Transcript The Shrewsbury and Telford NHS Trust Organisational

The Shrewsbury and Telford NHS Trust
Organisational Development
29th 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
Senior managers workshop
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
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)
The Systems Model
What is our
Culture? e.g. habits
& rituals, signs,
language, actions,
values etc.
What type of
Leadership do
we need?
Have we the best
Structure?
Based on
Peters & Waterman
What Competences/
Skills do we need?
Have we a shared
Vision?
Communications
- how do we
improve?
What Culture do
we need?
Are we clear
about Strategy?
Have we the
Technology?
How do we work
towards
that Culture?
The Excellence Model
(British Quality Foundation, 1998)
Enablers
Results
People
management
Leadership
Policy and
strategy
Partnerships
and resources
People results
Processes
Customer results
Impact on society
Innovation and learning
Key
Performance
Results
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
Context





Policy initatives – NHS Plan, CPLNHS,
Operating Framework, IfH, CLF
Corporate Objectives
SaTH Values
Empowerment & leadership
Learning organisation
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
Future projects



LoS/Discharge planning
Consultant job planning
Hospital@Night
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