Analysing Feedback to Shape Our Strategy - Meet Izzy

Over the course of the Trust’s Strategy Refresh, we collated feedback from more than 2,500 interactions with staff, service users, carers, partners and members of our communities. This feedback came through a wide range of formats, including online and in-person events, surveys, focus groups and briefings.

A core part of this work was to ensure all the feedback we’d received was translated into meaningful insight to shape the Trust’s strategic ambitions for the next five years. We designed and implemented an analysis process to enable us to achieve this.

The analysis was carried out by a team of six members of the Strategy team, over a period of about 5 weeks. Throughout the process, we ensured that all relevant feedback was included in the analysis, whilst also capturing additional feedback and insights not directly related to the Strategy Refresh separately for future learning.

We began by reading through each piece of feedback in detail to understand emerging patterns and create a set of key themes. We then systematically matched each piece of feedback to the themes. It was important to us that each piece of feedback was accurately accounted for in this process, so we were flexible throughout, creating new themes if necessary. A quality check process was in place to ensure feedback was coded consistently.

Once all the feedback had been matched to themes, we were able to identify which themes were most frequently raised. This helped us understand what people felt was working well within our draft ideas for the new Strategy, as well as where there were gaps or areas for further development.

Another important aspect of the analysis was understanding different perspectives across our communities. We therefore used demographic information to understand how feedback varied between groups, such as service users and carers, or people from different ethnic backgrounds.

Overall, this piece of work played a crucial role in shaping the Trust’s refreshed Strategy. Through analysing all the feedback we received from over 2,500 interactions, we have been able to ensure that the Trust’s priorities and strategic direction for the next five years are reflective of what matter most to our staff, service users, carers, partners and communities.

This detailed feedback from the engagement is also being shared with colleagues to inform the development of strategies and plans such as the Clinical Strategy.

We will hold a public launch event for the Strategy in November which will include an overview of the feedback we received, and how it was used to develop the strategy.