are now limited to 8 sites initially. All supervisors/managers attended a training day on the orientation process.
7. Current labor market conditions mean he we are once again able to recruit more staff. Our statistics also show improving retention rates - in 2009, the number of job postings was 64; in 2008, we had 115 job postings.
Once again, we are seeking your input in developing our Continuous Quality Improvement Plan. We want to know what is working well, what is not, and any suggestions you may have for us.
Thank you for completing this survey by February 24, 2010.