Staff Satisfaction Survey Results 2014

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1 Staff Satisfaction Survey Results 2014 On an annual basis, the Care Service conducts a staff satisfaction survey. Out of the 116 employees and volunteers, 89 responded to the survey: 22 Paid Staff (92% responded), 35 Pantry Volunteers (64% responded), 14 Caseworkers (82% responded), and 18 Other Office Volunteers (90% responded). The rating scale used was Strongly Agree 5.00, Agree 4.00, Neither Disagree nor Agree 3.00, Disagree 2.00, and Strongly Disagree This chart compares this year s score with last year s. N/A indicates the question is new this year. ** after the question, means the question was reworded this year, but has close to the same meaning. Paid Staff Pantry Caseworkers Other Vols. All Last Year 1-I have a good understanding of the mission and the goals of the Care Service. 2- I am kept well informed of what is going on within the organization (especially that which affects my job). 3- I am given adequate feedback about my performance.** 4- The amount of work expected of me is reasonable. 5- When I have questions or concerns, my supervisor is able to address them. 6- Everyone is treated fairly in this organization N/A 7- The Care Service values the contribution I make N/A 8- I have the resources needed to do my job well.** People in my department communicate sufficiently with one another. 10- There is a good level of team spirit and cooperation among my co-workers. 11- People are held accountable for achieving goals N/A and meeting expectations. 12- I respect the senior leaders of this organization N/A 13- The Care Service supports a balance between work and personal life.** 14- I would recommend the Care Service as a good place to work/volunteer. Average SUMMARY Overall, the employees and volunteers of Sts. Joachim and Ann Care Service responded very favorably to the staff satisfaction survey. The total mean for the survey was a strong 4.48 out of a possible To better define the strengths and areas needing improvement, the results were divided into the following work groups: Paid Staff, Pantry Workers, Case Workers, and Other Office Volunteers. In addition to the fourteen statements that were rated, all staff were asked to respond to the questions, What do you like best about working at the Care Service?, and, What is the one thing we could do that would improve the Care Service the most? We used the ratings and the answers to these questions to come up with the staff s view of the strengths and weaknesses of the Care Service.

2 Strengths Good Understanding of the Mission and Goals As a whole, the staff and volunteers identify strongly with the mission of the Care Service. For each department, this was their highest rating of all the statements with a total mean of Many commented that they find it rewarding to serve the people of the community. One employee said, I enjoy working with clients during their time of need. It means a lot to stand in the gap on behalf of those who need it most. And another comment from a volunteer, Selfishly, I like the wonderful feeling that I may have been a small part in making someone s life better. Respect for Supervisors, Directors and Co-Workers The second highest ratings were for the two questions referring to Supervisors and Directors: I respect the senior leaders of this organization and When I have questions or concerns, my supervisor is able to address them. They scored 4.66 and 4.63 respectively. The average tenure of the Supervisors and Directors is almost 6 years, so there is a lot of knowledge and experience leading the Care Service. Two-thirds of the Supervisors and Directors volunteered at the Care Service before becoming paid employees, which reflects a dedication beyond the paycheck. This combined with the fact that the Executive Director was an original, founding member, keeps the mission alive and vibrant. There wasn t a direct question about how much they respect their co-workers, but there was an overwhelming response in the comments section regarding how much they enjoy their coworkers. One comment from the staff: I love working with the staff and volunteers at J&A Care Service. Everyone is helpful, caring and supportive. The Feeling Their Contribution is Valued The staff had a strong agreement with the statement, The Care Service values the contribution I make. The mean score for this statement was 4.63 out of One volunteer says it best, Everyone seems genuinely kind and goes out of their way to make me feel appreciated and that I belong. Overall Satisfaction Tied for the second highest score was the staff s agreement to the statement, I would recommend the Care Service as a good place to work/volunteer. This statement received a rating of 4.63 out of Overall, the paid staff and volunteers are very satisfied with their jobs and would recommend the Care Service as a good place to work/volunteer. In the comments, both the paid staff and volunteers greatly appreciate the Care Service s flexibility with respect to hours and family responsibilities. They have a significant amount of respect for their co-workers, and enjoy the camaraderie felt among the people. They stated many times that they find their work rewarding and gratifying, to be making a difference in the lives of clients. Areas needing improvement To select the areas that could use improvement, we looked at a rank order of ratings for each work group and paid special attention to the lowest scoring areas.

3 Paid Staff Paid Staff ratings were compared to the mean for their ratings, which was The three areas that appeared to need some improvement for paid staff, all had relatively high standard deviations, which indicates there was disagreement among the staff. Certain work groups among the paid staff were less satisfied with these areas while others reported great satisfaction. We did not divide the paid staff into work groups so we couldn t track which groups were more satisfied than others, but we can still focus on these areas overall and look for ways to make improvements. The deviations listed below can be compared to the average deviation of.85. Reasonable Workload- Mean Rating of Standard Deviation of Sufficient Resources- Mean Rating of Standard Deviation of 1.17 Team Spirit and Cooperation- Mean Rating of Standard Deviation of Pantry Staff Pantry Staff ratings were compared to the mean for their ratings, which was There were two areas that stood out as needing improvement. Feedback on Performance- Mean Rating of Holding People Accountable- Mean Rating of Office Volunteers We combined the rest of the volunteers and looked at them as a group, since they followed similar patterns in their ratings. These volunteers are Caseworkers, Administrative/Clerical workers, and receptionists. The mean for the Office Volunteers ratings was Four areas stood out as needing improvement. Holding People Accountable- Mean Rating of Support for Work/Personal Life Balance- Mean Rating of Sufficient Resources- Mean Rating of Feedback on Performance- Mean Rating of Reasonable Workload- The amount of work expected of me is reasonable Response- This area continues to come up as one to improve for the paid staff. One employee commented, Realize that we cannot do everything. Staff has their limits and continuing to expect more and more causes mistakes. It is a continual challenge of the Care Service to afford the staffing needed to handle the workload. In the past year and a half, we have added five positions: PT turned FT Social Service Worker in St. Charles County (Jan 2013) RHRH Coordinator (July 2013) PT Social Service Worker in St. Charles County (Sept 2013) PT Social Service Worker in Lincoln County (Jan 2014) PT Operations Asst (Jan 2014) Action- We are continuing to look for grants that support operational costs. The grant writing team is still requesting a percentage of each grant to be allocated to administrative expenses. We are also challenged to continue to find ways to use volunteers to help share the workload. Open

4 communication will help us to guard the workloads of our staff, being careful not to add new responsibilities to an already overwhelmed plate. We will need the staff to speak up and make us aware of any challenges they face in handling their workload. Sufficient Resources (Technology)- I have the resources needed to do my job well Response- Resources can mean many things. It can mean time, money, staffing, technology, supplies, etc. Since we addressed staffing and time previously, we can use our comments section to deduct that the other resource that is lacking is in the area of Technology. The Care Service is continuously working towards making improvements in our information technology infrastructure. In the last 2 to 3 years we have made the following improvements: Purchased 15 new computers and one laptop, Replaced our server with one that would better support our network, Purchased 5 new printer/copiers, Replaced all old IT wiring throughout building allowing us to eliminate multiple switches throughout building with an end result of improving our internet/network speed; Upgraded our switches in the network room from 5 switches of different manufacturers to two 48 port switches which enhances our internet/network speed; Replaced the current 5 home version wireless WAP/routers with 3 new business class WAP s; in order to access wireless services better. Action- This year we are planning on purchasing an additional 6 to 8 more computers. Additionally, our contract with our current internet service provider expires and we will be seeking out a new provider that can offer us more bandwidth for a reduced cost. This should be completed by fall. The items listed above that we have already added along with an increase in bandwidth should really improve upon our internet speed. Last, but not least, as we look forward into 2015 and 2016, we hope to replace our phone system and network server while continuing to replace our older computers with new ones. Team Spirit and Cooperation- There is a good level of team spirit and cooperation among my coworkers Response- According to the survey, some work groups had a good level of team spirit and cooperation while others did not. One person said, Not everyone works as a team within CFD and the Housing department Some paid staff indicated they wanted less negative talk. Another said there were too many complaints about one another to the point of gossip. The work with the clients can be stressful and demanding. The stress from our work can overflow into our relations with our co-workers. And sometimes conflicts can arise from the single focus and passion in wanting to do everything that we can for our clients. To resolve these conflicts, direct and respectful communication will always be more effective than negative comments made to others. Action- In May or June we will hold another Staff Retreat. The purpose of this retreat will be to promote team bonding and positive relations with co-workers. Also, we will work on posting helpful reminders on positive communication near the What s Happening bulletin board. While this may not have the power to change all negative communication, it may hopefully make people stop and think before gossiping or complaining.

5 Holding People Accountable- People are held accountable for achieving goals and meeting expectations Response- Across the board, all work groups felt that this area was a weakness. With 85% of staff being comprised of volunteers, there is a different flavor of supervision and accountability. Volunteers are donating their time and can leave the Care Service at any moment if they are unhappy. They are not tied down by a paycheck. Despite this freedom, our volunteers are held to many of the same standards as our employees because of the collective purpose we serve to help the clients. It starts when they are recruited to work for the Care Service, they sign a Volunteer Handbook in which they agree to a set of rules of conduct and responsibility. They are trained on their jobs and are given a chance to do self-evaluations which contain feedback from their supervisor. If mistakes are made, the Supervisor will point them out as an opportunity to learn. Supervisors are in constant communication with volunteers, letting them know what we need from them. Action- There weren t any comments that could help us better understand what we change to do better in this area, but this could be related to the lower scores on Feedback on Performance. One way we could improve both would be to have more timely reviews of staff and volunteers. We will make a greater effort to conduct reviews and self-evaluations in a timelier manner. This will also help the scores for Feedback on Performance. Support for Work/Personal Life Balance- The Care Service supports a balance between work and personal life Response- While the paid staff gave the Care Service higher scores for the support of work/life balance, the Caseworkers and Office Volunteers gave this area a lower score. Our volunteers are given significant responsibilities in the day-to-day running of the Care Service. Volunteer Caseworkers do most of the certifications and office volunteers handle important development, administrative and operational duties. Most of them work one day a week. Sometimes other duties can keep them from coming in on the day they are assigned and work has to be re-assigned. Maybe our dependence on them is conveyed when they call in? We are not sure the reasons behind this lower score. We ll need to explore this further. Other Areas To Improve Through the review of comments, we thought we could address some areas that were brought up as a concern, but did not make the top list. Consistent and Fair Treatment of Clients- all people should have to go through the same processes not get ahead because of who they know in the organization. And Be consistent across the board with actions and treatment of individuals regarding COA best practices. Response- From Pam Struckhoff--The Care Service works with over 80 partnering agencies, numerous City government and grantors. We work very hard to ensure all clients are treated equitably from the initial phone call to the final survey call. Many factors go into who is and who is not given an appointment and often times the details of what went into an appointment decision are not disclosed to all staff members, nor should they be as ethically staff not directly involved in the care of that client have no need to know. The requirements for all people who come to us for financial services are non-negotiable, they must have the required documentation and meet the income requirements. We do utilize discretion in placing people into food pantry who are slightly over income and workforce is open to anyone no matter their income status. If there is ever a question or

6 concern about processes please see your supervisor and discuss this as we want to address these concerns immediately. Fundraising and Development- Branding/finding ways to raise money instead of being so dependent on grants, such as prospecting and Continue to get the most funding we can so that we can help more people. Response- From Karen Runge Grant Branding Image To improve our branding image, in 2011 we modernized the look of our Annual Reports (beginning with the 2010 Annual Report) and created a banner for use on our website and blasts, which end-users now recognize. Moving forward, we will begin using the image from the cover of our 2012 Annual Report (pictured above) and will convert marketing materials to reflect the Care Service association with this image. The image is a natural fit for the Care Service and should further improve our branding. This depiction represents planting the seed of hope from the motto on our logo and will be used in conjunction with the logo on the following: Agency brochures (completed); Individual program flyers (in progress); Website (new website format pending; go-live date to be determined); blasts (pending activation of the new website format); Agency video (hard copy covers); and Future display boards (currently on wish list) FUNDRAISING Fundraising goals for the Care Service include raising funds for expenses such as direct goods for clients, program-related expenses, operations expenses and administrative expenses. Often the terms fundraising and fundraising events are used synonymously, but actually they are not the same thing. Fundraising events are just one part of the overall fundraising strategy. The areas of fundraising in which the Care Service currently engages include: Private and public grants- In 2013, we requested nearly $1.5 million in overall grant funding and were awarded with approximately $1.3 million in funding. In-kind donations - In 2013, the value of in-kind goods and services received by the Care Service exceeded $1 million. Events- Fundraising events last year netted approximately $36,000.

7 Capital Campaign - Paying off the existing mortgage is a primary goal on our Strategic Plan. Since the Capital Campaign raised only $16,000 last year, the Care Service will be conducting a feasibility study to assess the potential for raising these funds through the community. The study will include testing the limits for funding requests and the purpose for which potential donors may be willing to donate. Not only is it extremely important to reduce our current debt, but also to increase capacity for future sustainability. Therefore, we are also testing for needs such as increased program capacity, safety and technology needs, and facility needs. This study period (lasting through June, approximately) is referred to as the quiet time. This is not the time to make our intensions public or to create a buzz about it. Be assured that we will provide information to staff when the study is complete. Other campaigns such the $12 for 12 program, memorial and honorary cards, external community drives, and the Read to Feed program brought in another estimated $33,000. Other funding sources come from individual donations (approx. $107,000 in 2013), local churches, and employer matching gifts. It is also important to recognize that with the availability of Food Pantry Tax Credits, our 2013 income received a boost of more than $40,000. It is important for paid and volunteer staff to keep their eyes open for potential opportunities to increase funding. If an opportunity arises, please information to the Director of Development and copy your supervisor on the . If you have any questions about this or other marketing and development related questions, feel free to call Karen at extension 263. CONCLUSION The Care Service will work on the Action Items outlined in this report and hope for continued improvement and even better feedback on the next survey. So much is to be learned from our valued staff and all of the input is greatly appreciated.

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