The high-level aim of this project is to improve wellbeing in the GIDS staff group at what is a difficult and challenging time for the team, given the recent news of the Trust losing its contract to deliver the service.
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GIDS FINAL Away Day Survey.pptx
1. Away Day Staff Wellbeing Survey
Daisy Haywood and Una Masic
23 March 2023
2. Background
• The GIDS Away Day offers an opportunity for staff to come
together in person to learn about new updates and think
together about important topics of clinical work with gender
diverse children and young people
• In addition, some staff met for a meal on the evening prior to
the Away Day, and some socialised after the Away Day (31st
January)
• To understand the impact of the Away Day and the pre- and
post-Away Day socialising on staff wellbeing, a survey was
shared before and after the event
3. Method
Distribution
• The survey was shared with staff at two time points:
o Pre-Away Day, from 23/01/23 – 31/01/23 (prior to start)
o Post-Away Day, from 01/02/23 – 28/02/23
Formulation
• Both questionnaires consisted of 13 questions:
o One question querying staff group (Clinical / Operational / Research)
o 11 questions utilising statements with five-point Likert scale responses
(Strongly Agree – Strongly Disagree)
o Two qualitative opportunities to provide more information if desired
Data analysis
• Comparative bar graphs and percentage improvements have been reported for
Likert scale questions and common themes drawn for qualitative questions from
pre- to post-Away Day
• Responses by staff group were analysed all together owing to differences in
group size
4. Results
• Pre-Away Day Questionnaire
o 35 total responses
o 25 Clinical Staff, 8 Admin Staff, and 2 Research Staff
members
• Post-Away Day Questionnaire
o 29 total responses
o 24 Clinical Staff, 3 Admin Staff, and 2 Research Staff
members
• Grouped together in analysis
7. 0
5
10
15
20
25
30
Strongly
disagree
Somewhat
disagree
Neither agree
nor disagree
Somewhat
agree
Strongly
agree
No.
of
Responses
Feel strong personal attachment to whole GIDS Team
Pre-Away Day Post-Away Day
• Nearly half of the team members felt at least a somewhat strong attachment to the
whole team before the Away Day (49%) which further increased after the Away Day
(72%)
• More staff also answered ‘strongly agree’ to this statement post-Away Day
• Staff felt it was important to speak as a whole team about the current situation in
the Service to similar degrees before (89%) and after (97%) the Away Day
Results
8. 0
5
10
15
20
25
30
Strongly
disagree
Somewhat
disagree
Neither
agree nor
disagree
Somewhat
agree
Strongly
agree
No.
of
Responses
Opportunities to speak to others outside
regional team about GIDS current situation
Pre-Away Day Post-Away Day
• Staff also felt that:
• The common goal of keeping patients at the centre of care was maintained as
integral before (86%) and after the Away Day (90%)
• They found it less difficult to process current events over online meeting
platforms after the away day (69% difficult) as compared to before (80% difficult)
• More staff felt that they
had opportunities to speak
to those in the wider GIDS
Team about the current
situation in the service
Post-Away Day (69%)
compared to Pre-Away Day
(40%)
Results
9. • Positive impacts on work
were also found to remain
high or improve owing to
meeting in person:
• Wellbeing
improvements noted
after (83%) as
compared to before
(80%)
• Work satisfaction
improvements were
evident (pre: 83%, post:
89%)
• Team functioning and
cohesiveness remained
stable and high pre-
and post-Away Day
(86%)
Results
0
5
10
15
20
25
30
Strongly
disagree
Somewhat
disagree
Neither
agree nor
disagree
Somewhat
agree
Strongly
agree
No.
of
Responses
Meeting in person positively impacts wellbeing
Pre-Away Day Post-Away Day
0
5
10
15
20
25
30
Strongly
disagree
Somewhat
disagree
Neither
agree nor
disagree
Somewhat
agree
Strongly
agree
No.
of
Responses
Meeting in person positively impacts work
satisfaction
Pre-Away Day Post-Away Day
10. ‘Please explain why you would/would not value meeting fellow
GIDS Team members in person’
Time point Key themes
Pre-Away Day Would value:
• Increase motivation, morale, and sense of belonging
• Have not met in-person for a long time
• Allows opportunity to support each other and collaborate
• Allows more voices to be heard than online interactions
Would not value:
• Will be mainly clinically focused
• Travel to London for those in different regions can be difficult
Post-Away Day Would value:
• In-person is much easier, more welcoming, and more natural
• Reinforces shared values
• Decreases feelings of isolation
• Getting to see Team members across regions
• Allows for relationship building
Would not value:
• Quieter voices can be overlooked
11. ‘Is there anything else you would like to add that was not covered
by the questions above?’
Time point Key themes
Pre-Away Day Positive:
• Meeting face-to-face with good organisation improves wellbeing
Less positive:
• Staff wellbeing overlooked regarding work expectations and the
current context in the service
• Uncertainty regarding Away Day agenda, accommodation, and
expenses
• Anxiety provoking meeting the whole team for the first time at
the Away Day
Post-Away Day Positive:
• Away Day excellent and useful
• More in-person meetings would be beneficial
Less positive:
• Positive impact of Away Day is short-lasting in current context
• Confusion over the funding of the Away Day
12. Key Takeaways
• Overall, the survey results indicated a positive impact of the Away Day
• Connection with others, personal attachment to the whole Team, and
relationships with peers were reported to have improved Post-Away Day
• The Away Day gave more staff members an opportunity to speak with the
wider GIDS Team about the current situation in the GIDS
• Work satisfaction, and overall wellbeing was also found to improve
• Meeting Team members in-person continued to reinforce the Service’s
common goal of keeping patients at the centre of care, and the Team’s
functioning and cohesiveness
• Feedback highlighted the importance of continuing to consider staff
wellbeing in the day-to-day context of the GIDS
• Uncertainty regarding the organisation of the Away Day and its funding was
highlighted
• Staff members suggested that although the Away Day was helpful, its
impact is short-lasting in the current context of the service
