ISSUEVOLUME 20

DATE FALL 2013

OrganizationalHealth

u2013 VA All EmployeeSurvey - New items coming your way! . . . . . . . . .1

u2013 All Employee Survey questions: Survey opens September 9! . . . . . . . . . . . . 2

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

uAll Employee Survey Guide for Beginners . . . . . . . . . . . . . 6

uAll Things Connected . . . . . . 7

uThe organizational health performance measure: A platform for positive cultural change . . . . . . . . . . . . 8

uWhere’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.

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*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 .

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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

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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

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2013 All Employee Survey questions... continued from page 3

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

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

By Linda Belton, Director, Organizational HealthVHA National Center for Organization Development andTracy Gaudet, M.D., VHA DirectorPatient 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.

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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 ISA 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 facilityTo 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 HealthVHA 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 iswasted 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

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• 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/

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The organizational health performance measure:A platform for positive cultural changeBy Peter Lewton and David Johnson, Management AnalystsVHA 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 plan4. Rationale for interventions selected5. Implementation and follow-up6. Evidence that the interventions were

successful

Continued on page 9

Facilities update poh1 criteria and

submitFacility 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 updatesDUSHOM

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Performance measure ... continued from page 8

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 HereYour facility

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Where’s MyData?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 VA All Employee Survey (AES): The 2012 VA All 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 VHA VISN, 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 Survey2. Library Survey3. 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 VA All 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 HealthV e 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