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The leadership team in our organisation have developed a culture that ensures everyone is treated fairly and there is an environment of openness and trust. The leadership is focussed on delivering high quality care through staff engagement, motivation and teamwork, planning for the future sustainability and success of the organisation for the benefit of staff, clients and customers.Our organisation achieves its goals and delivers a good service to clients and customers through effective management. There are pockets or occasions where politics happens, but it is not rife, the grapevine is tolerable and most of the time staff focus on the job at hand, working well together.Our organisation is not well led. Internal politics, favouritism and power games are evident in a number of places. There is low trust between staff (particularly between the different staff groups) and secrecy. There is no sense of a team working together for the good of the clients, customers and staff.
Our vision is clear and understood by all staff, including their role in achieving the vision. Our strategy is annually (or more frequently) reviewed and strategic plan drives the work of the organisation and is clearly and regularly discussed and communicated with all staff.We have a vision and strategy defined and understood by the leadership team and senior managers, annually refreshed, which directs the work of the organisation. We regularly communicate this to staff across the organisation.We don't have a strategy or vision but have organisational targets/goals (internally and externally defined) which we work to achieve. These are communicated to staff a few times across the year.We do not have a clear strategic direction, vision and do not have clear goals as an organisation. Staff are not engaged with a coherent and future-focussed vision as it is so unclear what challenges we may be facing.
Our governance structure includes a Board of Directors (where each member leads on a different aspect, e.g. HR or finance), feeding through plans and into staff roles and responsibilities. All staff understand how their actions support organisational goals. These drive prioritisation of activities and we almost always achieve our goals. We are constantly scanning for and identifying organisational challenges, opportunities and risks which the leadership team discusses, translating these into plans as required.We discuss progress against organisational goals at least quarterly as a senior team and usually achieve deadlines. Staff are clear about their roles and responsibilities and how these feed into the organisational goals. Most goals are short to medium term (a few months to 3 years).We struggle to achieve organisational goals. Staff are too busy to complete actions or are unclear on what is expected of them. The expectations of the organisation keeps changing so we find it very challenging to set and stick to medium-term goals (1+ year goals).We do not have clear organisational goals to manage against. We work towards externally-set targets only (where applicable).
Staff communication is at the heart of how we work: we engage all staff (regardless of role and grade) in how their contribution supports the long-term business sustainability and communication is a two way process. All staff feel engaged and heard and feel they are contributing to the shaping of the organisation for the future.Staff communication is good and cascaded through frequent (at least monthly) all-staff (clinical and admin) meetings. Staff feel engaged with the organisation and that their voice is heard.We have a staff newsletter and regular team-specific meetings. All staff are communicated to regarding the organisation goals and performance.We have in-frequent (less than once a month) meetings and these are usually discussions of operational detail. There is little or no full-team engagement and we do not communicate goals and performance to all staff.
Clients/customers are actively engaged to design services/products in a number of ways (including questionnaires, meetings, suggestion boxes etc). We separate clients/customers into groups based on needs/requirements and deliver services/products differently. We sometimes include client/customer representatives in management meetings, as appropriate.We sometimes engage with our clients/customers to understand their needs and requirements to help shape our services/products to them. We have some basic categories of clients/customers and deliver some tailored services/products.We sometimes engage with clients/customers to understand their needs and requirements but this seldom generates ideas for changes to services/products. We shape our services/products around the expectations of external bodies.We do not engage with clients/customers to shape our services/products at the moment.
We combine a focus on documented and adhered-to processes with an engaged team of staff who are clear on their responsibilities with maximised use of technology to be efficient and effective. We monitor and report on performance across internally-developed indicators and manage performance through a structure of effective meetings; identifying, escalating and resolving issues promptly.We have documented processes that are followed in the main. Staff have clarity on their responsibilities, usually ensuring duplication or gaps are minimised. We have some systems in place but there is the potential for increasing the use of technology to support our operations.We have few or no documented processes and staff work in different ways to get the job done. We manually complete a lot of tasks and there is sometimes confusion, overlap and mistakes. We have some meetings to look at managing the operations but these feel ineffective and seldom discuss or mitigate risks.
We have excellent data on client/customer demand which we actively manage. We are in control of delivering required capacity against the bulk of the workload we can control and have an annual plan to spread this demand across the year, with additional capacity provided for additional, unexpected demand. We constantly review the way we meet client/customer demand and how we deliver against that.We have some historical information on activity which we use to plan required capacity. This seems to be effective most of the time and our backlogs are manageable.We have some historical information on activity which we use to plan required capacity however we are always having issues with backlogs.We do not analyse or forecast demand or use activity to identify required capacity.
We have a board member responsible for financial performance. Performance is driven by the organisation and not our accountants. Financial forecasts are created and managed by senior leaders and we have KPI's relating to accuracy of key financial metrics. All projects are managed to budgets. We have clear accountability and regular (at least monthly) meetings to manage the financial performance of the organisation, including forecasting, budgeting and cost control.Our Finance Team are responsible for managing the financial position of the organisation, sharing the summary position with senior leaders and board (who challenge and test the numbers) regularly at senior meetings (approx. monthly). We plan and forecast our financial position in-year and review our P&L at least monthly. We have processes and accountability to control costs and budgets.We do monthly reconciliation of accounts and have some cost control processes in place but we do limited or no regular budgeting or forecasting. Financial position is on the agenda of a monthly meeting but we do not always get time to discuss at the right level of detail to ensure appropriate financial health of the organisation.Our accountants review our accounts annually but these are not often regularly reviewed internally during the year (quarterly or less).
We run the organisation proactively and were prepared for the impact covid-19 has had on the way we need to provide our services/products. We quickly implemented new roles to lead on the covid response and new processes that have been documented and embedded leading to the smooth running of the organisation despite the challenges.We have implemented some new processes and practices at-pace - trouble shooting as we go. These do need work to fully embed going forwards, including documenting and training all staff. It has been challenging at times but on the whole we have coped well.It has been a really challenging time. We have found it hard to react quickly to the changing needs of our clients/customers and our organisation. We are getting there but still have a sense of being overwhelmed.
The links and relationships with key stakeholders are managed proactively and effectively. These relationships are prioritised, linking into the organisation objectives. We map stakeholder relationships and are involved and influence the landscape through effective external relationships.We are active participants of local groups and engage frequently with other local organisations to provide improved services/products to our customers/clients.We engage with regulatory bodies as required.

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