News

Good morning everyone, I hope that you are all well.

 

Thank you for your feedback at the We Are Derian Staff Forum held on Tuesday of this week.  My apologies I was not in attendance due to being on annual leave.  I thought it useful to come back to you all with a response on the key themes that were raised during the forum especially as much of the feedback was not dissimilar to the feedback that you gave to me 12 months ago when I chaired my first forum.  I also wanted to share with you that when I was briefed on the feedback on Wednesday morning I contacted Karen Swindley, Chair of the Board of Trustees, who came in to the hospice that day so that I could share your feedback directly with her.

 

From the debrief I received I can summarise the key points, and my initial response, as follows:

 

1. Staff feel unnerved and unsettled

I absolutely acknowledge this, change in whatever form is unnerving and unsettling for all.  One of the slides that was shared at the strategic plan staff briefings in November was dedicated to change and how it can impact on everyone.  I would encourage anyone who may be feeling anxious, overwhelmed or just unsure to seek support and guidance from your team leaders and managers, or come to chat to me personally.  Whilst it is undoubtedly uncomfortable for many of us, me included, it is very much a normal part of the process of change in any organisation, and I would ask that you give it time and work collaboratively with your colleagues as we move forward together.

 

1. A lack of clarity in roles and teams

The Integrated Care Team has been established following the merger of the Community Team and the In House team.  The bringing together of the two teams that had previously worked very much in silos was proposed from the feedback given from staff during the early part of last year.  Having thought about your feedback, we should produce new organograms and structure charts for the charity and this may provide more clarity, so I’ll ensure that we do this.  If there are any other concerns or queries relating to this these then please do let me know.

 

1. High number of leavers

You are right to be concerned, this concerns everyone at the organisation, and as such we have agreed that the HR Strategic Sub Committee will do a deep dive audit in to the number of staff who have left recently to identify any concerns and/or themes, or lessons learnt going forward.   The number within the last 4 months is less than the 27 that I think was mooted, it is 16 – which is still very much a worry.  Following the deep dive a report will be produced and the key messages will be shared with everyone.

 

1. Lack of Trustee presence and a feeling of not being able to speak to Trustees

I am very much a supporter of open communication between all staff and our trustees, and have encouraged this.  It is how I have always worked with a trustee board – and as a trustee on several boards that I have sat on.  The trustees will explore this at their next meeting.  It is very positive though that a number of trustees have been visible over recent weeks and many staff have taken the opportunity to feed back about their views directly to trustees.  To make this process more robust and provide clarity on process, going forward where there may be matters that cannot be resolved or addressed through internal escalation procedures we will have an identified nominated Trustee who will become a Freedom To Speak Up Guardian.  Once this appointment has been made we will share their details and how you may wish to access this.

 

1. Communication

From what I can gather there were a few points raised here.  As a result we will undertake a review of our current Internal Comms, as this is key to staff engagement, ensuring that we are sharing the right things at the right time with everyone.  It was also raised that the updates following SMT meetings weren’t being shared, we absolutely agree that this has fallen by the wayside as we have re-focussed the management team meetings, and so we will ensure that an update from these meetings is shared going forward.  And thirdly there seems to be some distrust of my weekly update email.  Whilst I have received a huge amount of positive feedback about the weekly email, some of you think the email is too positive and isn’t truthful.   You have my assurance that the emails are open and transparent but I’ll definitely bear your views in mind going forward.  If anyone would like to provide examples of information that you feel hasn’t been true then please do let me know.

 

1. The structure of the Leadership and the Management Team

There seems to be a lack of understanding regarding the management structure.  We will share clear organograms, but as a reminder here is the charity wide management structure which came into effect in September 2023 to help deliver our strategic aims.

1. CEO & Directors – The Leadership Team (Strategic Focus)
2. Heads of Departments/Managers – The Management Team (Operational Management Focus)
3. In addition, given the size and complexity of our Care offer, we have a Senior Care Team Structure under Catherine, which provides oversight and leadership across our clinical and care services.  (Heads of Service, Education Manager, ACPs)

 

1. Finances

Some people have asked whether they should be concerned about the charities financial position.  The answer here is absolutely not.  I have been keeping everyone up to date regarding our statutory funding discussions and in the last weekly email shared that a deficit budget had been presented to and approved in principle by the F&I committee, ahead of full approval being sought at the upcoming trustee meeting.  Many charities set deficit budgets, especially in times when they are awaiting clarification on funding, it’s also being prudent and cautious to some extent.  Financially we are good shape with strong levels of reserves which will enable us to weather any possible reduction in funding.   We do, however, need to ensure that every penny that we spend is spent well and on the right things and that we obtain good value in all that we do.  As you know we have set an ambitious strategic plan for the next 3 years, this is very much a plan around growth and that remains our focus.

 

1. Culture

Many are concerned about culture, but it feels like the expectation is that improving the culture is someone else job.  Culture is everyone’s business, it’s how we do things with and to each other.  Your experiences will shape the workplace culture. People work well together when they trust one another, feel a strong sense of community, care about one another’s success, and appreciate one another for who they are. Therefore, to improve our culture, we all need to establish and build trust, build community, invest in each other, and celebrate our differences.  It’s not easy…. and it takes commitment from everyone.  I will think about how we can actively measure our success in improving the culture and everyone’s alignment with our core values.

 

1. Vinten Place and the Hospice

It was disappointing to hear about the continuing “Us and them” mind-set that is defined purely by two separate buildings.  We are one team.  We are all here for the same reason.  No one team is more important than another.  We will continue to work to break down these barriers, and ask that you all support this.

 

1. CEO

It was felt by a couple of staff that I am not a visible enough leader.  As CEO my role is across the whole of the charity and it can be difficult to be everywhere, I will however reflect on this and look to spread myself more across the departments.  Since Catherine’s appointment I have consciously stepped away from day to day involvement in Care to enable Catherine to establish her leadership presence.  Over recent weeks due to matters outside of work, I have needed to be more flexible with my working hours and this may have impacted my visibility on site.

 

1. A loss of fun

You said that we don’t do anything fun anymore.  Who has stopped the fun?  This hasn’t been a directive from anywhere.  You don’t need permission to create a wonderful environment, it’s a given.  We are a children’s charity and we should be creating wonderful activities and fun filled days every day for our children (and our staff!)  Please put the fun back in to your work and if unsure please ask.

 

1. Anonymous feedback

We were until yesterday unaware that there was a facility for staff to feedback anonymously via the intranet.  This has never been brought to our attention.  Now we know about it we can certainly follow up on this going forward.  In addition we have ordered 2 lockable feedback post boxes which we would encourage you to use.

 

1. We Are Derian frequency

You have asked that the forum meets more frequently and therefore Kim has already shared monthly dates for the rest of the year.

 

There may have been other items discussed, if you feel that I have missed something critical then please do let me know.

 

As you all know, we are on a journey of change at Derian House, a collective journey that involves everyone.  I think some are still unclear as to what this journey is.  This journey is our 3 ear plan which incorporates the change and transition as we aim to be the very best employer, provide excellent in our services, and become sustainable.

 

I am personally disappointed that we have not made as much progress as I’d have hoped to at this point and have asked that the ongoing difficulties that we have with culture, which spans many years,  are discussed fully at the trustee meeting on the 29^th February.  I have also cc’d our Trustees in to this email for openness and transparency.

 

If anyone wishes to have a chat with me personally please do let me know.

 

Thanks everyone and have a great week.

 

Let’s do this…..together, it’s not easy but as one we will be the Derian we aspire to be.

 

 

 

Best wishes   Karen   Karen Edwards OBE Chief Executive Officer   Please note, I am sending this email now as it suits my work pattern, which may not match yours.