Fremont Area Medical Center Survey Results for Acute Care Hospital

1 Agenda Why Survey? Research and Model Results for Acute Care Hospital Recommendations and Next Steps

2 Why Survey? Key Talent Increased Productivity Increased Patient Satisfaction Decreased Turnover Improved Performance

3 Research Model

4 Questionnaire 10 items that form the WCI 2 general questions 56 items measuring the Performance Pyramid 4 items measuring interest in potential new benefits 1 open-ended question Demographic variables – Department, Shift, Age, Employment Status, Tenure, and Position

5 Questionnaire

6 Respondent Profile Survey: September 2006 Population: 745 Respondents: 601 Response rate: 81% This yields a 95% confidence level of +/-.04 Results are very representative of the overall ideas and concerns of all ACH employees

7 Workforce Commitment Index

8 Workforce Commitment Items

9 WCI By ACH Position

10 General Questions

11 Evaluating the Work Environment Performance Charts based on Expectations and Importance Ratings Commitment Driver Statistical Analysis Comparison to National Benchmarks

12 Performance Charts Performance Chart BelowMeets ExpectationsAbove Higher Importance Items listed in this section are both below expectations and of high importance to respondents IMPROVEMENT OPPORTUNITIES Items listed in this section both meet expectations and are of high importance to respondents SUCCESS AREAS Items listed in this section are both above expectations and of high importance to respondents STRENGTHS Less Importance Items listed in this section are both below expectations and less important to respondents Items listed in this section both meet expectations and are less important to respondents Items listed in this section are both above expectations and less important to respondents

13 Strengths FAMC's ability to minimize medical errors and maximize patient safety (SS) FAMC’s ability to deliver quality patient care (GRW) FAMC's efforts to create a safe and secure work environment for employees (SS) FAMC's creation of a job environment free from fear, intimidation, or harassment (SS) Willingness of co-workers to help one another during times of heavy workload (WLH) The satisfaction you receive from the work you do every day (GRW) The encouragement and support you receive to report safety concerns (SS)

14 Improvement Opportunities The adequacy of staff to handle the workload at FAMC (GRW) The link between your job performance and your compensation (REW) The openness & honesty that exists between Administration and employees (AFF) Your pay's fairness compared to others in similar jobs within FAMC (REW) FAMC's demonstration of the importance of retaining employees (AFF)

15 Driver Analysis The openness and honesty that exists between the Executive Management Team and employees (AFF) FAMC providing job security for people like you (SS) Your supervisor supporting your needs as a person and not just as a worker (WLH) FAMC’s ability to deliver quality patient care (GRW) FAMC's efforts to build a sense of spirit and pride (AFF) The adequacy of staff to handle the workload at FAMC as compared to similar organizations (GRW) Willingness of coworkers to help one another during times of heavy workload (WLH) FAMC's ability to minimize medical errors and maximize patient safety (SS) The way new employees are welcomed and treated when they begin working (AFF) The direction FAMC is heading (GRW) FAMC's recognition of the importance of your personal and family life (WLH)

16 National Comparisons Workplace Practice (% meeting or exceeding expectations) (% meeting or exceeding expectations) Difference HC vs. ACH Performance appraisal providing an accurate summary of your performance73.1%82.3%9.2% The opportunities for personal growth provided by doing your job72.4%80.2%7.8% FAMC's efforts to create a safe and secure work environment for employees85.8%92.5%6.7% The satisfaction you receive from the work you do every day85.9%90.6%4.7% FAMC's creation of a job environment free from fear, intimidation, or harassment77.2%81.7%4.6% FAMC's efforts to build a sense of spirit and pride80.5%84.4%3.9% Your coworkers supporting your needs as a person and not just as a worker82.8%86.0%3.2% The link between your job performance and your compensation61.6%64.4%2.9% FAMC's recognition of the importance of your personal and family life*75.9%78.7%2.7% Your pay's competitiveness with others in similar jobs at different organizations60.8%62.9%2.1% The amount of authority your supervisor has to resolve issues*72.5%74.5%2.0% FAMC's ability to minimize medical errors and maximize patient safety*89.2%89.5%0.3%

17 National Comparisons (cont.) Workplace Practice (% meeting or exceeding expectations) (% meeting or exceeding expectations) Difference HC vs. ACH FAMC’s ability to deliver quality patient care91.7%89.2%-2.6% Willingness of coworkers to help one another during times of heavy workload86.9%83.7%-3.2% The communications you receive about your benefits83.7%80.2%-3.5% FAMC providing job security for people like you*83.6%79.6%-4.0% Your opinion being heard by all levels of organization management59.6%54.4%-5.2% The direction FAMC is heading84.2%77.9%-6.3% Your benefits package covering the needs of you and your family80.9%71.0%-9.9% Efforts made by physicians to cultivate an environment of mutual respect62.0%50.6%-11.4% FAMC's demonstration of the importance of retaining employees67.5%55.0%-12.4%

18 Using the Results 1. Identify key issues – for the organization 2. Brainstorm solutions and identify champions 3. Develop timeline/target date 4. Communicate results/action plans to employees 5. Direct Divisions/Departments to identify key local issues and brainstorm solutions 6. Implement solutions – macro and micro level 7. On target date, communicate status 8. Evaluate process 9. If necessary, set new timeline 10. Identify new issues and begin again