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Wellbeing at Christian Aid
- 1. WELLBEING AT CHRISTIAN AID - our journey so far… People in Aid AGM 19 November 2013 Brian Martin, Corporate Security Manager Karen McCreanor, Strategic Business Development Partner 1
- 2. Before we begin – who are we? Christian Aid is a large Christian British and Irish relief and development charity that works in 48 of the world’s poorest countries, tackling the root causes of poverty and injustice. Our work also includes strong advocacy and campaigning Unlike other NGOs, Christian Aid is not operational but woks through about 600 local partners where we support communities to find their own solutions to the problems they face. Globally we have just under 900 employed staff with our head office in London and local offices in 25 countries. To support our partners we have devolved the management of our programmes to locally based staff. (Over 44% are based overseas) Our funding comes primarily from supporters, plus donors and governments. Last year gave grants worth £46.7m to partners www. Christianaid.org.uk 2
- 3. Wellbeing – why and where to start ? All staff are critical to achieving our overall mission Emerging awareness that wellbeing within our organisation needed attention Cross organisational project team formed No set budget or project outcomes – initial funding Approach was to seek to understand / diagnose / design interventions 3
- 4. Our internal road trip Internal information at our fingertips – amalgamated Staff survey and staff focus groups Told us our story Realised stuff that is invisible Flexible working and types of paid leave enhanced sickness and maternity pay EAP and Absence management R&R and good security and H&S training 4
- 5. Our external tour - INGOs INGOs - Jane Drapkin jane@backontrackcoaching.co.uk Wellbeing broad theme, various policies and systems cover this Majority collect absence and exit data, staff surveys, not all have specific roles or budgets or report to senior management All agree role of manager is key Touch points include induction, management/leadership development, EAP, workshops WorldVision and DCA (staffed trained in psychological first aid to survey and workshops) 5
- 6. Our external tour - INGOs INGOs suggestions Train managers and staff Recruit Wellbeing Manager INGO shared social club Tips from Jane: People in Aid / Interhealth / CIPD / HSE http://headington-institute.org/ http://www.antaresfoundation.org/default.htm http://www.tavinstitute.org/ 6
- 7. Our external tour – Heath and Safety Executive via 7
- 8. A pause for breath Wellbeing is important from: legal, moral and performance perspective Helpful to approach wellbeing by: Primary – address root cause Secondary – build awareness, resilience, responsibility Tertiary – support symptoms Secondary level will be different for: Directors, managers and staff 8
- 9. Reaching a key milestone in journey Primary – starting to address root causes: L&D, management, leadership, policies, performance management, feedback mechanisms Secondary – need to build awareness & resilience ideas Strategy / policy / plan Website, toolkits wellbeing week workshops and discussions Development programme sessions Meditation/mindfulness and Quiet work places Tertiary – ok, but trip debriefs to be improved Plan to be agreed with Directorate 9
- 10. How about your journey ? 10
Editor's Notes
- Brian Good afternoon and welcome to this short presentation that Karen and myself are going to give on formulation of wellbeing within Christian Aid After several false starts last year we finally began this wellbeing project in April this year and hope to have completed our work by the end of March with agreed policies and procedures in place for staff both in the UK and overseas. Terminology varies across the spectrum from welfare, resilience, stress reduction or burn out. We have chosen the term ‘Wellbeing’ People in Aid have asked us to talk about what we have done already – thus we call it a journey as we have not finished yet, Whilst at the same time use this presentation to remind each others of the need of good wellbeing within our organisations as well as help to develop discussion on the subject among our selves.
- Brian Form after the second world war to initially address the many issues in post war Germany Tax campaign – climate change Sustainability partners – not going to leave – greater understanding and identification with the local communities Partners vary in size – build capacity of them Just under half staff are overseas and locals Supporters provide over half of our funding whilst balance donors or governments - Christian Week – Philippine £1.68m DFID from RRF
- Brian Growing awareness of importance of wellbeing – helps towards increased productivity by feeling appreciated (valued)and satisfied with their work – thing in place piece meal but not as a whole Economic pressures means everyone working harder and longer for less pay – freeze – generate stress Increase in natural and man made disasters –pressure to respond and work in difficult environments Lots of organisational changes – jobs at risk – country office closures - redundancies Feedback from staff - wanted management to address the issue - surveys Small project funding drawn from our PPA to start the process. Team Had a few false starts last year before formally starting the process earlier this year Combination of factors already in place but piecemeal application – London centric rather than overseas
- Karen Internal info Exit interviews, absence and employee assistance programme reports, security and staff surveys, workshops, Loretta, general feedback Discoveries told us our story (data collection 2012-2013) Staff leaving for career development or improved work / life balance / better or less change management / improved policies Better management development 62 EAP reports, work stress, changes and redundancy and family most common – 2/3 were women 3475 days absence, some teams markedly higher than others, stress related issues a common reason CEO sees resilience as coping with pressures and wellbeing as flourishing and reaching potential, space for staff to talk/be listened to Surveys tell us we work too many hours, could better share information and learning, staff interested in wellbeing, H&S and security good, could improve on post trip debriefs Workshop feedback positive, staff welcome awareness, training and discussion Staff want workshops face to face, mindfulness and meditation, quiet places to work, discussions with managers and colleagues
- Karen 11 organisations, eg Oxfam, Amnesty, Concern, PIA, EISF, DCA, WaterAid, Cafod, British Red Cross
- Karen Jane ex NGO, specialises in wellbeing. We obtained information from 11 organisations, eg Oxfam, Amnesty, Concern, PIA, EISF, DCA, WaterAid, Cafod, British Red Cross Some INGOs used different terms such as stress management or duty of care. Most staff leading on wellbeing did so out of personal interest rather than role
- Brian The Management Standards define the characteristics, or culture, of an organisation where the risks from work related stress are being effectively managed and controlled. The Management Standards cover six key areas of work design that, if not properly managed, are associated with poor health and well-being, lower productivity and increased sickness absence. In other words, the six Management Standards cover the primary sources of stress at work. These are: Demands[1] – this includes issues such as workload, work patterns and the work environment. Control[2] – how much say the person has in the way they do their work. Support[3] – this includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues. Relationships[4] – this includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. Role[5] – whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles. Change[6] – how organisational change (large or small) is managed and communicated in the organisation. The Management Standards represent a set of conditions that, if present, reflect a high level of health well-being and organisational performance.
- Karen Primary –Improving policies, processes, systems, ways of working, clarity of roles - anything that cause the pressure points Secondary – Training for staff and managers to recognise stress and support personal wellbeing for themselves or their direct reports Tertiary – Counselling, trip debriefs, flexi time, paid leave, coaching
- Karen We are addressing primary level (cause): Leadership programme Management development programme Learning and development work Reviewing internal policies Improving performance management/development Setting up feedback mechanisms We are addressing tertiary level (support when it’s too late) Coaching Counselling / EAP Paid leave Medical checks and evaluations Sick leave and pay We are not addressing the secondary level (awareness and training around resilience and wellbeing)
- Brian Plan or journey has not yet finished – gap at addressing the secondary level . Need yet to digest the out come of focus groups across the organisation to help develop a plan to take forward – remembering to the cultural context in the regions where we work. Secondary – need to build awareness & resilience ideas Strategy / policy / plan Website, toolkits wellbeing week workshops and discussions Development programme sessions Meditation/mindfulness and Quiet work places We would like to hear from you on how we might finish this journey – are we on the right course and what you have been doing towards wellbeing with your organisation that we might all learn Work in your groups around the table spend a few minutes discussing the subject among yourself and come up with a couple of points