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The Shrewsbury and Telford NHS Trust Organisational Development

The Shrewsbury and Telford NHS Trust Organisational Development. 29 th March 2008. Background. OD Gap analysis Summer/Autumn 2007 Semi-structured interviews Presentation to Trust Board HR Strategy workshops – cross slice Staff survey Wellbeing survey headline results

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The Shrewsbury and Telford NHS Trust Organisational Development

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  1. The Shrewsbury and Telford NHS TrustOrganisational Development 29th March 2008

  2. Background • OD Gap analysis Summer/Autumn 2007 • Semi-structured interviews • Presentation to Trust Board • HR Strategy workshops – cross slice • Staff survey • Wellbeing survey headline results • Senior managers workshop

  3. Workshop • Draft OD strategy, Staff survey, Workforce strategy workshop results • 3 Execs, Deputy Finance Director, Div Director, 2 DGMs, Heads of: HR, Governance, IT, Patient Services, Comms, Performance Management, Service Improvement. Deputy Head of HR, 3 Divisional HRAs, FT Project Manager, Snr Training & Development Manager

  4. Organisational Development Can be defined as: • A series of planned interventions designed to facilitate change within the organisation to facilitate change within the organisation that involves, and is the responsibility of, all staff. It is intended to change the organisation in a particular direction, toward improved problem solving, responsiveness, quality of working life and effectiveness. Source: Cummings and Worley (2001)

  5. The Systems Model What Competences/ Skills do we need? What type of Leadership do we need? What is our Culture? e.g. habits & rituals, signs, language, actions, values etc. What Culture do we need? Are we clear about Strategy? Have we the best Structure? Have we a shared Vision? Communications - how do we improve? Have we the Technology? How do we work towards that Culture? Based on Peters & Waterman

  6. The Excellence Model(British Quality Foundation, 1998) Enablers Results Leadership Processes Key Performance Results People management People results Policy and strategy Customer results Partnerships and resources Impact on society Innovation and learning

  7. Context - Where Are We Now Progress needed re: • Foundation Trust requirements • Strategic Focus through IBP • Top team development • Leadership and management development • Earned autonomy • Well being survey

  8. Context • Policy initatives – NHS Plan, CPLNHS, Operating Framework, IfH, CLF • Corporate Objectives • SaTH Values • Empowerment & leadership • Learning organisation

  9. Progress • Productive ward • Management re-structure • Service improvement function • HR Divisional links • Partnership working – AfC, FT • 18/52 referral • Lean – RIEs, A&E, MEC/MAU, theatres • Communications – structured, briefings • Appraisals • Management Development programme

  10. Future projects • LoS/Discharge planning • Consultant job planning • Hospital@Night

  11. Action Plan • Links to FT application and specific enabling component from business excellence model – leadership, policy & strategy, process, people management, partnership & resources • The ‘How’ • Annual Review • Monitor through Board & OD workstream (to continue after FT approval ?merge with workforce workstream

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