Human Resources Committee...- Tania Tydings, PHR, SHRM-CP, HR Program Manager, Employee & Labor...

I. 2019 Priorities and schedule (attached)

II. 2019 Taskforces

III. Introduction: KPI dashboard

IV. Discussion: 2018 Staff survey (attached)

V. Updates:

A. Performance evaluation process

B. Broker RFPs

Next meeting: Wednesday, March 6 (conference call)

8:00 – 9:00 a.m.

1-800-466-8543 / Conference Code: 907380

AG

EN

DA

Human Resources Committee Wednesday, February 6, 2019 8:00 – 9:00 a.m. 421 Fallsway, 3rd Floor Board Room Co-Chairs: Elena Marcuss and Shawn Talley

Members: Elizabeth Drigotas, Danielle Jorden-Ellis, Steve Metzger,

Tania Tydings, Warren White

Staff: Jan Caughlan, Keiren Havens, Tosha Hershey, Kevin Lindamood

2019 Human Resources Committee: Draft Agenda + Schedule

Chairs: Elena Marcuss and Shawn Talley

Staff: Keiren Havens and Tosha Hershey

2019 Membership

- Danielle Jorden-Ellis, Director of

HR, Bon Secours Baltimore

Health System

- Steve Metzger, Esq., Partner,

Gallagher, Evelius & Jones

- Elizabeth Drigotas, Esq.,

Principal, Deloitte Tax

- Tania Tydings, PHR, SHRM-CP, HR

Program Manager, Employee &

Labor Relations, Office of the CFO,

DC Government

- Warren White, SHRM-CP, CPRW,

SPHR, HR Business Partner,

Nonprofit HR

2019 Committee Priorities

(1) Policy Review:

A. New: Planned Time Off , Staff Injury and Recruitment

B. Biannual Review: Compensation, Confidentiality, Drug-Free Workplace, Nepotism, Non-

Discrimination and Whistleblower

C. Feedback on new procedures: new Tuition reimbursement + professional development and

Staff Identification

(2) New Value Proposition (basis of recruitment/selection work)

(3) New Staff Handbook

(4) Retirement Plan/Health and Welfare Plan Documentation Review (Elizabeth)

2019 Taskforces

(1) Staff Value Proposition (March-July)

(2) Staff Handbook – in phases (April-October)

of 2

2019 Meeting Schedule: (three in-person mtgs)

February 6 (in-person)

2019 agenda + schedule; new HR KPI dashboard; staff survey; new performance evaluation format/weights; broker RFP updates; taskforce formation

March 6 (conference call)

KPIs; changes to Health + Welfare Plan; 12-month Training and Development plan

Action: Tuition reimbursement and professional development procedure review

April 3 (in-person)

KPIs; PTO discussion (Part I); Retirement plan update; open enrollment overview

Action: Approval of six biannually reviewed policies; review of new Staff Identification procedure

HOLD DATE: May 1 (conference call)

June 5 (conference call)

KPIs; final review of PTO policy, update on 2019 performance evaluation process

Action: Approval of new PTO policy

HOLD DATES : July 3 and August 7 (conference calls)

September 4 (conference call)

KPIs; 2019 staff survey

Action: 2020 Health and Welfare strategy; approval of new Recruitment policy

October 2 (in-person)

KPIs; 2020 Committee membership; 2020 HR initiatives discussion; FMLA and disability examination

Action: Approval of new Staff Injury policy

November 6 (conference call)

Year-End KPI Review; 2020 HR budget and staffing; staff handbook review

Health Care for the Homeless Staff Engagement Study

2018 Summary Report

TABLE OF CONTENTS 1. Methodology ............................................................................................................................... 3

2. Demographics .............................................................................................................................. 4

3. Executive Summary ...................................................................................................................... 6

4. Item Correlations to Satisfaction .................................................................................................. 7

5. Survey Results ........................................................................................................................... 11

Satisfaction ..................................................................................................................................... 12

Agreement Levels .......................................................................................................................... 14

Senior Leadership .......................................................................................................................... 15

Immediate Supervisor Relationship ............................................................................................... 18

Co-Worker Relationships ............................................................................................................... 21

Work Environment ......................................................................................................................... 24

Management Feedback ................................................................................................................. 27

Training .......................................................................................................................................... 30

Future Orientation ......................................................................................................................... 32

Suggestions .................................................................................................................................... 35

6. Results by Sub-Groups ............................................................................................................... 42

How to Read the Sub-Group Segmentation Tables ....................................................................... 42

Role: Provider – Medical or Dental ................................................................................................ 43

Role: Provider – Behavioral Health ................................................................................................ 44

Role: Allied Medical, Dental or Behavioral Health ......................................................................... 45

Role: Clinic Administration ............................................................................................................. 46

Role: Agency Administration ......................................................................................................... 47

Role: Declined to Answer ............................................................................................................... 48

Location: Baltimore City – 201 E. Baltimore Street ....................................................................... 49

Location: Baltimore City – Downtown/421 Fallsway and Mobile Clinic ........................................ 50

Location: Baltimore City – North Fallsway ..................................................................................... 51

Location: Baltimore City – West Baltimore .................................................................................... 52

Location: Baltimore County ........................................................................................................... 53

7. Sub-Group Score Cards ............................................................................................................... 54

8. Survey Script .............................................................................................................................. 66

1. Methodology

The following are the results of a web survey designed to gather feedback and opinions among the staff of Health Care for the Homeless. Staff members were emailed a survey link in mid-September inviting their participation in the web survey. A common survey link was sent, such that individual staff members could not be identified. Two reminder emails were sent over the course of the four-week field period, and opportunities to complete the survey were also offered at the staff retreat. Health Care for the Homeless leadership was offered a dashboard to track the count of surveys completed on a daily basis throughout the study period. This is the summary result of 180 completed web surveys from a population of 246 possible respondents, representing a strong 73% participation rate. All surveys were completed in September and October of 2018. The survey was divided into the following question groupings:

Demographic Information

Overall Satisfaction

Senior Leadership

Immediate Supervisor Relationship

Co-Worker Relationships

Work Environment

Management Feedback

Training

Future Orientation

Suggestions

A majority of the questions in the survey were based on an Agreement Scale (Strongly Agree, Mostly Agree, Mostly Disagree, Strongly Disagree). Results are compared to national figures compiled by Research America. National results are based on employee studies from hospitals and health systems, including employees from medical clinics affiliated with hospitals and systems. National ratings on individual items vary in sample sizes, as different organizations opted to ask or omit certain questions, but individual ratings were based on 11,000 to 21,000 employee responses. To preserve the anonymity of respondents, open-ended responses were grouped by the job positions/roles as reported by respondents. As always, special care should be given to the contents of these comments as context may identify the respondent.

2. Demographics Numerous demographic questions were used to ensure that the respondents included in the study were representative of the entire staff of Health Care for the Homeless.

For the purposes of reporting, throughout the remainder of the report, primary work location labels have been shortened. As only six responses were collected for the Baltimore County location, their results will not be presented when rating comparisons are made across locations. Responses for the Baltimore County location will be presented in the section labeled Subgroup Score Cards.

12%

17%

22%

19%

23%

8%

Provider – Medical or Dental

Provider – Behavioral Health

Allied Medical, Dental or Behavioral Health

Clinic Administration

Agency Administration

(Decline to answer)

Role or Position

14%

69%

6%

7%

3%

Baltimore City – 201 E. Baltimore Street

Baltimore City – Downtown/421 Fallsway and Mobile Clinic

Baltimore City – North Fallsway (incl. ODB Dental Clinic and Convalescent Care Program)

Baltimore City – West Baltimore

Baltimore County

Primary Work Location

Less than 2 years42%

2 to less than 5 years28%

5 to less than 10 years17%

10 years or more13%

Tenure

Base

Baltimore City

– 201 E.

Baltimore St

Baltimore City

– Downtown

and Mobile

Clinic

Baltimore City

– North

Fallsway

Baltimore City

– West

Baltimore

Baltimore

County

Base 180 26 125 11 12 6

Less than 2 years 42% 38% 42% 55% 42% 17%

2 to less than 5 years 28% 27% 25% 27% 50% 50%

5 years or more 31% 35% 33% 18% 8% 33%

How long have you been with Health Care for the Homeless?

3. Executive Summary

KEY FINDINGS: Staff at Health Care for the Homeless had a high level of satisfaction with their work

life. A total of nearly nine in ten were very satisfied (27%) or mostly satisfied (61%) with their work life. The level of satisfaction at HCH (3.18) was equal to national findings (3.18).

However, overall work life satisfaction was more varied across roles and locations. For the organization as a whole, only nine percent expressed any level of dissatisfaction with their work life at HCH, but that 14% of medical and dental providers and 13% of Allied Health staff expressed dissatisfaction.

Of the 23 rating items on the agree-disagree scale, the ones that best predicted overall satisfaction with working at HCH included:

Senior Leadership makes policies and decisions that are consistent with our stated mission and core values.

I would like to be working here two or three years from now.

Senior Leadership listens to the needs and ideas expressed by staff.

Compared to national findings, the items with the most positive ratings at HCH included:

My immediate supervisor handles grievances and disputes fairly and reasonably (+.42)

My immediate supervisor works together with me to plan for my future growth and development at the agency (+.41)

By contrast, the items that were rated lower at Health Care for the Homeless than found nationally included:

I know what is expected of me at work (-.24)

I would like to be working here two or three years from now (-.13)

I am given praise or recognition when I do my job well (-.10)

I have input into decisions that affect my job (-.10)

What I do is important to the agency and our clients (-.01)

4. Item Correlations to Satisfaction Overall satisfaction with employees' work life is considered to be one of the primary indicators of a healthy, productive work environment. With that in mind, it is useful to review the results to each attitudinal or behavioral item in terms of its relationship to overall satisfaction. A statistical correlation can be used to assess the specific behavioral measures that best predict overall staff satisfaction. The Pearson correlation data in the table below are presented as r values. An r value represents the degree of relationship between two variables, or the amount that two items co-vary. When no relationship exists, r=0. An r value of +1.0 is a "perfect" relationship. This means that as one variable increases or decreases, the overall satisfaction score will increase or decrease at the same rate. Correlation values do not necessarily imply a causal relationship, only that changes in the scores on one variable will most likely be accompanied by changes in the other variable. Correlations of .40 or higher are considered strong. The 12 items highlighted below should be areas of particular focus in considering improving and maintaining staff satisfaction, for the total organization. The single item with the highest correlation to overall satisfaction was that Senior Leadership makes policies and decisions that are consistent with the mission and values of the organization.

TOP ITEM CORRELATIONS WITH OVERALL SATISFACTION

Correlation

HCH Rating

Diff. to National Dimension

4. Senior Leadership makes policies and decisions that are consistent with our stated mission and core values.

(r=.54) 3.14 +.06 Senior Leadership

23. I would like to be working here two or three years from now.

(r=.50) 3.35 -.13 Future Orientation

2. Senior Leadership listens to the needs and ideas expressed by staff.


3. Senior Leadership is doing a good job of managing and motivating the staff.


7. My immediate supervisor keeps me informed of things that are happening at the agency.

(r=.45) 3.39 +.16 Immediate Supervisor

Relationship

5. Senior Leadership treats staff with respect. (r=.44) 3.31 +.22 Senior Leadership

20. I am managed in a way that is supportive, not negative or embarrassing to me.

(r=.44) 3.48 +.21 Management Feedback

13. I have input into decisions that affect my job. (r=.43) 2.91 -.10 Work Environment

22. My immediate supervisor works together with me to plan for my future growth and development at the agency.

(r=.41) 3.29 +.41 Future Orientation

19. My performance is evaluated in a way that helps me improve the way I do my job.

(r=.40) 3.13 +.01 Management Feedback

6. My immediate supervisor treats me with respect.

(r=.40) 3.71 +.26 Immediate Supervisor

Relationship

18. I am given praise or recognition when I do my job well.

(r=.40) 3.11 -.10 Management Feedback

The correlation values can be used to assess the importance of particular attributes in predicting workplace satisfaction. The charts below graphically present the relative importance of items (correlations), compared to the relative ratings of HCH on those items (compared to the national figures). Any items with no national comparison figures have been presumed to be average (0 on the axis). Generally, items in the top left quadrant should be areas of particular focus for improvement. From the Senior Leadership and Immediate Supervisor Relationship items, the item with the highest correlation to satisfaction was that Senior Leadership makes policies and decisions that are consistent with the mission and core values. The most positively-rated item, relative to national figures, was that the immediate supervisor handles grievances and disputes fairly and reasonably. All of the items in these two dimensions were rated above national norms.

Q2 Senior Leadership listens to the needs and ideas expressed by staff.

Q3 Senior Leadership is doing a good job of managing and motivating the staff.

Q4 Senior Leadership makes policies and decisions that are consistent with our stated mission and core values.

Q5 Senior Leadership treats staff with respect.

Q6 My immediate supervisor treats me with respect.

Q7 My immediate supervisor keeps me informed of things that are happening at the agency.

Q8 My immediate supervisor handles grievances and disputes fairly and reasonably.

Q9 My immediate supervisor is committed to providing excellent service to our clients/customers.

Senior Leadership and Immediate Supervisor Relationship

Q2

Q3

Q4

Q5Q6

Q7

Q8

Q9

0.00

0.35

0.70

-0.45 0.00 0.45

High Importance - High PerformanceHigh Importance - Low Performance

Low Importance - Low Performance Low Importance - High Performance

From the Co-Worker Relationships and Work Environment dimensions, having input into decisions was the single item that emerged as having high importance, but low performance, relative to national figures. Knowing what was expected at work was another item that had a low performance measure, but it was less important, in terms of predicting overall satisfaction. Within these two dimensions, the highest-rated item, relative to national norms, was that the team demonstrates commitment to core values.

Q10 Members of my team communicate well with each other.

Q11 Other teams have reasonable expectations of my team.

Q12 My team demonstrates a commitment to our core values.

Q13 I have input into decisions that affect my job.

Q14 I know what is expected of me at work.

Q15 I have the supplies and equipment I need to do my job effectively.

Q16 Staff treat clients and other agency partners (donors, officials, vendors, interns, contractors, etc.) with dignity and respect.

Q17 I believe that the quality of care our clients are given is equal to that of other health care organizations.

Co-Worker Relationships, Work Environment

Q10

Q11

Q12

Q13

Q14 Q15

Q16

Q17

0.00

0.35

0.70

-0.45 0.00 0.45



From the last three dimensions, the items that emerged as being high in importance, but low on performance, were that staff would like to continue to be working at the agency in two to three years and that staff are given praise and recognition. The highest-rated attribute, relative to national norms, was that the immediate supervisor works together with staff to help plan for future growth and development.

Q18 I am given praise or recognition when I do my job well.

Q19 My performance is evaluated in a way that helps me improve the way I do my job.

Q20 I am managed in a way that is supportive, not negative or embarrassing to me.

Q21 I feel trained and well prepared for my current role at the agency.

Q22 My immediate supervisor works together with me to plan for my future growth and development at the agency.

Q23 I would like to be working here two or three years from now.

Q24 What I do is important to the agency and our clients.

Management Feedback, Training, Future Orientation

Q18 Q19Q20

Q21Q22

Q23

Q24

0.00

0.35

0.70

-0.45 0.00 0.45



5. Survey Results This section of the report includes all of the survey results in survey order. Dimension scores provide the mean score for questions of a similar topic or nature. The dimensions included in the study were:

Senior Leadership (4 items)

Immediate Supervisor Relationship (4 items)

Co-Worker Relationships (3 items)

Work Environment (5 items)

Management Feedback (3 items)

Training (1 item)

Future Orientation (3 items)

Except where noted, the color coding of scores is row based. Red represents scores lower than the sample base (leftmost column) and green represent scores higher than the sample base. It is important to note that these highlighted differences are presented as absolutes and may or may not be substantive.

Satisfaction

Staff members were asked to rate their overall satisfaction with their work life at Health Care for the Homeless. The mean rating for Health Care for the Homeless (3.18) was equal to the national results (3.18), though fewer were "very satisfied" (27%) than found nationally (31%). Overall, the vast majority of staff members indicated that they were satisfied (88%), while one in eleven (9%) were dissatisfied with their work life.

27%

61%

8%

1%

3%

31%

57%

8%

3%

1%

Very Satisfied

Mostly Satisfied

Mostly Dissatisfied

Very Dissatisfied

Don't know

Overall Satisfaction

HCH Results

National Results

Mean Ratings:HCH = 3.18National = 3.18

Across roles, Agency Administration members were the most satisfied (3.37), while those who declined to give their role were the least satisfied (3.00).

By location, those from the North Fallsway location had the highest level of satisfaction (3.36), with 45% of these employees indicating that they were very satisfied with their work life.

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Very Satisfied 27% 24% 23% 25% 24% 37% 29%

Mostly Satisfied 61% 62% 63% 60% 68% 63% 29%

Mostly Dissatisfied 8% 14% 7% 10% 3% - 29%

Very Dissatisfied 1% - 3% 3% - - -

Don't know 3% - 3% 3% 6% - 14%

Mean 3.18 3.10 3.10 3.10 3.22 3.37 3.00

1. Overall, how satisfied are you with your work life at Health Care for the Homeless?

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Very Satisfied 27% 27% 26% 45% 33%

Mostly Satisfied 61% 62% 62% 45% 58%

Mostly Dissatisfied 8% 8% 7% 9% -

Very Dissatisfied 1% - 1% - 8%

Don't know 3% 4% 4% - -

Mean 3.18 3.20 3.18 3.36 3.17


Agreement Levels

Across all 23 items using the agree-disagree scale, agreement was highest that the immediate supervisor treats staff with respect (96%), but lowest that Senior Leadership is doing a good job managing and motivating staff (64%). The following pages present the ratings on these items, grouped by dimension, in more detail.

71%

64%

80%

86%

96%

86%

79%

94%

83%

74%

94%

68%

89%88%

95%

89%

78%

72%

89%89%

78%77%

95%

50%

55%

60%

65%

70%

75%

80%

85%

90%

95%

100%

Percent Agree

Senior Leadership

The four items in this dimension were all rated higher at Health Care for the Homeless than found nationally (+.06 to +.22). The item regarding Senior Leadership treating all staff with respect was rated particularly positively. Of the four items rated, staff at HCH were most likely to agree that Senior Leadership treats staff with respect (86% agree, mean rating=3.31), and least likely to agree that Senior Leadership is doing a good job managing and motivating the staff (64% agree, mean rating=2.83).

2.94

2.83

3.14

3.31

3.05

2.79

2.75

3.08

3.09

2.93

2. Senior Leadership listens to the needsand ideas expressed by staff.

3. Senior Leadership is doing a good job ofmanaging and motivating the staff.

4. Senior Leadership makes policies anddecisions that are consistent with our

stated mission and core values.

5. Senior Leadership treats staff withrespect.

Dimension Rating

Senior Leadership

HCH Results

National Results

The four items in this dimension showed great variability across roles, particularly for Senior Leadership listening to the needs and ideas expressed by staff (.80 range, from 2.46 to 3.26). Those who declined to specify their role at HCH gave particularly low ratings to the Senior Leadership items. Half of these individuals disagreed that Senior Leadership listens to the needs and ideas expressed by staff (50%). Providers (medical/dental and behavioral health) tended to give below-average ratings to these Senior Leadership aspects compared to staff in other roles. Agency Administration members gave the most positive ratings. Allied Health staff gave ratings that were similar to those found for Health Care for the Homeless overall on most items, but gave a particularly high rating to Senior Leadership managing and motivating staff.

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 25% 19% 13% 30% 24% 34% 21%

Mostly Agree 46% 52% 57% 38% 50% 49% 21%

Mostly Disagree 17% 14% 20% 25% 12% 10% 29%

Strongly Disagree 7% 14% 7% 5% 6% - 21%

Don't know 5% - 3% 3% 9% 7% 7%

Mean 2.94 2.76 2.79 2.95 3.00 3.26 2.46

Base 180 21 30 40 34 41 14

Strongly Agree 20% 19% 17% 23% 18% 22% 21%

Mostly Agree 44% 43% 30% 48% 44% 56% 29%

Mostly Disagree 22% 19% 40% 20% 21% 12% 21%

Strongly Disagree 7% 19% 7% - 9% 2% 21%

Don't know 7% - 7% 10% 9% 7% 7%

Mean 2.83 2.62 2.61 3.03 2.77 3.05 2.54

Base 180 21 30 40 34 41 14

Strongly Agree 30% 29% 17% 25% 29% 49% 21%

Mostly Agree 50% 57% 43% 58% 56% 41% 43%

Mostly Disagree 14% 14% 27% 13% 12% 10% 14%

Strongly Disagree 1% - - - - - 14%

Don't know 4% - 13% 5% 3% - 7%

Mean 3.14 3.14 2.88 3.13 3.18 3.39 2.77

Base 180 21 30 40 34 41 14

Strongly Agree 44% 48% 30% 45% 38% 61% 29%

Mostly Agree 42% 33% 47% 43% 50% 34% 43%

Mostly Disagree 12% 14% 23% 8% 9% 5% 21%

Strongly Disagree 1% 5% - 3% - - -

Don't know 2% - - 3% 3% - 7%

Mean 3.31 3.24 3.07 3.33 3.30 3.56 3.08


4. Senior Leadership makes policies and decisions that are consistent with our stated mission and core values.

5. Senior Leadership treats staff with respect.


Respondents at the West Baltimore location gave ratings to Senior Leadership that were well above those found for the organization as a whole. North Fallsway staff also gave positive ratings, relative to HCH as a whole. However, a third of Baltimore City-Downtown staff disagreed that Senior Leadership is doing a good job of managing and motivating staff (32%). The mean rating from Baltimore City-201 E. Baltimore Street staff also fell below the average on this item, though this lower mean rating was primarily because they were less likely to strongly agree (12%) that Senior Leadership is doing a good job managing and motivating staff than found overall (20%).

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 25% 23% 21% 36% 67%

Mostly Agree 46% 46% 46% 45% 33%

Mostly Disagree 17% 12% 22% - -

Strongly Disagree 7% 8% 7% 9% -

Don't know 5% 12% 4% 9% -

Mean 2.94 2.96 2.84 3.20 3.67

Base 180 26 125 11 12

Strongly Agree 20% 12% 18% 36% 42%

Mostly Agree 44% 54% 42% 45% 50%

Mostly Disagree 22% 12% 25% 9% 8%


Don't know 7% 12% 8% - -

Mean 2.83 2.74 2.77 3.09 3.33

Base 180 26 125 11 12

Strongly Agree 30% 31% 28% 45% 33%

Mostly Agree 50% 46% 50% 45% 67%

Mostly Disagree 14% 15% 16% 9% -

Strongly Disagree 1% 4% 1% - -

Don't know 4% 4% 6% - -

Mean 3.14 3.08 3.11 3.36 3.33

Base 180 26 125 11 12

Strongly Agree 44% 54% 35% 64% 83%

Mostly Agree 42% 27% 49% 27% 17%


Strongly Disagree 1% - 2% - -

Don't know 2% 4% 2% - -

Mean 3.31 3.40 3.20 3.55 3.83


4. Senior Leadership makes policies and decisions that are consistent with our stated mission and

5. Senior Leadership treats staff with respect.



The four items in this dimension were all rated higher at Health Care for the Homeless than found nationally (+.16 to +.42). HCH was rated particularly positively, compared to national results, on immediate supervisors handling grievances and disputes fairly (+.42). The two top-rated items were that the supervisor is committed to providing excellent service (3.72) and that the supervisor treats staff with respect (3.71), while the lowest-rated item was that the supervisor keeps staff informed of things happening at the agency (3.39).

3.71

3.39

3.54

3.72

3.59

3.45

3.23

3.12

3.54

3.33

6. My immediate supervisor treats mewith respect.

7. My immediate supervisor keeps meinformed of things that are happening at

the agency.

8. My immediate supervisor handlesgrievances and disputes fairly and

reasonably.

9. My immediate supervisor is committedto providing excellent service to our

clients/customers.

Dimension Rating


HCH Results

National Results

Agency Administration members gave the most positive ratings to these attributes pertaining to their immediate supervisor. All of the Agency Administration staff agreed that their supervisor is committed to providing excellent customer service. Those who declined to give their role also gave relatively positive ratings to their immediate supervisor. Allied Health staff gave ratings that were below average to these Immediate Supervisor items, particularly that the supervisor handles grievances and disputes fairly and reasonably. Behavioral Health providers gave ratings that were somewhat below the HCH average to the immediate supervisor treating staff with respect and the immediate supervisor being committed to excellent service. Medical and dental providers gave a rating that was somewhat below the HCH average to their supervisor handling grievances and disputes fairly and reasonably and slightly below average for keeping staff informed.

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 75% 81% 60% 65% 79% 88% 79%

Mostly Agree 21% 10% 37% 28% 18% 12% 14%

Mostly Disagree 3% 10% 3% 5% 3% - -

Strongly Disagree 1% - - 3% - - -

Don't know 1% - - - - - 7%

Mean 3.71 3.71 3.57 3.55 3.76 3.88 3.85

Base 180 21 30 40 34 41 14

Strongly Agree 57% 57% 50% 50% 62% 63% 57%

Mostly Agree 29% 24% 37% 28% 26% 32% 21%

Mostly Disagree 8% 14% 13% 13% 6% 2% -

Strongly Disagree 5% 5% - 10% 6% 2% 7%

Don't know 1% - - - - - 14%

Mean 3.39 3.33 3.37 3.18 3.44 3.56 3.50

Base 180 21 30 40 34 41 14

Strongly Agree 59% 52% 53% 43% 74% 71% 57%

Mostly Agree 20% 33% 27% 28% 12% 12% 7%

Mostly Disagree 4% 5% 7% 10% - 2% -

Strongly Disagree 4% 5% - 8% 6% - 7%

Don't know 13% 5% 13% 13% 9% 15% 29%

Mean 3.54 3.40 3.54 3.20 3.68 3.80 3.60

Base 180 21 30 40 34 41 14

Strongly Agree 73% 76% 63% 60% 76% 93% 64%

Mostly Agree 21% 19% 37% 30% 18% 7% 14%

Mostly Disagree 2% 5% - 5% 3% - -

Strongly Disagree 1% - - 3% - - -

Don't know 3% - - 3% 3% - 21%

Mean 3.72 3.71 3.63 3.51 3.76 3.93 3.82



8. My immediate supervisor handles grievances and disputes fairly and reasonably.

9. My immediate supervisor is committed to providing excellent service to our clients/customers.

Ratings of items in the Immediate Supervisor Relationship dimension were fairly consistent across locations. The greatest variability was in the rating of the immediate supervisor handling grievances and disputes fairly and reasonably (ranging from 3.27 to 3.76). Respondents at the West Baltimore location gave mixed ratings to the Immediate Supervisor items. They gave particularly positive ratings to the supervisor treating staff with respect and being committed to providing excellent service. However, they gave low ratings, compared to the HCH total, to the supervisor handling grievances and disputes fairly. North Fallsway staff gave the most positive ratings, across locations, to being kept informed about things happening at the agency. North Fallsway and Baltimore City-201 E. Baltimore Street staff gave nearly equally high ratings to the supervisor handling grievances and disputes fairly and reasonably.

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 75% 77% 73% 82% 92%

Mostly Agree 21% 19% 23% 9% 8%



Don't know 1% - 1% - -

Mean 3.71 3.73 3.69 3.73 3.92

Base 180 26 125 11 12

Strongly Agree 57% 65% 54% 73% 58%

Mostly Agree 29% 23% 30% 18% 25%


Strongly Disagree 5% 8% 5% - 8%

Don't know 1% - 2% - -

Mean 3.39 3.46 3.37 3.64 3.33

Base 180 26 125 11 12

Strongly Agree 59% 69% 56% 82% 50%

Mostly Agree 20% 8% 22% 9% 25%

Mostly Disagree 4% - 5% 9% 8%

Strongly Disagree 4% 4% 4% - 8%

Don't know 13% 19% 13% - 8%

Mean 3.54 3.76 3.50 3.73 3.27

Base 180 26 125 11 12

Strongly Agree 73% 81% 70% 91% 92%

Mostly Agree 21% 12% 24% 9% 8%

Mostly Disagree 2% - 3% - -


Don't know 3% 8% 2% - -

Mean 3.72 3.88 3.66 3.91 3.92

8. My immediate supervisor handles grievances and disputes fairly and reasonably.

9. My immediate supervisor is committed to providing excellent service to our clients/customers.




The three items in the Co-Worker Relationships dimension were all rated higher at Health Care for the Homeless than found nationally (+.08 to +.20). HCH's most positive rating, relative to the national figures, was for the team's commitment to core values (+.20). Of the three items rated, the highest rating was for the team demonstrating a commitment to core values (3.55), while the lowest rating was for other teams having a reasonable expectation of the team (3.07).

3.21

3.07

3.55

3.28

3.12

2.99

3.35

3.15

10. Members of my team communicatewell with each other.

11. Other teams have reasonableexpectations of my team.

12. My team demonstrates a commitmentto our core values.

Dimension Rating


HCH Results

National Results

Of the three items in this dimension, the greatest variation in scores across roles was for the team being committed to core values (ranging from 3.31 to 3.78). Agency Administration members gave the most positive ratings to the team communicating well with each other and the team being committed to the core values. Medical and dental providers also gave above-average ratings to the three attributes in this dimension. By contrast, Allied staff and Clinic Administration staff gave low ratings to communication between team members. Allied staff also gave low ratings to the team demonstrating a commitment to core values (3.38 vs. 3.55 for HCH as a whole). Behavioral Health providers gave below-average ratings for other teams having reasonable expectations of their team and for team members communicating well with each other. Those who declined to give their role gave a low rating to their team demonstrating a commitment to the core values, but positive ratings on the other two items.

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 40% 52% 37% 33% 35% 44% 50%

Mostly Agree 43% 33% 43% 43% 47% 51% 29%

Mostly Disagree 12% 14% 17% 23% 6% 2% 7%

Strongly Disagree 4% - 3% 3% 12% - 7%

Don't know 1% - - - - 2% 7%

Mean 3.21 3.38 3.13 3.05 3.06 3.43 3.31

Base 180 21 30 40 34 41 14

Strongly Agree 28% 33% 20% 28% 29% 29% 36%

Mostly Agree 46% 48% 53% 40% 50% 49% 29%

Mostly Disagree 13% 10% 10% 20% 9% 15% 7%

Strongly Disagree 4% - 7% 3% 9% 2% 7%

Don't know 8% 10% 10% 10% 3% 5% 21%

Mean 3.07 3.26 2.96 3.03 3.03 3.10 3.18

Base 180 21 30 40 34 41 14

Strongly Agree 61% 76% 60% 48% 56% 78% 43%

Mostly Agree 33% 19% 33% 43% 38% 22% 43%

Mostly Disagree 4% 5% 7% 10% 3% - -

Strongly Disagree 1% - - - 3% - 7%

Don't know 1% - - - - - 7%

Mean 3.55 3.71 3.53 3.38 3.47 3.78 3.31

10. Members of my team communicate well with each other.

11. Other teams have reasonable expectations of my team.

12. My team demonstrates a commitment to our core values.

Respondents at the West Baltimore location gave a high rating to other teams having reasonable expectations of their team, but low ratings on the other two items. By contrast, North Fallsway staff gave the most positive ratings, across locations, to team members communicating well with each other and being committed to core values, but a low rating to other teams having a reasonable expectation of their team. Baltimore City-201 E. Baltimore Street staff gave a high rating to team communication.

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 40% 46% 38% 64% 42%

Mostly Agree 43% 46% 46% 27% 25%

Mostly Disagree 12% - 12% 9% 33%


Don't know 1% 4% 1% - -

Mean 3.21 3.40 3.20 3.55 3.08

Base 180 26 125 11 12

Strongly Agree 28% 27% 30% 9% 42%

Mostly Agree 46% 50% 43% 73% 33%



Don't know 8% 12% 6% 9% 25%

Mean 3.07 3.13 3.05 2.90 3.56

Base 180 26 125 11 12

Strongly Agree 61% 69% 60% 82% 58%

Mostly Agree 33% 27% 34% 18% 25%

Mostly Disagree 4% - 5% - 17%

Strongly Disagree 1% 4% - - -

Don't know 1% - 1% - -

Mean 3.55 3.62 3.56 3.82 3.42

12. My team demonstrates a commitment to our core values.

10. Members of my team communicate well with each other.

11. Other teams have reasonable expectations of my team.

Work Environment

Comparisons to national results were available for three of the five items in this dimension. Two items were rated lower at HCH than found nationally (-.10 and -.24), while the rating of having the supplies and equipment needed was higher than average (+.09). Of the five items, the two highest rated items were that staff treat clients and agency partners with dignity and respect (3.55) and the quality of care is equal to that of other health care organizations (3.53). The lowest-rated item was that staff feel they have input into decisions that affect their job (2.91).

2.91

3.36

3.33

3.55

3.53

3.34

3.01

3.60

3.24

13. I have input into decisions that affect myjob.

14. I know what is expected of me at work.

15. I have the supplies and equipment I need todo my job effectively.

16. Staff treat clients and other agencypartners (donors, officials, vendors, interns,contractors, etc.) with dignity and respect.

17. I believe that the quality of care our clientsare given is equal to that of other health care

organizations.

Dimension Rating

Work Environment

HCH Results

National Results

Of the five items in this dimension, the greatest variation in scores across roles was for the staff knowing what is expected of them at work (ranging from 2.90 to 3.75). Agency Administration members gave the most positive ratings across roles to having input into decisions and to having the supplies and equipment needed. Those who declined to specify their roles gave the highest rating across roles to knowing what is expected of them at work. Medical and dental providers gave the highest ratings to staff treating others with dignity and respect and to the belief that the quality of care was equal to that of other organizations. Behavioral Health providers gave low ratings to having input into decisions, knowing what is expected of them, and having the supplies and equipment needed.

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 28% 29% 10% 28% 29% 39% 36%

Mostly Agree 39% 38% 43% 38% 47% 37% 29%

Mostly Disagree 20% 29% 33% 25% 6% 15% 14%

Strongly Disagree 8% 5% 10% 8% 15% 5% 7%

Don't know 4% - 3% 3% 3% 5% 14%

Mean 2.91 2.90 2.55 2.87 2.94 3.15 3.08

Base 180 21 30 40 34 41 14

Strongly Agree 46% 52% 23% 53% 50% 44% 64%

Mostly Agree 43% 48% 50% 30% 47% 51% 21%

Mostly Disagree 8% - 20% 18% 3% 2% -

Strongly Disagree 1% - 7% - - - -

Don't know 2% - - - - 2% 14%

Mean 3.36 3.52 2.90 3.35 3.47 3.43 3.75

Base 180 21 30 40 34 41 14

Strongly Agree 44% 38% 23% 43% 56% 56% 43%

Mostly Agree 43% 43% 53% 45% 38% 41% 36%

Mostly Disagree 9% 19% 20% 10% 3% - 7%

Strongly Disagree 2% - 3% 3% 3% - -

Don't know 2% - - - - 2% 14%

Mean 3.33 3.19 2.97 3.28 3.47 3.58 3.42

Base 180 21 30 40 34 41 14

Strongly Agree 56% 76% 40% 53% 59% 66% 29%

Mostly Agree 39% 24% 57% 45% 35% 32% 43%

Mostly Disagree 2% - 3% 3% 3% - 7%

Strongly Disagree - - - - - - -

Don't know 3% - - - 3% 2% 21%

Mean 3.55 3.76 3.37 3.50 3.58 3.68 3.27

Base 180 21 30 40 34 41 14

Strongly Agree 57% 81% 47% 55% 53% 66% 36%

Mostly Agree 32% 19% 40% 38% 38% 17% 50%

Mostly Disagree 3% - 7% 3% 3% 2% -

Strongly Disagree 2% - - 3% 3% 5% -

Don't know 6% - 7% 3% 3% 10% 14%

Mean 3.53 3.81 3.43 3.49 3.45 3.59 3.42

17. I believe that the quality of care our clients are given is equal to that of other health care organizations.

13. I have input into decisions that affect my job.


15. I have the supplies and equipment I need to do my job effectively.

16. Staff treat clients and other agency partners (donors, officials, vendors, interns, contractors, etc.) with dignity and respect.

Respondents at the West Baltimore location and North Fallsway location tended to give the highest ratings to these items. However, North Fallsway staff gave a relatively low rating to having the supplies and equipment needed. Baltimore City-201 E. Baltimore Street staff gave a low rating to having input into decisions, with 38% of staff at this location disagreeing that they have input into decisions.

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 28% 23% 26% 45% 58%

Mostly Agree 39% 27% 42% 36% 42%



Don't know 4% 12% 3% - -

Mean 2.91 2.65 2.88 3.18 3.58

Base 180 26 125 11 12

Strongly Agree 46% 54% 40% 82% 67%

Mostly Agree 43% 38% 46% 18% 33%



Don't know 2% 4% 2% - -

Mean 3.36 3.52 3.27 3.82 3.67

Base 180 26 125 11 12

Strongly Agree 44% 46% 42% 55% 67%

Mostly Agree 43% 46% 45% 27% 33%


Strongly Disagree 2% - 2% 9% -

Don't know 2% 4% 2% - -

Mean 3.33 3.44 3.30 3.27 3.67

Base 180 26 125 11 12

Strongly Agree 56% 50% 55% 73% 67%

Mostly Agree 39% 31% 42% 27% 25%

Mostly Disagree 2% 4% 2% - 8%

Strongly Disagree - - - - -

Don't know 3% 15% 1% - -

Mean 3.55 3.55 3.54 3.73 3.58

Base 180 26 125 11 12

Strongly Agree 57% 65% 53% 82% 75%

Mostly Agree 32% 23% 36% 9% 17%

Mostly Disagree 3% - 3% 9% -

Strongly Disagree 2% - 2% - 8%

Don't know 6% 12% 6% - -

Mean 3.53 3.74 3.47 3.73 3.58

15. I have the supplies and equipment I need to do my job effectively.

16. Staff treat clients and other agency partners (donors, officials, vendors, interns, contractors, etc.)

17. I believe that the quality of care our clients are given is equal to that of other health care

13. I have input into decisions that affect my job.


Management Feedback

Of the three items in this dimension, the highest-rated was that staff feel they are managed in a way that is supportive, not negative or embarrassing (3.48). Compared to the national results, HCH's scores were positive for staff feeling they are managed in a supportive way (+.21). HCH's ratings were similar to national figures for performance being evaluated in a way that helps improve the way staff do their jobs (+.01), but below average on being given praise or recognition (-.10).

3.11

3.13

3.48

3.24

3.21

3.12

3.27

3.20

18. I am given praise or recognition when Ido my job well.

19. My performance is evaluated in a waythat helps me improve the way I do my

job.

20. I am managed in a way that issupportive, not negative or embarrassing

to me.

Dimension Rating

Management Feedback

HCH Results

National Results

The item in this dimension with the greatest rang of scores across roles was for performance being evaluated in a way that helps staff improve. The lowest rating on this item was given by Behavioral Health providers (2.52), with a third (33%) disagreeing that their performance is evaluated in a way that helps them improve. Clinic Administration (3.40) and Agency Administration (3.34) gave the highest ratings on this item. Behavioral Health providers also gave low ratings to the other two items in this dimension. Agency Administration members tended to give positive ratings.

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 32% 33% 23% 30% 29% 39% 43%

Mostly Agree 45% 29% 40% 45% 53% 54% 36%

Mostly Disagree 14% 24% 27% 15% 9% 2% 14%

Strongly Disagree 4% 5% 3% 8% 6% - -

Don't know/Decline 5% 10% 7% 3% 3% 5% 7%

Mean 3.11 3.00 2.89 3.00 3.09 3.38 3.31

Base 180 21 30 40 34 41 14

Strongly Agree 38% 33% 13% 40% 53% 44% 43%

Mostly Agree 33% 48% 37% 35% 21% 37% 21%

Mostly Disagree 12% 10% 13% 15% 12% 12% 7%

Strongly Disagree 7% 5% 20% 8% 3% - 14%


Mean 3.13 3.15 2.52 3.10 3.40 3.34 3.08

Base 180 21 30 40 34 41 14

Strongly Agree 57% 62% 37% 50% 65% 71% 50%

Mostly Agree 32% 24% 50% 35% 26% 22% 43%

Mostly Disagree 7% 14% 7% 10% 6% 2% -

Strongly Disagree 2% - 3% 5% - - -

Don't know/Decline 3% - 3% - 3% 5% 7%

Mean 3.48 3.48 3.24 3.30 3.61 3.72 3.54




Respondents at the West Baltimore location tended to give very positive ratings to the items in this dimension. North Fallsway staff gave a positive rating to their performance evaluations, but a below-average rating for being given praise and recognition. Baltimore City-Downtown and Mobile Clinic staff members gave ratings that were somewhat below average for being given praise and recognition and for performance evaluations.

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 32% 46% 29% 27% 50%

Mostly Agree 45% 31% 47% 45% 42%



Don't know/Decline 5% 8% 4% 9% 8%

Mean 3.11 3.29 3.06 3.00 3.55

Base 180 26 125 11 12

Strongly Agree 38% 42% 34% 64% 50%

Mostly Agree 33% 19% 37% 18% 33%

Mostly Disagree 12% 19% 12% - 8%


Don't know/Decline 9% 15% 8% 9% 8%

Mean 3.13 3.18 3.05 3.50 3.45

Base 180 26 125 11 12

Strongly Agree 57% 62% 53% 64% 92%

Mostly Agree 32% 23% 36% 27% 8%



Don't know/Decline 3% 8% 2% - -

Mean 3.48 3.58 3.43 3.55 3.92




Training

A large majority of respondents agreed that they feel trained and well prepared for their current role in the agency (88%). No national comparison results were available on this item.

42%

46%

8%

2%

2%

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know/Decline

21. I feel trained and well prepared for my current role at the agency.

HCH Results

Mean Rating:HCH = 3.31

Medical and dental providers gave the highest rating to this item, across roles. Behavioral health providers gave the lowest rating, with a quarter (24%) disagreeing that they are trained and well prepared for their current role.

Ratings of training were similar across locations. Those at the Baltimore City-Downtown and Mobile Clinic location gave a somewhat lower score (3.25) than found for other locations (3.36 to 3.50).

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 42% 48% 30% 40% 44% 44% 57%

Mostly Agree 46% 52% 43% 45% 47% 54% 21%

Mostly Disagree 8% - 17% 13% 6% 2% 7%

Strongly Disagree 2% - 7% - 3% - 7%

Don't know/Decline 2% - 3% 3% - - 7%

Mean 3.31 3.48 3.00 3.28 3.32 3.41 3.38


Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 42% 50% 42% 45% 42%

Mostly Agree 46% 50% 43% 55% 42%

Mostly Disagree 8% - 10% - 8%


Don't know/Decline 2% - 2% - 8%

Mean 3.31 3.50 3.25 3.45 3.36


Future Orientation

Of the three items in this dimension, the highest-rated was that staff feel that what they do is important (3.75), while the lowest was that the immediate supervisor works with them to plan for their future growth and development (3.29). Compared to the national results, HCH's score was positive for supervisors helping staff plan for their future grown and development (+.41). The rating of staff feeling that what they do is important was similar for HCH (3.74) to the score found nationally (3.75). However, HCH was rated below the national average on staff wanting to work with the agency in two to three years (-.13).

3.29

3.35

3.74

3.46

2.88

3.48

3.75

3.37

22. My immediate supervisor workstogether with me to plan for my future

growth and development at the agency.

23. I would like to be working here two orthree years from now.

24. What I do is important to the agencyand our clients.

Dimension Rating

Future Orientation

HCH Results

National Results

Those who declined to give their role were particularly likely to agree that they would like to continue working with the agency. Medical and dental providers and behavioral health providers gave ratings that were below the HCH average on this item. Clinic administration members gave the highest rating across roles to their immediate supervisor helping plan for their future growth and development (3.55), while behavioral health providers gave the lowest rating to this item (3.00). Virtually all of the medical and dental providers strongly agreed that what they do is important to the agency and clients (90%). A relatively large proportion of Behavioral Health providers indicated that they did not know whether they would like to be working at HCH two to three years from now (33%).

Base

Provider –

Medical or

Dental

Provider –

Behavioral

Health

Allied Medical,

Dental or

Behavioral

Health

Clinic

Administration

Agency

Administration

(Decline to

answer)

Base 180 21 30 40 34 41 14

Strongly Agree 43% 43% 23% 40% 62% 46% 43%

Mostly Agree 31% 33% 30% 35% 21% 39% 21%

Mostly Disagree 12% 19% 17% 15% 6% 5% 14%

Strongly Disagree 3% - 3% 5% 3% 2% -


Mean 3.29 3.25 3.00 3.16 3.55 3.39 3.36

Base 180 21 30 40 34 41 14

Strongly Agree 44% 43% 33% 50% 44% 44% 57%

Mostly Agree 29% 33% 23% 28% 38% 29% 14%

Mostly Disagree 8% 19% 3% 10% 9% 7% -

Strongly Disagree 3% - 7% 5% 3% 2% -


Mean 3.35 3.25 3.25 3.32 3.31 3.38 3.80

Base 180 21 30 40 34 41 14

Strongly Agree 72% 90% 70% 70% 71% 66% 71%

Mostly Agree 19% 5% 20% 25% 26% 20% 7%

Mostly Disagree 2% - - 3% 3% 2% -

Strongly Disagree 1% - - - - - 7%

Don't know/Decline 7% 5% 10% 3% - 12% 14%

Mean 3.74 3.95 3.78 3.69 3.68 3.72 3.67

22. My immediate supervisor works together with me to plan for my future growth and development at the agency.


24. What I do is important to the agency and our clients.

Respondents at the North Fallsway and West Baltimore locations unanimously strongly agreed that what they do is important to the agency and to clients. Only two-thirds of respondents at the other locations (66% to 69%) strongly agreed that what they do is important. Respondents at the West Baltimore (3.67) and North Fallsway (3.64) gave the highest ratings to wanting to continue working with the agency. North Fallsway staff gave the highest rating to their immediate supervisor helping staff plan for their future growth and development.

Base

Baltimore City –

201 E. Baltimore

St

Baltimore City –

Downtown and

Mobile Clinic

Baltimore City –

North Fallsway

Baltimore City –

West Baltimore

Base 180 26 125 11 12

Strongly Agree 43% 46% 42% 55% 58%

Mostly Agree 31% 19% 33% 27% 25%



Don't know/Decline 11% 15% 12% 9% -

Mean 3.29 3.27 3.28 3.50 3.42

Base 180 26 125 11 12

Strongly Agree 44% 38% 42% 73% 75%

Mostly Agree 29% 35% 29% 18% 17%




Mean 3.35 3.45 3.29 3.64 3.67

Base 180 26 125 11 12

Strongly Agree 72% 69% 66% 100% 100%

Mostly Agree 19% 19% 23% - -

Mostly Disagree 2% - 2% - -

Strongly Disagree 1% 4% - - -


Mean 3.74 3.67 3.70 4.00 4.00

22. My immediate supervisor works together with me to plan for my future growth and development

at the agency.


24. What I do is important to the agency and our clients.

Suggestions

Staff were asked what suggestions they have to improve their work environment. Results are presented by role.

Provider – Medical or Dental

Better technological support and a documentation system that better fits the workflow at Convalescent Care. Also having more physical workspace for clients and staff. Having agency recognition of standing orders and protocols that are specific to CCP so that I feel I am working with my scope of practice.

Changing the referrals process to move closer to the medical team

Consequences for client's behavior when not therapeutic to the environment.

Growth and promotion opportunities for everyone in the organization.

Have our own space outside of Bon Secours

Have upper management listen to front line staff and empower front line staff.

I don't have any suggestions. I love my job, feel respected and valued and fulfilled.

I have only been at HCH for 4 months, but I am very impressed with the management team's concern for employees and clients, facilities, core values and organization. HCH is a major improvement from my previous position at another health center. Client/patient concerns are always prioritized here. I am respected by my team as well as supervisor. I see a future at HCH.

Improve communication among all staff; strengthen and reaffirm collective team unity

Let providers back into the schedule. It is belittling. It is a barrier to care.

Love this place! Never seen an entire staff so happy. The work we do, and the care we have for each other, are amazing. That said, it would be great if we could increase paid time off to 30 days separated into 10 for sick/safe leave and 20 (increasing with seniority to 25) for vacation. So no stress over an unexpected illness/injury cutting down much-needed time for rest and relaxation.

Medical director for CCP, involvement of other medical staff for further developing policies and procedures in collaboration with nursing management

More admin time or opportunity to be involved and grow. I was told I do not have experience for a particular position I applied for but when tried to get involved to gain this experience was told I cannot because it will take away from my time in clinic.

Regular work on team building within care teams with work on increasing knowledge individual communication styles, backgrounds etc. to improve the overall work environment. This along with trainings up front regarding essential systems needed for individual jobs i.e. centricity trainings, de-escalation training etc. would be helpful.

Stop constant interruptions when you are trying to work. Open door policy does not always benefit you whenever you have important things to do and everyone keep knocking on the door or asking for other things to be done. Let’s try to get one task done first.

The biggest problem I see at the agency right now is lack of staff morale brought about by recent changes (for the worse) in the executive team. In recent years, the executive team has ballooned in size, creating a top-heavy bureaucracy that seems to have lost focus and does not seem to have brought about positive change at HCH. The movement of the executive team down to Baltimore Street- a literal distancing of the "people at the top" from the day-to-day life of the clinic- was symbolic of the changes in this organization over the past few years. These folks at the top no longer seem to be aware of, or even care about, the daily workings of the organization- or at least the clinical and service-providing part of the organization, ostensibly our raison d'etre. The top brass seems unaware of the chilling temperature of the organization- and a massive hemorrhaging of long-term staff, including some real HCHers at heart, seems to have done little to help them understand. Their responses have been, in large part, tone-deaf. The huge folly that was the 2017 salary restructuring was really emblematic of the blindness of the folks on top. When, at one of those mandatory meetings on the issue, Kieran EXPLICITLY informed staff that HCH was targeting a lower-quartile salary range, that was hurtful to many (I suspect most? ALL?) staff- to finally have it made clear the value that HCH the organization places on its most important asset, its employees- and that that value was low. There have been numerous other example

Provider – Behavioral Health

* Please return the ability to schedule appointments back to staff. The micro-managing is cumbersome, inefficient, and arbitrary. It has not improved our delivery of services, and our feedback feels unheard. * Lots of things are talked about and discussed, but staff input does not seem to actually influence or change the decisions made by upper managers. People get tired of talking and feel helpless. * My direct supervisor tries to influence, but seems to have little power with the layers of management that have been created in past several years. * My work role changes without training, and I often have to adjust to decisions from above. They are not officially part of my job descriptions. * I was negatively judged months after my review over an issue never brought up during my review period. I was never given a chance to improve it because I was never informed. Upper management was aware, but left my review with their negative update. They just said I would have to deal with it. That hurt my trust with them. Other staff have communicated the same experience with the new merit review system. * People were fired here for issues that seem to be the responsibility of management to teach. It is difficult to learn after seeing this happen more than once. People are afraid of making mistakes. If they do the wrong thing, they feel like they will be terminated - not educated. It never used to be that way here. It's sad. It seems like once people were fired, management does not debrief or

Administration needs to include staff in more decisions and work flow discussions and truly take into account what is said. At times too many changes at once so none get done well. Staff is often overwhelmed and it seems at times the quality of care and clients are what suffers.

Back out of pay for performance. This change has devastated my motivation.

BH Staff need to be formally trained on the technical and clinical aspects of behavioral health integration. Currently many of us are being asked to or required to practice beyond the scope of our license and training. This has a significantly major impact on staff burn out and resignation.

Do not use merit based raises if you want employees to feel valued and respected. Actually use employee feedback when creating systems that will be expected to be implemented by providers. Stop having meeting after meeting to give employees the illusion of choice when it is clear how decisions are made (and then reprimand employees in ways that effect their livelihood when they do not have enough time to do what is expected of them).

Give scheduling powers back to the providers. This centralized scheduling is a HUGE hassle and a detriment to efficient patient care.

Having written workflows in my department would be helpful. As a new therapist, it isn't clear what to do in different situations (walk-in, addictions session, mental health session), how and when to connect clients to other departments at HCH, and my role as therapist vs. role of case managers. If there were some written guidelines to refer to as far as what to complete in EHR for each type of appointment, the procedures/rules for connecting clients to other services at HCH, and written outlines of treatment cycle (i.e. when psychosocials are due, when ITP's are due - and for all types of clients, BH, Addictions IOP, Addictions OP) instead of just taking notes during supervision & other meetings, that would be very helpful.

I would like to see senior leadership consult with/discuss with staff big changes that are being considered prior to making the changes.

If individuals other than my immediate supervisor are going to comment on my performance evaluation, they should include their name and explanation or be present when I discuss the evaluation with my supervisor.

More control of scheduling my clients

More opportunities for staff to shape and give feedback beyond the innovative challenge. Innovating the agency to take into account important insight from staff and clients more frequently and give more opportunity for staff/clients to take on interesting projects that management doesn't have time or capacity for.

Paraprofessional staff need to be designated for non-licensed screenings and triages and support tasks like they are for medical providers so that licensed, billable BH providers can practice closer to the top of their license. This would enhance morale of licensed staff and like increase revenue for the agency. Seems like a win-win strategy.

Staff safety should be a priority

The energy at WB clinic has become more negative over the past year. Some of the staff seem unhappy at work and that energy effects other staff, the communication and the clients. No accountability for this is apparent. Clinic manager is often not present on site. My suggestion is for management to take a more active role in ensuring that effective communication is occurring between staff members and between staff and clients.

There is no staff training in supportive housing other than general orientation to HCH. Expectations of staff members are unclear. Most learning happens on a trial and error basis. There is no training for allied health staff members who interact with clients. Education about appropriate language to use when speaking to/of clients is urgently needed. Also needed is training for allied staff about appropriate boundaries with clients. An anonymous way to give feedback about fellow staff and leadership is very much needed as staff don't feel able to give meaningful feedback using the current mechanisms.

Allied Medical, Dental or Behavioral Health (case managers, dental assistants, CMAs, CNAs, e.g.)

A New location

Healthy snacks in the vending machine. They don't all have to be healthy, but having the option is great when you are running short on time and don't want to stuff a honey bun in our face. Also, reducing the refreshments to $1 instead of $1.50 and having a sign showing where the money goes would be a great way to show transparency.

Hire a new cleaning crew, the clinic is dirty, bathrooms are smelly with old stains in the toilets, which lets you know that the toilets weren't cleaned. The stairwells are dirty, floors are dirty, chairs aren't wiped down when clients come in soiled. For the population that we serve the clinic should be better cleaned. Also security should be present on the 3rd floor during group sessions.

I believe that HCH is a great place to work, I am very grateful to be a part of this agency

I believe we are still divided as an agency, there should be more to bring us together, celebrate our differences and learn from one another.

I currently love my working environment.

I think we need to hire more direct caregivers and less management.

I would like to see less chitchat from staff members and more passion at HCH.

I would like for my team to in some way have easier access to essential supplies, i.e., white out, pens note pads...

improved communication and teamwork- more professionalism with clients

Learning the overall system of the company to access records to do my job better.

Less middle management would be nice. It only serves to cloud the mission and methods of what we are doing (and drains the resources we could be using to *actually accomplish our goals*) to have so many people with their hands in the pot.

More time working in Centricity (test mode if applicable) before working with clients.

Promote positivity

That we continue with the history of HCH and promote within to build the moral and give hope that we can continue to grow with the company.

We definitely need more space for supplies.

Agency Administration

Communication of information that is pertinent to my job needs to be more streamlined.

Continue efforts to improve communication with front line staff specifically about decision-making processes. Often new procedures or policies come down without explanation of how they were arrived at.

HCH star of the week or the month , sent to our emails

I don't have any suggestions to improve my own work environment, but I know that all those things I strongly agreed with about my team and in particular my supervisor are not true of many others. I credit most of my satisfaction with the attentiveness and listening/communication skills of my supervisor/team leader. I've heard from others in other parts of the agency that they don't feel as listened to or informed.

I'd like to see more collaboration among departments--I'm not sure how to do that, but I know that I personally like I'm in a silo sometimes.

Maintenance of our facilities - office spaces and furnishing

More accountability to goals and shared understanding of what we are trying to accomplish

More clearly developed departmental goals

More equitable pay and raise practices; a 1 - 3 % increase on $40,000 is nothing compared to a 1-3% increase on $150,000+

Move 201 folks into a clinical space so we can have a connection to the work and community.

My suggestion is less about my specific work environment and more about the general work environment. In general, there seems to be little emphasis placed on seeking input or involvement from staff level individuals. There is a wealth of talent, passion and knowledge within the ranks of direct-care staff and instead of engaging this, middle management seems to ignore it. Communication between departments, even within departments, is not good. The portal unfortunately just hasn't caught on as a way to update people and there is really no alternative plan for communications. So news about staff, staff changes, workflows, and general programmatic updates, go completely uncommunicated. In general, people in middle management seem to be out of touch with the strengths, thoughts and needs of their team. If there were a real effort to engage staff in a meaningful way, allowing them to participate in decisions, to give their ideas and to take more responsibility, there would be less burn-out, fewer good people leaving and a more efficient, productive organization in general.

Nothing to add. I am Blessed to be here Thank You

Since starting here, I have not once been asked what my career plan is or how I would like to grow at HCH. That would be a good place to start.

Clinic Administration

A better layout of my day-to-day tasks

Communication - Executive team is making decision more insularly and at other times is giving staff a say in things that should just be decided on.

Communication is key. I believe this organization lacks respectful communication amongst both staff and clients.

Communication is sorely lacking. We could definitely benefit with improvements in that area.

Everyone should be held accountable for their actions. Blame should not be placed on someone just because it can be.

I have heard many co-workers voice dissatisfaction about not being heard when it comes to major changes to processes (i.e. losing the ability to manage their own schedules in centricity) that they continue to encounter many errors with. The level of frustration is really concerning to me. I would love to see leadership taking the time to get input from direct care staff about how process changes are impacting them and ways to ameliorate and improve processes that are not working well and that greatly impact their day-to-day work and level of satisfaction. This is an area I think should be addressed and prioritized ASAP to prevent staff dissatisfaction, which has and could lead to further resignations.

Leadership needs to put feet on the ground more. Listen to the staff more and take heed to what they are saying...mainly security needs.

My one & only suggestion since I started is some type of 1st floor front desk "protection" like a sneeze guard or plexi-glass so client's aren't sneezing, coughing, yelling, etc. directly in our faces. Other than that, I think my work environment is good.

My overall work environment is good but I am underutilized and therefore growth for me within the agency seems non-existent. I like the culture and that is the primary reason while I am still here. I have seen growth for others so that makes me feel good but I feel that I am overlooked for growth opportunities.

Safety

Staff agreement and sole vision support

The roles need to be more well-defined, clinical and operations need to have respect for each other and eliminate the pushback when it comes to applying policy. You don't get to ignore the rules because you have NP or MD behind your name it's disrespectful and causes waste and disorganization.

While I work at 421 Fallsway, I am aware that working conditions at some of the other sites is overcrowded, and I think that should be a priority.

Decline to Answer

Being that I'm just starting I have no suggestion.

It would be nice to have a lunch or brunch gatherings initiated by management. Example: Halloween dessert party, Thanksgiving potluck, contest for holiday decorations, and opening day party for baseball/football season. If not a thank you breakfast or lunch would be nice. There should be respect from co-worker to co-worker. Just because you're a provider doesn't make you smarter than another co-worker in another department.

Mostly the executive team just does whatever they want and don't involve other people in decisions. Sometimes they ask for feedback, but it's pretty clear to lots of people that it's not an authentic seeking of information/suggestions as much as confirmation of what they want to hear. They don't like hearing anything negative--even constructive criticism is received poorly and defensively. They say they encourage leadership but if you have ideas about things we could do differently, you're most likely going to be shot down (or discouraged from speaking up).

Please include more clinical staff and clinical staff input in making larger procedural decisions, and be open and (positively) responsive to our feedback on these systems and procedures. There are new procedures and policies that have negatively affected the day-to-day work of providers, and despite communicating these concerns, we largely feel ignored and unsupported. With the growth of the executive team, there is a greater divide between those making decisions and those who are impacted by them. Honestly, the response to these concerns and lack of communication has generated a culture of fear among staff. It is very hard to feel pressure from the top while working day-to-day on the ground with clients who are in very difficult and sometimes life-threatening situations. It seems that the term "access" has become synonymous with "see more clients," and there is little opportunity for us as staff to have input into what we feel would increase actual access to care for our clients. In short - responsiveness to clinical staff feedback would make a huge difference.

Safety

Senior leadership does not listen to the concerns of staff. Many staff members feel as if there is a pre-determined path for the agency that does not include their input. The compensation studies for example never provided staff with any data regarding how compensation decisions were made. It was merely a "third party" that gathered the data, but a third party cannot identify with each position at HCH because we are so unique. Decisions are made without consulting those who implement processes and without the proper research. This approach is fine if there are clear boundaries and guidelines established, but HCH staff does not receive those guidelines or techniques on how to implement them. This causes confusion across teams, which in turn effects our clients. A top down approach is fine, but we need clear direction. If the agency is going to run on a collaboration with staff, it needs to be a real collaboration, not one where the lower level staff and experts offer their opinions with no effect on the agency direction or decisions that are implemented.

This annual employee survey needs to be re-formulated as it's been clearly wordsmithed and uses algorithms that will promote an artificially higher or more favorable score- needs to have a slightly agree or slightly disagree or neutral option---NOT go from mostly agree to mostly disagree with nothing in between. Also, the survey doesn't indicate when it's complete until its over- the last question is leading responses to be brief and then when the NEXT button is hit- the survey is over. It doesn't allow for much if any qualitative, free text responses. At least this survey allows one to submit it more than once- so these comments and feedback could be added.

Training opportunities need to be provided and encouraged to support continued professional development that is relevant for HCH to perform to our set standards and core values, not just the standards of professional and licensing associations. Staff should be held accountable for meeting these standards and continued professional development.

6. Results by Sub-Groups

How to Read the Sub-Group Segmentation Tables

The following segmentation tables compare the results from two mutually exclusive sets of respondents. Overall satisfaction was measured on a scale of 4=very satisfied, 3=mostly satisfied, 2=mostly dissatisfied, 1=very dissatisfied. Agreement was measured on a scale of 4=strongly agree, 3=mostly agree, 2=mostly disagree, 1=strongly disagree. Mean ratings are reported, and a higher mean score represents a more favorable response on the scale. In the following segmentation tables, items are grouped by dimension. Each item measured in the study is presented. ① The first data column represents the difference between the score measured for HCH as a whole

and the national figures. These ratings are color coded to allow for a quick visual interpretation of the results. Responses that are +.10 or more higher for HCH than the national figures are highlighted in green, and are generally quite positive for the organization as a whole. HCH scores that are -.10 or more below the national figures are shaded in red, and should be an area of focus for improvement for the organization.

② The correlations are a measure of the relationship between the individual rating item and overall

satisfaction. A correlation of .40 or higher is considered strong, and a good predictor of overall satisfaction.

③ The mean ratings are presented for each group (by role or location) and are compared to all other

staff members surveyed. ④ The difference (∆) between members of one group and all other staff members is evaluated.

Member scores that are .10 or more points greater than non-member scores are highlighted with a green symbol. Member scores that are .10 or more points less than non-member scores are highlighted with a red symbol.

HCH vs.

National Correlation Member Δ Others

100 80

Management Feedback

18. I am given praise or recognition -.10 .40 2.99 3.14

19. My performance is evaluated in a way that helps me improve +.01 .40 3.35 3.12

20. Managed in a way that is supportive, not negative or embarrassing +.21 .44 3.46 3.49

Future Orientation

22. Immediate supervisor works with me to plan for my future growth +.41 .41 3.05 3.29

23. I would like to be working here two or three years from now -.13 .50 3.30 3.37

24. What I do is important to the agency and our clients -.01 .26 3.91 3.80

① ② ③ ④

Role: Provider – Medical or Dental

HCH vs.

National Correlation

Provider –

Medical or

Dental Δ Others

21 159

Satisfaction

1. Overall satisfaction .00 3.10 3.19

Senior Leadership

2. Senior Leadership listens to needs and ideas +.15 .49 2.76 2.97

3. Senior Leadership does a good job managing and motivating +.08 .45 2.62 2.86

4. Senior Leadership policies and decisions consistent with core values +.06 .54 3.14 3.14

5. Senior Leadership treats staff with respect +.22 .44 3.24 3.31


6. Immediate supervisor treats me with respect +.26 .40 3.71 3.71

7. Immediate supervisor keeps me informed +.16 .45 3.33 3.39

8. Immediate supervisor handles grievances and disputes fairly +.42 .38 3.40 3.55

9. Immediate supervisor is committed to providing excellent service +.18 .33 3.71 3.72

Co-Worker Relationship

10. Team members communicate well +.09 .10 3.38 3.18

11. Other teams have reasonable expectations of my team +.08 .27 3.26 3.05

12. Team demonstrates commitment to core values +.20 .31 3.71 3.53

Work Environment

13. I have input into decisions that affect my job -.10 .43 2.90 2.91

14. I know what is expected of me at work. -.24 .29 3.52 3.34

15. I have the supplies and equipment I need +.09 .29 3.19 3.35

16. Staff treat clients and agency partners with dignity and respect .00 .22 3.76 3.52

17. Quality of care is equal to that of other health care organizations .00 .38 3.81 3.49

Management Feedback




Training

21. I feel trained and well prepared .00 .38 3.48 3.28

Future Orientation




Role: Provider – Behavioral Health

HCH vs.


Provider –

Behavioral

Health Δ Others

30 150

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Role: Allied Medical, Dental or Behavioral Health

HCH vs.


Allied

Health Δ Others

40 140

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Role: Clinic Administration

HCH vs.


Clinic

Admin Δ Others

34 146

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Role: Agency Administration

HCH vs.


Agency

Admin Δ Others

41 139

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Role: Declined to Answer

HCH vs.


Declined

role Δ Others

14 166

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Location: Baltimore City – 201 E. Baltimore Street

HCH vs.


Baltimore City

– 201 E.

Baltimore Δ Others

26 154

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Location: Baltimore City – Downtown/421 Fallsway and Mobile Clinic

HCH vs.


Baltimore City

– Downtown &

Mobile Clinic Δ Others

125 55

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Location: Baltimore City – North Fallsway

HCH vs.


Baltimore City

– North

Fallsway Δ Others

11 169

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Location: Baltimore City – West Baltimore

HCH vs.


Baltimore City

– West

Baltimore Δ Others

12 168

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




Location: Baltimore County

HCH vs.


Baltimore

County Δ Others

6 174

Satisfaction


Senior Leadership














Work Environment






Management Feedback




Training


Future Orientation




7. Sub-Group Score Cards The following pages compare the results from the subgroups to the HCH total results, and include a graphic presentation of dimension ratings.

ROLE HCH =.05 to .09

(n=21) (n=180) Difference -.10 or more

Satisfaction

3.10 3.18 -.08

Senior Leadership

2.76 2.94 -.18

2.62 2.83 -.21

3.14 3.14 +.00

3.24 3.31 -.07


3.71 3.71 +.00

3.33 3.39 -.06

3.40 3.54 -.14

3.71 3.72 -.01


3.38 3.21 +.17

3.26 3.07 +.19

3.71 3.55 +.16

Work Environment

2.90 2.91 -.01

3.52 3.36 +.16

3.19 3.33 -.14

3.76 3.55 +.21

3.81 3.53 +.28

Management Feedback

3.00 3.11 -.11

3.15 3.13 +.02

3.48 3.48 +.00

Training

3.48 3.31 +.17

Future Orientation

3.25 3.29 -.04

3.25 3.35 -.10

3.95 3.74 +.21

ROLE

HCH Total

Q22. Immediate supervisor works with me to plan for my future growth

Q21. I feel trained and well prepared

Q23. I would like to be working here two or three years from now

Q11. Other teams have reasonable expectations of my team

Q12. Team demonstrates commitment to core values

Q13. I have input into decisions that affect my job

Q18. I am given praise or recognition

Q19. My performance is evaluated in a way that helps me improve

Q20. Managed in a way that is supportive, not negative or embarrassing

Q24. What I do is important to the agency and our clients

Q14. I know what is expected of me at work.

Q15. I have the supplies and equipment I need

Q16. Staff treat clients and agency partners with dignity and respect

Q17. Quality of care is equal to that of other health care organizations

Q8. Immediate supervisor handles grievances and disputes fairly

Q9. Immediate supervisor is committed to providing excellent service

Q10. Team members communicate well

Q5. Senior Leadership treats staff with respect

Q6. Immediate supervisor treats me with respect

Q7. Immediate supervisor keeps me informed

Q2. Senior Leadership listens to needs and ideas

Q3. Senior Leadership does a good job managing and motivating

Q4. Senior Leadership policies and decisions consistent with core values

PROVIDER – MEDICAL OR DENTAL

Below HCH

Q1. Overall satisfaction

2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.10 3.18 -.08

Senior Leadership

2.79 2.94 -.15

2.61 2.83 -.22

2.88 3.14 -.26

3.07 3.31 -.24


3.57 3.71 -.14

3.37 3.39 -.02

3.54 3.54 +.00

3.63 3.72 -.09


3.13 3.21 -.08

2.96 3.07 -.11

3.53 3.55 -.02

Work Environment

2.55 2.91 -.36

2.90 3.36 -.46

2.97 3.33 -.36

3.37 3.55 -.18

3.43 3.53 -.10

Management Feedback

2.89 3.11 -.22

2.52 3.13 -.61

3.24 3.48 -.24

Training

3.00 3.31 -.31

Future Orientation

3.00 3.29 -.29

3.25 3.35 -.10

3.78 3.74 +.04

ROLE

HCH Total
























PROVIDER – BEHAVIORAL HEALTH

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.10 3.18 -.08

Senior Leadership

2.95 2.94 +.01

3.03 2.83 +.20

3.13 3.14 -.01

3.33 3.31 +.02


3.55 3.71 -.16

3.18 3.39 -.21

3.20 3.54 -.34

3.51 3.72 -.21


3.05 3.21 -.16

3.03 3.07 -.04

3.38 3.55 -.17

Work Environment

2.87 2.91 -.04

3.35 3.36 -.01

3.28 3.33 -.05

3.50 3.55 -.05

3.49 3.53 -.04

Management Feedback

3.00 3.11 -.11

3.10 3.13 -.03

3.30 3.48 -.18

Training

3.28 3.31 -.03

Future Orientation

3.16 3.29 -.13

3.32 3.35 -.03

3.69 3.74 -.05

ROLE

HCH Total
























ALLIED MEDICAL, DENTAL OR BEHAVIORAL HEALTH

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.22 3.18 +.04

Senior Leadership

3.00 2.94 +.06

2.77 2.83 -.06

3.18 3.14 +.04

3.30 3.31 -.01


3.76 3.71 +.05

3.44 3.39 +.05

3.68 3.54 +.14

3.76 3.72 +.04


3.06 3.21 -.15

3.03 3.07 -.04

3.47 3.55 -.08

Work Environment

2.94 2.91 +.03

3.47 3.36 +.11

3.47 3.33 +.14

3.58 3.55 +.03

3.45 3.53 -.08

Management Feedback

3.09 3.11 -.02

3.40 3.13 +.27

3.61 3.48 +.13

Training

3.32 3.31 +.01

Future Orientation

3.55 3.29 +.26

3.31 3.35 -.04

3.68 3.74 -.06

ROLE

HCH Total
























CLINIC ADMINISTRATION

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.37 3.18 +.19

Senior Leadership

3.26 2.94 +.32

3.05 2.83 +.22

3.39 3.14 +.25

3.56 3.31 +.25


3.88 3.71 +.17

3.56 3.39 +.17

3.80 3.54 +.26

3.93 3.72 +.21


3.43 3.21 +.22

3.10 3.07 +.03

3.78 3.55 +.23

Work Environment

3.15 2.91 +.24

3.43 3.36 +.07

3.58 3.33 +.25

3.68 3.55 +.13

3.59 3.53 +.06

Management Feedback

3.38 3.11 +.27

3.34 3.13 +.21

3.72 3.48 +.24

Training

3.41 3.31 +.10

Future Orientation

3.39 3.29 +.10

3.38 3.35 +.03

3.72 3.74 -.02

ROLE

HCH Total
























AGENCY ADMINISTRATION

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.00 3.18 -.18

Senior Leadership

2.46 2.94 -.48

2.54 2.83 -.29

2.77 3.14 -.37

3.08 3.31 -.23


3.85 3.71 +.14

3.50 3.39 +.11

3.60 3.54 +.06

3.82 3.72 +.10


3.31 3.21 +.10

3.18 3.07 +.11

3.31 3.55 -.24

Work Environment

3.08 2.91 +.17

3.75 3.36 +.39

3.42 3.33 +.09

3.27 3.55 -.28

3.42 3.53 -.11

Management Feedback

3.31 3.11 +.20

3.08 3.13 -.05

3.54 3.48 +.06

Training

3.38 3.31 +.07

Future Orientation

3.36 3.29 +.07

3.80 3.35 +.45

3.67 3.74 -.07

ROLE

HCH Total
























(DECLINE TO ANSWER)

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00

SITE HCH =.05 to .09


Satisfaction

3.20 3.18 +.02

Senior Leadership

2.96 2.94 +.02

2.74 2.83 -.09

3.08 3.14 -.06

3.40 3.31 +.09


3.73 3.71 +.02

3.46 3.39 +.07

3.76 3.54 +.22

3.88 3.72 +.16


3.40 3.21 +.19

3.13 3.07 +.06

3.62 3.55 +.07

Work Environment

2.65 2.91 -.26

3.52 3.36 +.16

3.44 3.33 +.11

3.55 3.55 +.00

3.74 3.53 +.21

Management Feedback

3.29 3.11 +.18

3.18 3.13 +.05

3.58 3.48 +.10

Training

3.50 3.31 +.19

Future Orientation

3.27 3.29 -.02

3.45 3.35 +.10

3.67 3.74 -.07

SITE

HCH Total
























BALTIMORE CITY – 201 E. BALTIMORE STREET

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.18 3.18 +.00

Senior Leadership

2.84 2.94 -.10

2.77 2.83 -.06

3.11 3.14 -.03

3.20 3.31 -.11


3.69 3.71 -.02

3.37 3.39 -.02

3.50 3.54 -.04

3.66 3.72 -.06


3.20 3.21 -.01

3.05 3.07 -.02

3.56 3.55 +.01

Work Environment

2.88 2.91 -.03

3.27 3.36 -.09

3.30 3.33 -.03

3.54 3.55 -.01

3.47 3.53 -.06

Management Feedback

3.06 3.11 -.05

3.05 3.13 -.08

3.43 3.48 -.05

Training

3.25 3.31 -.06

Future Orientation

3.28 3.29 -.01

3.29 3.35 -.06

3.70 3.74 -.04

SITE

HCH Total
























BALTIMORE CITY – DOWNTOWN/421 FALLSWAY AND MOBILE CLINIC

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.36 3.18 +.18

Senior Leadership

3.20 2.94 +.26

3.09 2.83 +.26

3.36 3.14 +.22

3.55 3.31 +.24


3.73 3.71 +.02

3.64 3.39 +.25

3.73 3.54 +.19

3.91 3.72 +.19


3.55 3.21 +.34

2.90 3.07 -.17

3.82 3.55 +.27

Work Environment

3.18 2.91 +.27

3.82 3.36 +.46

3.27 3.33 -.06

3.73 3.55 +.18

3.73 3.53 +.20

Management Feedback

3.00 3.11 -.11

3.50 3.13 +.37

3.55 3.48 +.07

Training

3.45 3.31 +.14

Future Orientation

3.50 3.29 +.21

3.64 3.35 +.29

4.00 3.74 +.26

SITE

HCH Total
























BALTIMORE CITY – NORTH FALLSWAY (INCL. ODB DENTAL CLINIC AND CONVALESCENT CARE PROGRAM)

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

3.17 3.18 -.01

Senior Leadership

3.67 2.94 +.73

3.33 2.83 +.50

3.33 3.14 +.19

3.83 3.31 +.52


3.92 3.71 +.21

3.33 3.39 -.06

3.27 3.54 -.27

3.92 3.72 +.20


3.08 3.21 -.13

3.56 3.07 +.49

3.42 3.55 -.13

Work Environment

3.58 2.91 +.67

3.67 3.36 +.31

3.67 3.33 +.34

3.58 3.55 +.03

3.58 3.53 +.05

Management Feedback

3.55 3.11 +.44

3.45 3.13 +.32

3.92 3.48 +.44

Training

3.36 3.31 +.05

Future Orientation

3.42 3.29 +.13

3.67 3.35 +.32

4.00 3.74 +.26

SITE

HCH Total
























BALTIMORE CITY – WEST BALTIMORE

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00



Satisfaction

2.67 3.18 -.51

Senior Leadership

3.00 2.94 +.06

2.67 2.83 -.16

3.17 3.14 +.03

3.67 3.31 +.36


3.50 3.71 -.21

3.17 3.39 -.22

3.60 3.54 +.06

3.50 3.72 -.22


2.17 3.21 -1.04

2.80 3.07 -.27

2.83 3.55 -.72

Work Environment

2.67 2.91 -.24

3.17 3.36 -.19

2.83 3.33 -.50

3.33 3.55 -.22

3.33 3.53 -.20

Management Feedback

2.83 3.11 -.28

3.17 3.13 +.04

3.17 3.48 -.31

Training

3.17 3.31 -.14

Future Orientation

3.00 3.29 -.29

2.80 3.35 -.55

3.83 3.74 +.09

SITE

HCH Total
























BALTIMORE COUNTY

Below HCH


2.50

2.75

3.00

3.25

3.50

3.75

4.00

8. Survey Script

2018 Staff Survey

The 2018 Staff Survey will help Health Care for the Homeless maintain a positive and productive work environment. By participating in the survey, you ensure that all staff have a voice in the agency – not just those who are the most outspoken. This survey will be conducted every year by a third party research firm. Your individual responses are confidential and are de-identified before being shared by the research firm with agency management. Answer with your honest opinion; no one at the agency will ever know how you responded to any question. The questions should take between 5-15 minutes for you to answer.

Thank you for helping to make Health Care for the Homeless

an excellent place to work!

HEALTH CARE FOR THE HOMELESS 2018 STAFF SATISFACTION Page 67

Your answers will be kept absolutely confidential and are completely anonymous. To assure anonymity, we are using a third party research firm to conduct the analysis and review answers. No one at Health Care for the Homeless will be able to identify you as giving any one answer, and your individual answers will not be shared by anyone from that third party. Results are always viewed in groupings of at least five employees. Demographic Information ROLE: What is your role or position? 101 Provider – Medical or Dental

102 Provider – Behavioral Health

103 Allied Medical, Dental or Behavioral Health (case managers, dental assistants, CMAs, CNAs, e.g.)

104 Clinic Administration

105 Agency Administration

106 (Decline to answer)

LOCATION: Where is your primary work location?

1 Baltimore City – 201 E. Baltimore Street 2 Baltimore City – Downtown/421 Fallsway and Mobile Clinic

3 Baltimore City – North Fallsway

(incl. ODB Dental Clinic and Convalescent Care Program)

4 Baltimore City – West Baltimore

5 Baltimore County

TENURE: How long have you been with Health Care for the Homeless?

1 Less than 2 years

2 2 to less than 5 years

3 5 to less than 10 years

4 10 years or more



Very Satisfied

Mostly Satisfied

Mostly Dissatisfied

Very Dissatisfied

Don't know

C

SENIOR LEADERSHIP

"Senior Leadership" refers to the following positions:

Chief Executive Officer (Kevin Lindamood)

Chief Quality Officer (Tonii Gedin)

Chief Strategy Officer (Keiren Havens)

Chief Health Officer (Nilesh Kalyanaraman)

Chief Administrative Officer (Maria Martins Evora)

Chief Financial Officer (Tom Welliver)

Vice President of Behavioral Health (Jan Caughlan)

Vice President of Medicine (Adrienne Trustman)

Answer each item on the survey by selecting the response option that best reflects your level of agreement with each statement. Respond to each item by marking one of the choices.

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know

C 2. Senior Leadership listens to the needs and ideas expressed by staff.

C 3. Senior Leadership is doing a good job of managing and motivating the staff.

C 4. Senior Leadership makes policies and decisions that are consistent with our stated mission and core values.

C 5. Senior Leadership treats staff with respect.

Note: C=Composite information available (comparison is made to database of Hospital employees) Trending to the 2015 study is not recommended, as the agreement scale used is different between studies


IMMEDIATE SUPERVISOR RELATIONSHIP

"Immediate Supervisor" refers to the person who is primarily responsible for your annual performance appraisal.

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know

C 6. My immediate supervisor treats me with respect.

C 7. My immediate supervisor keeps me informed of things that are happening at the agency.

C 8. My immediate supervisor handles grievances and disputes fairly and reasonably.

C 9. My immediate supervisor is committed to providing excellent service to our clients/customers.

CO-WORKER RELATIONSHIPS

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know

C 10. Members of my team communicate well

with each other.

C 11. Other teams have reasonable expectations of my team.

C 12. My team demonstrates a commitment to our core values.


WORK ENVIRONMENT

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know

C 13. I have input into decisions that affect my job.

C 14. I know what is expected of me at work.

C 15. I have the supplies and equipment I need to do my job effectively.

16. Staff treat clients and other agency partners (donors, officials, vendors, interns, contractors, etc.) with dignity and respect.

17. I believe that the quality of care our clients are given is equal to that of other health care organizations.

MANAGEMENT FEEDBACK

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know

C 18. I am given praise or recognition when I do my job well.

C 19. My performance is evaluated in a way that helps me improve the way I do my job.

C 20. I am managed in a way that is supportive, not negative or embarrassing to me.

TRAINING

Strongly Agree

Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know



FUTURE ORIENTATION

Strongly

Agree Mostly Agree

Mostly Disagree

Strongly Disagree

Don't know

C 22. My immediate supervisor works together with me to plan for my future growth and development at the agency.

C 23. I would like to be working here two or three years from now.

C 24. What I do is important to the agency and our clients.

25. What one suggestion do you have to improve your work environment?

Thank you very much for participating in the 2018 Health Care for the Homeless Staff Survey. We look forward to sharing the results with you. Please push "Submit" to send your survey results! (After survey, redirect to http://www.hchmd.org)

http://www.olmmed.org/

Human Resources Committee...- Tania Tydings, PHR, SHRM-CP, HR Program Manager, Employee & Labor...

Documents

Transcript of Human Resources Committee...- Tania Tydings, PHR, SHRM-CP, HR Program Manager, Employee & Labor...