3. WHAT IS YOUR UNDERSTANDING OF THE LEVELS OF STAFF ENGAGEMENT IN YOUR ORGANISATION(S) AND THE MAIN CHALLENGES YOU CURRENTLY FACE TO IMPROVING THIS? Our staff engagement data is currently poor; NSFT scored very poorly in the 2013 NHS Staff survey, being in the bottom 20% of participants on many measures. Our overall staff engagement […]
Kept in the Dark: NSFT’s Mutualisation Application Part III Read More »
2. WHAT DO YOU SEE AS THE MAIN BENEFITS OF THE MUTUAL MODEL IN ADDRESSING THE STRATEGIC CHALLENGES IDENTIFIED AT (1) ABOVE AND ON IMPROVING SERVICES TO PATIENTS? 1. Benefit: Employee engagement and morale. NAViGO (a mental health services mutual) reduced staff absence from 6.8% to <3% in the two years after mutualising, and has
Kept in the Dark: NSFT’s Mutualisation Application Part II Read More »
1. WHAT IS YOUR UNDERSTANDING OF THE MAIN STRATEGIC CHALLENGES FACING YOUR ORGANISATION(S) AND HOW HAVE YOU ADDRESSED THESE TO DATE? 1. Challenge: Rising referrals, and falling revenues on historic block contracts, causing financial pressures. NSFT has demonstrated strategic leadership though implementing a merger of two previous trusts in 2012, and a full redesign and
Kept in the Dark: NSFT’s Mutualisation Application Part I Read More »
Our initial consideration is converting the entire trust into a typical CIC. This would involve governance changes such as; refining our existing membership model (possibly reducing numbers to include only genuinely active members), a members board (replacing Governors) which will feed input into the main board, elected representatives of both members and of staff on the
