Active Prospects Impact Report 2024. - Flipbook - Page 19
Her confidence has grown to the point where she was
able to deliver training to a group of twenty-five executive
leaders from across the health and care sector. She is a
skilled, engaging trainer who is one of the most active Oliver
McGowan co-trainers working for Active Prospects. Key to her
success has been an open dialogue with her line manager
about the reasonable adjustments she needs from Active
Prospects as her employer.
“
When I’m delivering training for Active Prospects and
the Care Talent Collective I request two breaks to stretch
my legs, grab a drink and it gives me enough time to
process information. Also having access to quiet spaces
enables me to calm myself down and gives me the privacy
to use my sensory aids like noise-cancelling headphones
and fidget toys, and helps me to manage my stress and
anxiety. These adjustments are very simple but they make
a massive difference to my performance and chances of
success. My job has impacted my confidence to connect
with other people in a similar situation to me. And outside
of work I’ve been able to join social groups and make
meaningful friendships.”
Monisha, Oliver McGowan trainer with lived experience
Trusting
In recent years we have made a tangible
effort to be more transparent – we believe
transparency is a key part of an organisation’s
accountability to its people and its stakeholders.
A good example of this is the diversity pay gap
which we publish each year. Originally the report
only included gender pay gap information,
however over the last two years we have
expanded the report to cover disability and
ethnicity pay gap information. This report is
published on our website and is scrutinised by
our Board each year.
Information governance is also key to
establishing trust with staff, people we support
and our commissioners and funders. This year
we renewed our Cyber Essentials accreditation as
well as remaining compliant with the NHS Data
Security and Protection Toolkit. In December
we transferred to a new external ICT support
provider (DHTS) who will help us to ensure our
information governance infrastructure is as
robust as it can be.
Caring
A principle of good governance is to proactively seek feedback
from customers, stakeholders and staff. We run an annual survey
of family and friends to understand their impressions of the care
their relative receives. This year 97% of respondents rated the
overall care and support received by their relative/friend as good
or very good, and 97% of respondents thought support staff
were very caring or caring.
Our annual Star Awards bring staff, trustees and people we
support together to celebrate our achievements and dedication.
One of the most popular categories is ‘Most Caring Staff
Member’: this year one of the four winners was Tina Emmerson
who builds strong, caring relationships with people we support,
ensuring their needs are met with exceptional dedication.
Her tireless efforts and compassionate nature have made a
significant difference in the lives of people we support.
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