Org Health Vol 20 Fall 2013

ISSUE
VOLUME 20
DATE
FALL 2013
Organizational
Health
u 2013 VAAll Employee
Survey - New items
coming your way! . . . . . . . . .1
u 2013 All Employee Survey
questions: Survey opens
September 9! . . . . . . . . . . . . 2
u Greater than the sum of
its parts: Wisdom of an
organizational health
council . . . . . . . . . . . . . . . . . . 5
u All Employee Survey Guide
for Beginners . . . . . . . . . . . . . 6
u All Things Connected . . . . . . 7
u The organizational health
performance measure:
A platform for positive
cultural change . . . . . . . . . . . . 8
u Where’s My Data? . . . . . . . 10
2013 VA All Employee Survey -
New items coming your way!
By Katerine Osatuke, Ph.D., Supervisory Health Scientist / Research Director
VHA National Center for Organization Development (NCOD)
The All Employee Survey (AES) is a
living instrument that is periodically
updated to reflect changes within VA.
These changes include new strategic
initiatives, areas of development
and advances in the science of
organizational survey methods and
measures based on employee feedback.
By reviewing and updating survey
items, the AES remains responsive
to what employees, managers and
leaders want to know about the VA
workplace, and determines areas and
actions to focus on to help improve
it. The AES measures factors like
employee satisfaction, organizational
climate, high-performing workplaces,
workgroup perceptions, supervisory
behaviors, burnout and turnover.
Notably, the AES was reduced from
64 questions in 2012 to 51 questions
in 2013*. It will include several new,
important item updates, replacing
questions that have been removed
because of their low utility to decision-
makers. You will not be taking a
survey with “more” questions, but
“better” ones. For example, one update
includes expanding opportunities
for employees’ feedback about their
direct supervisor’s behaviors, e.g.
ratings of fairness, communication,
psychological safety, advocacy and
others. The AES will also include an
updated employee burnout measure
using new dimensions of exhaustion,
depersonalization and personal
achievement. Last year, employees
expressed an interest in knowing
how AES results were shared and
implemented in their work group, so
new questions on AES sharing and data
use were added to the 2013 survey.
You might recall a new open comment
option at the end of the 2012 online
format. This was a popular and helpful
feedback option, so the online 2013 AES
will now include two open comment
sections: one about workplace strengths,
or things that are going well, and one
about areas in need of improvement.
As before, comments will be shared
verbatim with the senior leaders and
union leaders of the respondent’s
organization. To maintain
employee confidentiality,
comments are sent as
a group for the whole
office or facility, they
are never linked to a
single person, and they are
always reported separately
from all other survey answers,
including personal information
(age, gender, etc.). In the 2013 AES,
employees will also be asked to select
“themes” to summarize their comments.
The count of themes will be available
for facilities, workgroups and nationally,
just like all other AES scores.
If you have questions, please contact
NCOD at vhancod@va.gov or
513-247-4680. The AES begins on
Sept. 9, 2013.
Go to the next page for a preview of
the 2013 AES questions. We hope you
participate and share your feedback
to make a difference in VA!
Editor’s Note: The NCOD Research
Staff contributed to this article.
1
*All respondents will see the 51 core AES items while a subset of employees will receive some
additional items based on agency and occupation selections .

2
2013 All Employee Survey questions:
Survey opens September 9!
Here are the AES questions for 2013.
Think ahead about how you will
respond, and be prepared to offer your
best feedback!
Employee Satisfaction (rated from
1= Very Dissatisfied to 5= Very
Satisfied)
o Amount of Work: How satisfied are
you with the amount of work that you
currently do?
o Direct Supervision: How satisfied
are you with the quality of direct
supervision you receive?
o Senior Management: How satisfied
are you with the direction provided
by senior managers at your facility?
o Promotion Opportunity: How
satisfied are you with the number of
opportunities for promotion?
o Customer Satisfaction: How
satisfied do you think the customers
of your organization are with the
products and services it provides?
o Praise: How satisfied are you
with the amount of praise that you
receive?
o Overall Satisfaction: Considering
everything, how satisfied are you with
your job?
o Workgroup Satisfaction:
Considering everything, how satisfied
are you with your work group?
o Organization Satisfaction:
Considering everything, how satisfied
are you with your organization?
Organizational Climate (rated from
1= Strongly Disagree to 5= Strongly Agree)
o Engagement – Employee: I feel a
strong personal connection with the
mission of VA.
o Engagement – Organization: VA
cares about my general satisfaction at
work.
o Performance Ratings: My
performance ratings are fair and
accurate.
o Workload: My workload is
reasonable given my job.
o Job Control: My ideas and opinions
count at work.
o Organizational Commitment: I
recommend my facility as a good
place to work.
High-Performing Workplaces (rated
from 1= Strongly Disagree to 5= Strongly
Agree)
o Employee Development: I am given
a real opportunity to develop my skills
in my work group.
o Innovation: New practices and ways
of doing business are encouraged in
my work group.
o Leadership (Performance Goals):
Managers set challenging and, yet,
attainable performance goals for my
work group.
Continued on page 3
Interactive Discussion:
How are you informed about your
AES results?
Use our interactive link to start or
participate in the discussion.
http://organizationalhealth.
vssc.med.va.gov/
The Organizational Health Newsletter is produced by the
VHA Employee Education System and National Center for
Organization Development through the Organizational Assessment
Subcommittee of the VHA National Leadership Council Workforce
Services Committee . Its goal is, “Building and sustaining a
satisfying and productive environment where employees want to
work and Veterans want to receive service .” To learn more about
Organizational Health, visit organizationalhealth .vssc .med .va .gov

3
2013 All Employee Survey questions
... continued from page 2
o Planning/Evaluation: My supervisor
reviews and evaluates the progress
toward meeting goals and objectives
of the organization.
o Competency: Employees in my work
group are competent to accomplish
our tasks.
o Respect: People treat each other with
respect in my work group.
o Conflict Resolution: Disputes or
conflicts are resolved fairly in my
work group.
o Cooperation: A spirit of cooperation
and teamwork exists in my work
group.
o Diversity Acceptance: This
organization does not tolerate
discrimination.
o Psychological Safety (Bring Up
Problems): Members in my work
group are able to bring up problems
and tough issues.
o Psychological Safety (Try New
Things): It is safe to try something
new in this work group.
o Communication: Members of my
work group communicate well with
each other.
o Work Resources: I have the
appropriate supplies, materials and
equipment to perform my job well.
General Workplace/Workgroup
Perceptions (rated from 1= Strongly
Disagree to 5= Strongly Agree)
o Customer Service: Products, services
and work processes are designed to
meet customer needs.
o Safety Resources: Employees in my
work group are protected from health
and safety hazards on the job.
o Work/Family Balance: Supervisors/
team leaders understand and support
employee family/personal life
responsibilities in my work group.
o Safety Climate: The safety of workers
is a big priority with management
where I work.
o Workgroup Involvement: Employees
in my work group are involved in
quality improvement or systems
redesign.
o Collaboration: People from different
work groups in my facility are willing
to collaborate.
o Accountability: My work group
members are held accountable for their
performance.
o Ethics: Members of this work group
would not compromise ethical
principles in order to achieve success.
o Workgroup Change: My coworkers
are willing to adapt to change.
Supervisory Behaviors (rated from
1= Strongly Disagree to 5= Strongly
Agree)
o Fairness: My supervisor is fair in
recognizing accomplishments.
o Relationship: I have an effective
working relationship with my
supervisor.
o Advocate: My supervisor stands up for
his/her people.
o Favoritism: My supervisor does not
engage in favoritism.
o Communication: My supervisor
provides clear instructions necessary to
do my job.
o Psychological Safety (Disagreement):
My supervisor encourages people to
speak up when they disagree with a
decision.
o Psychological Safety (Comfort
Talking): I feel comfortable talking to my
supervisor about work-related problems
even if I’m partially responsible.
Burnout (rated from 0= Never to 6=
Every Day)
o Exhaustion: I feel burned out from
my work.
o Depersonalization: I worry that this
job is hardening me emotionally.
o Personal Achievement: I have
accomplished many worthwhile things
in this job.
Turnover (rated from 1= Strongly
Disagree to 5= Strongly Agree)
o Turnover Intentions: If I were able, I
would leave my current job.
o Turnover Plans: I plan to leave my
job within the next six months.
AES Application (rated 1= Yes or 2=
No)
o AES Sharing: Employees in my
work group have been provided with
the results of previous All Employee
Surveys (AES).
o AES Use: We have made changes
in practices and ways of doing
business in my work group based on
the results of previous All Employee
Surveys (AES).
Continued on page 4

4
2013 All Employee Survey questions
Organizational Health Indices:
Employee responses to some questions will also be combined
and averaged to create index scores that represent more
sophisticated workplace factors, such as civility and burnout.
Below are the indices that will be created, and variables that
they will be calculated from:
Best Places to Work: This score is from 0 to 100 points.
It is computed from Overall Satisfaction, Organization
Satisfaction, and Organizational Commitment.
High-Performing Workplace: This score is from 1 to
5 points. It is computed from Employee Development,
Innovation, Leadership-Performance Goals, Psychological
Safety-Bring up Problem, Planning/Evaluation, Competency
and Work Resources.
Civility: This score is from 1 to 5 points. It is computed
from Respect, Conflict Resolution, Cooperation and
Diversity Acceptance.
Workgroup Psychological Safety: This score is from 1 to
5 points. It is computed from Psychological Safety-Bring
Up Problems, Psychological Safety-Try New Things and
Communication.
Supervisory Support: This score is from 1 to 5 points. It is
computed from Fairness, Relationship, Advocate, Favoritism
and Communication.
Supervisory Psychological Safety: This score is from
1 to 5 points. It is computed from Psychological Safety-
Disagreement, and Psychological Safety-Comfort Talking.
Burnout: This score is from 0 to 6 points. It is computed from
Exhaustion, Depersonalization and Personal Achievement–
REVERSE SCORED.
Open-Ended Comments
A. Please share any strengths about your workplace or aspects
your workplace should keep supporting.
B. Select the topic(s) below that BEST represent(s) your
comment:
C. Please share any areas of improvement about your workplace
or aspects your workplace should correct.
D. Select the topic(s) below that BEST represent(s) your
comment:
Direct Supervision
Senior Leadership/Upper Management
Attitudes and Behaviors of Coworkers/Workforce
Unethical or Illegal Activities
Patient Safety
Union/Labor Management
Fairness, Diversity, Ethics, Praise/Recognition
Teamwork, Morale, Civility
Communication, Employee Input, Decision Making
Policies/Procedures/Rules
Safety/Facility Environment
Employee Training/Professional Development
Pay/Benefits/Promotion
Shifts/Tours/Scheduling/Workload
Care/Service to Veteran Clients
Hiring Practices
Workplace Change
Other

5
Greater than the sum of its parts:
Wisdom of an
organizational health council

By Linda Belton, Director, Organizational Health
VHA National Center for Organization Development and
Tracy Gaudet, M.D., VHA Director
Patient Centered Care and Cultural Transformation
When a physician is concerned about
heart disease, he or she assesses a
variety of indicators: family history,
diet, exercise, smoking, etc. Based on
the data, a plan is made. Prevention
is key. Interventions are integrated,
simultaneous and not sequential. We
would not expect doctors to tell us
it’s ok to eat a fatty diet, since they’re
prescribing a statin drug; or exercise
more and worry about smoking later. The
goal is comprehensive cardiac health.
When leaders are concerned about
workplace culture, they assesses a variety
of indicators: All Employee Survey (AES)
scores, Equal Employment Opportunity
(EEO) complaints, Veteran satisfaction
rates and safety data. Based on the
information, a plan is made. Prevention
is key. Interventions are integrated,
simultaneous and not sequential. The goal
is comprehensive organizational health.
Many local programs that contribute to
a healthy organization are one- or two-
person operations with a broad scope
of influence and responsibility. What
if these program leads convened in a
forum that supported and synergized their
efforts, and that collectively represented
the face of a healthy organization?
Those questions led the National
Center for Organization Development
(NCOD) to a hypothesis that sites with
organizational health councils (OHCs)
experience improved outcomes. To
explore that theory, we polled 142 sites,
asking, “Do you have an OHC?” Out of
131 respondents, 21 reported an OHC/
board at the medical center or VISN.
Another 66 sites acknowledged a related
committee (workforce development, AES,
employee satisfaction/wellness, customer
service, systems redesign) that addressed
at least one function of an OHC.
A striking observation of the poll was
the variability across the system. While
there is additional work to be done,
several factors appear to maximize the
effectiveness of OHCs:
• Membership: a collaboration of
symbiotic program leads including
patient-centered care coordinator,
AES coordinator, Civility, Respect
and Engagement in the Workplace
(CREW) coordinator, Veteran
advocate, EEO/diversity coordinator,
designated learning officer (DLO),
points of contact for systems
redesign, ethics, safety, employee
wellness/satisfaction and others
• Authority/reporting relationship:
an advisory or consultative body
reporting to and having a champion in
top leadership

•
understand connections between
programs and how they can orchestrate
their efforts; oversee organizational
health performance measures, etc.
Function: regular review of surveys,
data and other information, and assist
in action planning; propose measures to
build and enhance a healthy workplace;
• Structure: having a “home” in the
leadership/governance structure,
a charter or charge

Several VA medical centers already
claim “strong practices” in OHCs -
Providence, Augusta, Salisbury, Biloxi
and Columbia to name a few. Next
steps include identifying additional
strong practice models, developing a
toolkit with guidelines and templates
for sites interested in creating or
enhancing OHCs, continuing outcomes
research and publishing our findings.
NCOD and the Office of Patient Centered
Care and Cultural Transformation
have joined forces in promoting the
wisdom and value of organizational
health councils. We see meaningful
opportunities to strengthen the work
we all do on behalf of Veterans and
staff - to become greater than the sum
of our parts - in growing a healthy
and flourishing organization.

6
All Employee Survey Guide
for Beginners
In an effort to encourage greater participation in the
VA All Employee Survey (AES), the National Center
for Organization Development (NCOD) has developed
an All Employee Survey Guide for Beginners. Below
are excerpts from the guide. The guide will be
available through local AES coordinators.
What makes the AES different from other surveys?
It provides results down to the workgroup level to help workgroups understand their unique strengths and needs. Most VA
data are only at the facility or office level. Every VA employee has the opportunity to participate.
What the AES is NOT What the AES IS
A survey intended to be punitive,
whether for individuals (employees,
supervisors) or for groups
AES is a feedback tool intended to tell the organization how its
employees see their workplace and help management and staff
identify workplace strengths and areas for improvement
A performance evaluation of staff,
the workgroup or office/facility.
AES is not designed to evaluate individual performance. It
does, however, contain important measures for comparing (or
benchmarking) likeminded groups. For example, how is Facility
“A” doing on civility compared to the VA-wide score?
A waste of time Participating in the AES takes 10-15 minutes and the data are used
across VA to inform decisions at local, regional and national levels
If you do not see AES data being shared (or applied) at your workplace,
consider asking your supervisor how AES data are used. You may find
much “behind the scenes” work in converting the numbers into action
A survey that can identify how a
person answers each question
AES data are only shared to workgroups when there are 10 or
more responses to an AES item or demographic category
Management and leadership never see the individual-level data
scores; only grouped scored by workgroup or facility
To maintain confidentiality, employees get a “workgroup” code,
which is the same number for all staff in that group, making
it impossible to know who replied and who did not
The AES: Why should I take it?
YOUR voice is important
This
could be
YOU!
How can I see
the AES results?
AES results are available for all VA
employees to access. The results are
available online: http://aes.vssc.med.
va.gov/Presentations/

All Things Connected ...
By Linda W. Belton, Director, Organizational Health
VHA National Center for Organization Development
In election times, I often marvel at the
excuses I hear about why people choose to
not exercise their privilege to vote: I’m too
busy, one vote doesn’t matter, nothing will
change anyway, withholding my ballot is
a form of protest against a dysfunctional
system, etc. There can be such lassitude
about the process, and yet the right to
vote is a hallmark of a healthy society.
And so it is with the All Employee
Survey (AES). Let’s establish here that
one vote does matter; that if you’re
satisfied with your work environment,
your response can help maintain or
improve that level of satisfaction; and if
you’re not happy, it’s your opportunity
to register that dissatisfaction.
In the long run, managers at all
levels want and need to know what’s
working and what’s not, because
much of the quality of the work
environment, organizational character
and culture depend on the supervisor.
Research shows that when employees
leave a job, they are often leaving a
supervisor. Recent National Center for
Organization Development (NCOD)
data note a “spillover effect” from leader
behaviors to employee perceptions of the
workplace to the Veteran’s experience
of care and service. Though critical
feedback may be hard to hear, supervisors
require that kind of honest information
if change is to occur. And the occasional
complimentary feedback can provide
positive reinforcement for those
supervisory behaviors you appreciate.
Two important questions have been
added to the 2013 AES regarding the
sharing of AES results with staff and
identifying workplace changes made
as an outcome of previous AES results.
Both are important as leadership
performance expectations and because
without communication and inclusive
action planning, the AES becomes just
another document languishing on a shelf.
No one spends time and effort responding
to a survey if they feel their time is
wasted or their efforts futile. It’s a simple
matter of respect.
There are a variety of ways to fulfill the
communication requirement: town hall
meetings, newsletters, work group-level
conversations, posting of results and
friendly competition among work units.
The more transparent it is, the better.
If you don’t know where you are, it’s
hard to plan where you want to be.
There are also many resources to
assist with action planning:
• NCOD staff is available to share best
practices, help devise site-specific
strategies and support status reporting
throughout the year
7
• To help build engaged teams and
improve interpersonal relationships,
the VA Team Model and materials,
or the CREW (Civility, Respect
and Engagement) initiative, can net
profound results
• To measure and develop leadership
behaviors that contribute to workplace
satisfaction, optimal outcomes and
a culture of engagement, the VA
ServantLeader 360, a new assessment
and development instrument, is now
available to promote Servant Leadership
across the Department
• Consider establishing an
Organizational Health Council to
pool the wisdom of program leads
in areas like patient-centered care,
CREW, AES, systems redesign,
safety, ethics, customer service,
etc. Organizational health councils
are a promising new mechanism
to help leaders communicate AES
results, plan meaningful actions
and support culture change
In September, you’ll be encouraged to
participate in the AES. Later this fall, the
results will be distributed and discussed
throughout VA. There will be a period of
high visibility, analysis of response rates
and scores, reinforcement of performance
expectations, and a brief flurry of activity
and attention. Then, as history often
informs us, the flurry will abate and
attention drift a bit, until prodded by
quarterly performance updates, or a frenzy
of preparation for next year’s AES.
The All Employee Survey is one of the
richest culture change tools we have.
It would be more valuable still if we
remembered that our ultimate goal
is not the scores, but an environment
where employees want to work and
Veterans want to receive service. When
that kind of environment flourishes, the
scores will take care of themselves.
… All Things Are Connected
Interactive Discussion:
What actions could you recommend
to your supervisor to improve AES
results next year?
Use our interactive link to start or
participate in the discussion.
http://organizationalhealth.
vssc.med.va.gov/

8
The organizational health
performance measure:
A platform for positive cultural change
By Peter Lewton and David Johnson, Management Analysts
VHA National Center for Organization Development
Editor’s Note: With the 4th quarter
submission date approaching on
Oct. 16, it is important to revisit
the relevance and structure of
the organizational health (OH)
performance measure. The 4th
quarter submission includes a
comprehensive plan focused on
outcome-based interventions. The
following discussion outlines the
details associated with this plan.
If you’re reading this newsletter, then
you probably already appreciate the
importance of organizational health
(OH). OH permeates the culture
of your workplace, from employee
satisfaction to patient care. There
are a myriad of interventions geared
toward improving OH, but did you
know that a standard currently exists
to capture this progress within VHA?
Why is the measure important?
The OH performance measure,
officially known as POH1, or
Promoting Organizational Health,
provides a structure for improving
the culture at your facility. This is
important because the measure:
• Shows documented progress
toward OH initiatives
• Demonstrates why participating
in the Voice of VA (VOVA) and
All Employee Survey (AES)
surveys makes a difference
• Gives credit to those collaborating
on OH initiatives at the national,
VISN, and facility level
What is the measure?
Each network office and VA
medical center ensures that
appropriate progress continues
to be made on the following:
1. Means by which survey results
are disseminated to staff
2. Groups targeted for intervention
and justification for selection
3. Major components of action plan
4. Rationale for interventions selected
5. Implementation and follow-up
6. Evidence that the interventions were
successful
Continued on page 9
Facilities
update poh1
criteria and
submit
Facility Facility Facility
VISN quality management
officer (QMO) submits
compiled info to SHRED
database
VISN Network
Office QMO
National Center for Organization
Development evaluates VHA
Shared Reporting Database
(SHRED) submission
NCOD
Review
Deputy Under Secretary
for Health and Operations
Management receives updates
DUSHOM

9
Performance measure
Who is involved?
Many points of contact throughout
a facility may be involved with
OH initiatives. These individuals
are eligible for submitting
information to the VISN quality
management officer (QMO) to
meet this measure. Below is a
small subset of OH initiatives that
have a dedicated coordinator who
could be contacted for information
related to cultural interventions:
• Civility, Respect, and Engagement
in the Workplace (CREW)
• VHA workforce and
leadership development
• All Employee Survey (AES)
• VHA Integrated Ethics
• VHA National Center for
Patient Safety (NCPS)
• Learning Organization survey
How can I meet this measure?
Quarterly updates on this
information are provided to the
VISN QMO by each facility. This
information is then compiled by
the VISN QMO, and submitted
to the VHA Shared Reporting
Database (SHRED). In some
cases, the dedicated survey
coordinator, e.g. the AES
coordinator will work with the
VISN QMO to assist in providing
a comprehensive submission.
When is the measure due?
Submissions are made by each VA
medical center on a quarterly basis
beginning the first week in January
and ending the second week of
October. Quarter 4’s submission
is due Oct. 16, and should include
responses to each of the six criteria
in a comprehensive format.
What support does NCOD offer?
Performance measure criteria can
become confusing. Fortunately,
NCOD provides a point of contact
known as a companion. Each VISN
has been assigned a companion
at NCOD to assist with the POH1
measure. This assistance includes:
• Interpreting the meaning
of POH1 criteria
• Providing reminders when
the submission is due
• Updating and disseminating a
standardized template to assist
with addressing POH1 criteria
• Ensuring submissions made by
each VISN adequately meet the
measure (submitting the measure
early always helps)!
Sample submissions of high-quality
4th quarter reports are available
from NCOD at 513-247-4680 for
assistance or questions. OH is
of utmost importance to the VA.
Without a healthy workplace,
we are unable to provide the
service our Veterans deserve.
Developing local performance
plans in accordance with the OH
performance measure helps to
ensure action plans are developed
and sustained at the local level.
Ready for prime time!
The VA Servant Leadership 360-Degree Assessment
(VASL360) is scheduled for its initial roll-out to the VA
community. This assessment allows a leader to seek feedback
from persons with whom they work, including supervisor(s),
peer(s), and staff/direct reports. Leaders who choose to
participate in the pilot will receive the results of their
assessment and a session to review the results with NCOD
staff to assist them in formulating a personal development
plan to improve the identified areas.
Participants will receive:
• A report
• Mean scores by type of respondent
• Explanation of scores and the model
• General information about Servant Leadership
• List of additional resources
• Consultation/coaching session to assist in the creation of
a personal development lan
• Toolkit (2014)
To register for the VAServantLeader360, or for more
information, contact Jaimee.Robinson@va.gov
Your Name Here
Your facility

10
Where’s My
Data?The Organizational Health
Portal: This portal can serve as
your “one-stop shop” to learn about
developing a healthy organization.
Organizational health is fostered by
a number of VA programs designated
as Organizational health “partners.”
The Organizational health portal can
be found at the following link: http://
organizationalhealth.vssc.med.va.gov
The AES Portal: This site will
provide you with all the information you
need about the All Employee Survey
(AES) in one convenient location.
The AES portal contains valuable
information such as national and regional
AES presentations, AES coordinator
information, the AES instrument, AES
marketing materials and information
on how to use ProClarity Desktop. The
AES portal can be found at the following
link: http://aes.vssc.med.va.gov
2012 Fall Voice of VA (VOVA)
Survey: The Fall Voice of VA (VOVA)
consisted of the fiscal year 2013 RN
Satisfaction Survey, administered by the
Office of Nursing Services to all registered
nurses. The FY13 RN Satisfaction Survey
was administered Oct. 1-31, 2012.
To access the RN Satisfaction Survey
results, click on the VSSC website:
http://vssc.med.va.gov/products.
asp?PgmArea=20 and select RN
Satisfaction Survey Reports or
RN Satisfaction Survey Cube.
2012 Summer Voice of VA
(VOVA) Survey: The Summer VOVA
consisted of one survey module, the
Integrated Ethics Staff Survey (IESS).
The IESS was administered July 23-Aug.
20, 2012 to all VHA employees.
The 2012 IntegratedEthics Dashboard
can be found on the Integrated
Ethics website: http://vaww.ethics.
va.gov/integratedethics/IESS.asp
2012 VAAll Employee Survey
(AES): The 2012 VAAll Employee
Survey (AES) was administered April
23-May 21, 2012, to all VA employees.
The 2012 AES attained a national
response rate of 63.6 percent (195,340
responses). The 2012 AES data was
published via ProClarity data cube on
June 27, 2012. The National Center for
Organization Development (NCOD)
provided face-to-face or video conference
feedback sessions with VHAVISN, VBA
area, and program office leadership. The
AES presentations have been published on
the AES portal http://aes.vssc.med.va.gov
2012 Winter Voice of VA
(VOVA) Survey: The 2012 Winter
VOVA was administered to all VA
Agencies (VHA, VBA, NCA and
VACO) Jan. 17- Feb. 13, 2012. Each
VA employee participating in the
2012 Winter VOVA was randomly
assigned to one of the three modules:
1. Learning Organization Survey (LOS)
and the Systems Redesign Survey
2. Library Survey
3. Office of Diversity and
Inclusion Survey
Learning Organization Survey (part of
module 1) is published in a ProClarity data
cube. The data are accessible in two ways:
• Desktop ProClarity (server:
vhaausbi19.vha.med.va.gov) go to
the “Learning Organization” folder
• VSSC briefing books in a ProClarity
Data Cube on the AES Portal. Click
on the URL below, go to page 2, then
select “Learning Organization Survey
2012 Cube” - http://aes.vssc.med.
va.gov/SurveyData/Pages/Access.aspx
The System Redesign Survey (part of
module 1) is published in a ProClarity data
cube. The data are accessible in two ways:
• Desktop ProClarity (server:
vhaausbi19.vha.med.va.gov) go to the
“Systems Redesign Survey” folder
• VSSC briefing books in a ProClarity Data
Cube on the AES Portal. Click on the URL
below, go to page 2: then select “Systems
Redesign Survey 2012 Cube” - http://aes.vssc.
med.va.gov/SurveyData/Pages/Access.aspx
• Select “Systems Redesign Survey 2012
Cube” for those with ProClarity installed
• Select “Systems Redesign Survey 2012
(BBK)” for the ProClarity Analytics
Server (online version for those without
Desktop ProClarity installed)
The Office of Diversity and Inclusion
Survey (module 2 of the Winter VOVA)
results are available by contacting the Office
of Diversity and Inclusion – website: http://
vaww.wmc.va.gov/Diversity/default.aspx
The Library Survey (module 3 of the
Winter VOVA) results are published on the
VA Library Network (VALNET) website:
http://vaww.vhaco.va.gov/VALNET/
Surveys/Voice_of_VA/default.asp
What’s Coming Next?
The 2013 VAAll Employee Survey
(AES) will be administered Sept. 9-30
to all VA employees . The 2013
AES has a national response
rate goal of 60 percent and will
be available in three modes-
web, phone and paper . As the
AES is the main tool to assess
Organizational Health within VA,
please make your voice heard and
participate in the 2013 VA All
Employee Survey!
Organizational Health
Ve t e r a n s H e a l t h A d m i n i s t r a t i o n

Org Health Vol 20 Fall 2013

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