South London Healthcare NHS Trust
Organisational
Development
Strategy
2009-2012
April 2010
SOUTH LONDON HEALTHCARE
NHS TRUST
ORGANISATIONAL DEVELOPMENT PLAN 2009 – 12
CONTENTS
Introduction .......................................................................................................................................... 3
Trust Objectives ............................................................................................................................... 4
Priorities for action ........................................................................................................................... 5
Engagement ........................................................................................................................................ 5
Organisational Development Priorities ................................................................................................ 5
Programme One – Designing structures, roles and plans to deliver the strategy ........................... 6
Programme Two - Creating a leadership style that supports an engaged workforce ..................... 7
Programme Three - Developing an organisational culture that enables individuals and teams to
deliver high performance ................................................................................................................. 9
Programme Four - Working Differently to deliver A Picture of Health…………………………… .13
Success measures......................................................................................................................... 12
Delivery and Accountability ............................................................................................................... 13
Appendix One .................................................................................................................................... 14
Review of progress 2009/10 .......................................................................................................... 14
Appendix Two- Delivery Plan 2010/11 .............................................................................................. 20
2
INTRODUCTION
On 1st April 2009 a brand new health organisation came into existence in South London. South
London Healthcare NHS Trust is the product of the merger of three smaller hospital trusts - Queen
Mary's Sidcup NHS Trust (QMS), Queen Elizabeth Hospital NHS Trust (QEH) and Bromley Hospitals
NHS Trust (BHT) - to create a single healthcare organisation on several sites.
“The way we develop our new organization is a vital investment, it is the essence of delivering
success and not an extra. We can create a recruitment and retention premium by looking after
staff and developing them. If their life is better, then the quality of experience for the patient
improves. We want to encourage change and see it continue to bubble up throughout the
organization and so it would be foolish to consider that we don’t do what we have agreed
within this document” Chris Streather, Chief Executive
This Organisational Development strategy provides a framework to continue to bring this vision to life.
Its aim is to align a range of activities to raise the performance of the organisation in order to deliver
our stated ambition. In writing the plan, we have recognised a number of competing priorities and so
it is important to ensure that we move forward with urgency, but in a planned way.
3
The Trust has seven objectives:
OBJECTIVES
Our patients.
We will put patients at the centre of everything that we do. We will ensure that all patients experience
care that is safe, maintains their dignity, treats them with respect and leads to agreed outcomes.
Financial viability.
We will develop and commence implementation of a strategy to achieve and sustain financial viability
in readiness for a future foundation trust application, ensuring that our services are provided within
available financial resources and that we get paid for the services we provide.
Leadership and workforce.
We will provide positive leadership and effective management and engagement of staff at all levels
and in all disciplines in the transition to the new organisation to ensure a safe and supportive working
environment. We will develop a workforce that is increasingly sensitive to the needs of patients,
exploits every opportunity to improve its productivity without sacrificing quality of care, and is
proactive and flexible in its approach to service change.
High Quality Clinical Care.
We will deliver high quality clinical care through the application of best clinical practice and by
ensuring that the principles of clinical governance underpin our organisation's culture, our systems
and the working practices of our clinical teams and clinical services.
Healthcare acquired infections.
We will continue to drive forward improvements in reducing health care acquired infections, to ensure
that patients receive safe care that conforms to nationally agreed best practice and which leads to
reductions in the incidents of Clostridium Difficile infections and MRSA.
National and Local Priorities.
We will demonstrate that the Trust is providing high quality cost effective services through achieving
the national priorities highlighted in the Operating Framework and through the achievement of a high
level of performance in the measures included within the Annual Health Check (or Care Quality
Commission equivalent), including the Auditor's Local Evaluation Assessments.
Services and facilities fit for the future.
We will work closely with partners in primary and social care to develop new and improved services to
benefit our local population, with particular emphasis on the quality of care within improved patient
pathways. We will ensure that our buildings, equipment and infrastructure are fit for purpose and
capable of accommodating service change.
4
PRIORITIES FOR ACTION
The Trust has ambitions to become a foundation Trust in 2013. The organisational development
strategy and plans will support the short, medium and long term to deliver these ambitions. To do
this, the Trust aims to:





Reconfigure clinical services across the three sites
Recruit and retain the best leaders for the new organisation
Introduce robust governance arrangements
Meet targets and be in surplus in two years
Develop a ‘healthy’ organisational culture that enables all individuals to deliver these aims
The organisational development plan has four key and interrelated programmes of delivery to support
these aims:




Designing structures, roles and plans to deliver the strategy
Creating a leadership style that supports an engaged workforce
Developing an organizational culture that enables individuals and teams to deliver high
performance
Working differently to deliver A Picture of Health
ENGAGEMENT
The organisational development plan was developed in the summer of 2009 through a series of
engagement sessions with the senior team and wider staff groups, including clinical leaders.
ORGANISATIONAL DEVELOPMENT PRIORITIES
The senior team identified in 2009 three root causes of the challenges that needed to be addressed to
realise the benefits of and maximise the opportunities presented by the merger:
1. Strategy – the changing face of healthcare in London means that the DGH model does not
work within the M25, a new organisational model is needed to deliver excellence
2. Leadership – there was a lack of consistent leadership in the legacy organisations, resulting
in a lack of ambition and direction; leaders are too busy to lead
3. Culture – a combination of resistance to change or a passive approach; the need to become
a high-performing organisation
At its inception, the Organisational Development (OD) strategy and plan focused on three key
programme areas that support the development of the organisation to overcome these three
challenges and to maximize the opportunities identified by staff during the engagement sessions. It
now also focuses on a fourth programme, specifically added to the strategy in 2010:
, 4. Working differently to deliver A Picture of Health
The aim is that the programmes work together to drive higher organisational performance that
responds to the external requirements of the organisation – patient expectations, quality
requirements, commissioner expectations, etc.
5
The four programmes are outlined on the following pages, with a review of delivery in 2009/10
attached at Appendix One and a plan for delivery in 2010/11 at Appendix Two.
PROGRAMME ONE – DESIGNING STRUCTURES, ROLES AND PLANS TO
DELIVER THE STRATEGY
The first programme drives the implementation of the corporate and divisional structures – this
programme is about implementing the right structure and roles; ensuring that those structures work
effectively; and developing skills to deliver safe, effective services with an improved patient
experience, whilst also meeting financial and workforce targets.
1. Implementation of Corporate and Divisional Structures
Phase One – corporate directorates restructured by September 2009
Phase Two - focuses on the three new Divisions and how the new clinical management
structure will enable the delivery of cross site service integration, by December 2009
Phase Three – focuses on the lower level managerial staffing within the Divisions and Clinical
Directorates, by June 2010
2. The Trust will develop an approach to job design and banding that begins to reflect similarities
in posts across different sites. Such an approach will enable the organisation to develop
opportunities for career and personal development by enabling staff to smoothly shift between
roles and sites to widen experience and develop new skills.
3. Skills analysis – in order to deliver improved patient care, in a seamless way, the Trust’s
workforce will need a set of core competencies common across all roles and grades. The
competencies will reflect the ability to put the patient at the centre, an ability to challenge
practice and constantly improve, a capability of adding value to multi-disciplinary teams to
describe a few requirements. The development, communication and identification of skills to
deliver services now and in the future is required; as is an analysis of current workforce
against those skills, aligned with KSF – by July 2010. This work will also support Programme
Four with its emphasis on changing roles and working practices.
4. The Trust will be developing an organisation wide workforce strategy by October 2010, and a
workforce plan (numbers, bands, skills, locations) by March 2010. Each division will have an
identified workforce plan that reflects the Trust Workforce Plan by April 2010.
6
PROGRAMME TWO - CREATING A LEADERSHIP STYLE THAT SUPPORTS AN
ENGAGED WORKFORCE
This part of the organisational development strategy supports the work of the Service Improvement
Strategy – building capability and leadership for improvement, and aims to provide clear links across
the programmes and support for design, delivery and evaluation.
1. Develop a framework for leadership development – December 2009
At the time of developing this strategy, there was a range of leadership development activity
underway or being planned. A framework is required to ensure that future investments are being
made in the right place, with the right providers, and that return on that investment in being measured.
Opportunities for learning, developing leadership, and making improvements need to be systematized
to obtain the biggest gain, without stifling the enthusiasm of emergent leaders. These actions aim to
provide clarity and direction for a leadership approach.
a. Review all current programmes delivery to inform future investment decisions –
e.g. fit, impact, return on investment, need and overlap
b. Develop a framework for leadership identifying what is needed by the
organisation to deliver improvements
i. Exploring current leadership frameworks in use and agreeing a model of
SLH leadership behaviour for future recruitment and development of
leaders
c. Agree a set of alliances with key providers, identifying benefits and proposed
activities
2.
Deliver a range of prioritised leadership activities – immediate design and procurement to
commence November 2009
a. Board development programme to Foundation Trust (FT) - design of ongoing
programme of support to align organisational development to the needs of FT
status and to develop an appropriate board structure and approach to enable
conformance and performance
b. Senior team support – development of the Executive team as a team and at
individual level including coaching to enable rapid delivery of key priorities
c. Developing clinical leadership with National Institute of Innovation
i. Working with lead clinicians at group and individual level to deliver their
roles as leaders
ii. Learning sets to commence in Autumn 2009
d. Developing Next Generation Directors – using the NHS London model to deliver
a number of development centres
e. Implement the SLHT Leadership Forum – an opportunity for management
cascade, increased executive visibility, external learning and teaching, sharing of
best practice and local lessons learnt and feedback – commence in July 2009
f. Develop and implement a comprehensive and flexible leadership and
management development framework to enable all staff to assess themselves
against standards and to continuously develop their skills and knowledge
7
g. Develop an organisational coaching strategy:
i. Understand the need for coaching through change and invest if
appropriate, targeted at particular teams
ii. Review current practices at four levels – executive, senior manager, band
7 and band 6 – understand impact and review future investment in
internal capacity and external buy in.
h. Invest in team development to support the new divisional structures
8
PROGRAMME THREE - DEVELOPING AN ORGANISATIONAL CULTURE THAT
ENABLES INDIVIDUALS AND TEAMS TO DELIVER HIGH PERFORMANCE
Organisational culture change is well-researched, with the evidence suggesting that wholesale culture
change takes anything from five to twenty years. It is therefore more realistic to focus on the elements
or features of our organisational culture that most profitably need to change. At SLH, feedback and
observation suggests that we should focus on the following aspects of organisational culture change
in the first instance:
FROM
TO (CONSISTENTLY)
Working hard
Working efficiently
Site focus
SLH and care pathway focus
Task focus; push style; command and control; some Performance culture; pull and push; empowering
blame
management style; feedback is the norm
“The Trust needs to”
Personal responsibility
accountability
and
initiative;
clear
Innovation quietly taking place in parts of the Trust
Innovation seen as everyone’s job; success and
learning shared, and that sharing inspires further
innovation
Professional silos in parts of the Trust; risk of further Consistent levels of team and multi-professional
working, with quality and the patient’s experience at
new silos developing on basis of new structure
the centre
Some inflexibility
Flexibility re. what we do, where we do it, and with
whom we work
Patchy performance; significant element of surprise
then huge efforts required to take control when
performance slips; some tension and lack of clarity
between the divisions and the centre
Excellent and achieving organisation, made up of
well-managed business units. Performance
regulated by values and strategy (people doing the
right things for the right reasons), service line
management providing the right levels of freedom
and earned autonomy with clear decision rights
9
Some specific actions were identified in September 2009:
1. Revise induction – immediate input
a. Review and update CEO/Executive slot
b. Update content to reflect new organisation goals and mission and to enable
consistent delivery across sites – developing a model of corporate, site and team
specific induction
c.
Review the manager’s induction programme including a ‘Managing People’
programme and ensure mandatory for new bands 7 and 8
2. Staff engagement and values
a. Engage staff, patients, and visitors in the development of SLHT values and behaviours,
enabling staff to identify with South London Healthcare and to shape its culture for the future.
3. Development of staff partnerships
a. Reinvigorate staff engagement/partnership approaches to support the delivery of OD
programmes and to enable a communications conduit across the organisation. For
example re-activate Union Learning Representatives, Contact Officers and Mediators
– develop their capabilities as agents of change across the organisation
4. Update Appraisal processes to ensure they are fit for purpose and used
a. Review appraisal processes to develop an SLH process with key stakeholders
including the Senior Management Team
b. Agree an appraisal cycle that supports delivery of the business plan and is agreed as
an imperative to deliver
c.
Design and deliver refreshed appraisal skills programmes across the organisation
d. Ensure high level of take-up of appraisal and personal development planning across
the Trust
5. Developing a culture of high performance (2010)
a. Review Productive Ward programme and consider return on investment of further roll
out and of other ‘Productive’ programmes
b. Support Service Improvement Strategy to develop innovation and creativity by
assessing the current culture for creativity and developing responses to that survey
including the development of a set of KPIs at individual, team and divisional level to
improve productivity
c.
Develop alliance with National Institute for Innovation and Improvement to develop a
range of interventions to support a culture of high performance for example the use of
‘lean’ thinking and tools
d. Develop ‘buddy’ arrangements with high performing organisations in the public and
commercial sectors
10
6. Design and deliver a Talent Management strategy (2010)
a. Develop a talent management strategy with support from NHS London that enables
internal talent to be spotted and nurtured and opportunities to be developed that pull
staff through the organization
b. Create a talent management dashboard to measure progress
c.
Work with local NHS partners to develop and use a talent management toolkit to
understand the talent pool
d. Develop a talent management culture – enabling line managers to be open with staff
and be prepared to have difficult conversations
e. Support staff through change and enable them to manage their careers – develop a
range of career development toolkits available on line that supports appraisal
preparation and is linked to organisational change
7. Review reward and recognition processes–
a. Develop a range of recognition activities that create a culture of valuing staff
engagement – events, staff awards - including rewards for innovation - and letters of
congratulation, success page in newsletter
b. Devise a local staff survey that enables rapid feedback on the impact of
management behaviour on work climate and fit with espoused values
c.
Integrate with the developing leadership competence framework to support an
engaging leadership style that places high value on individuals enabling line
managers to use tools such as appraisal, coaching, team development in their day to
day people management activities that recognises discretionary effort, develops
talent and provides regular feedback. Such a leadership style clearly demonstrates
the values of the organisation and the importance placed on all staff to deliver the
required changes.
PROGRAMME FOUR – WORKING DIFFERENTLY TO SUPPORT THE
SUCCESSFUL IMPLEMENTATION OF A PICTURE OF HEALTH
1. Workforce plans – define the bands and skills required alongside the numbers, taking
account of new delivery models in A Picture of Health
2. Role redesign – actively seek opportunities to review traditional thinking re. roles; what
new roles would meet the work demands and could be more easily met through a greater
workforce supply
3. Greater flexibility – staff will need support to work more flexibly in terms of what they do,
and where they do it, and with whom they work to best serve patients’ needs
4. Commission education and development to support appropriate skills development
11
SUCCESS MEASURES
Measuring the effectiveness of organisational development interventions can be subjective but if we
measure what counts then the OD programmes require scrutiny.
The Trust is currently reviewing its key indicators for success from the range of performance
measures it delivers. Once agreed, the high level indicators will be directly reflected in the
organisational development plan and the organisational development plan will support the delivery of
these high level indicators through the four key programme areas of strategy and structure,
leadership, culture, and working differently.
The table below shows the connection of OD interventions at SLHT to key organisational KPIs and
demonstrates how OD interventions can be measured in terms of impact on outcomes, effectiveness
and experience.
Key
organisational
KPIs
Clinical outcomes
Length of stay
Readmission rates
A&E performance
HAI’s
Staff turnover
Sickness
Appraisal
Stat and
mandatory training
compliance
Complaints
SUI’s
Patient survey
Staff survey
12
OD Outcomes
Programme One:
Implementing the right
structure, roles and
developing skills to deliver
safe, effective services with
an improved patient
experience
Measures:
Patient feedback
Productivity indicators
Media coverage
SUIs
Improving annual
healthcheck results
Uptake of learning
opportunities and statutory
& mandatory compliance
Programme Two:
Developing Leadership that
enables staff
Measures:
Culture survey
Programme evaluation
3600 surveys
% appraisals undertaken
% effective appraisals
Programme Three:
Creating a culture of high
performance
Measures:
Turnover
Staff survey
Absence indicators
% temporary staff
Uptake of learning
OD Effectiveness
OD Experience
Use of resources spent
on OD
Participation in OD
activities - % take up,
who takes part
Awareness of
development
opportunities
Awareness of
organisational goals
Active support of senior
team in OD activities
Career progression –
number of promotions,
or appointments from
within through
restructure
Awareness of values
and evidence of living
the values
Through surveys and
focus groups to
understand experience
of participating in OD
activities or the impact
of others’ participation
opportunities
Programme Four
Working differently to
support APoH
Measures:
Workforce numbers
Workforce skill
development (KSF)
Number of new roles
Successful implementation
of APoH within target dates
DELIVERY AND ACCOUNTABILITY
The Director of HR and OD is responsible for the delivery of the OD strategy working closely with the
Chief Operating Officer and the Director of Service transformation. The programmes are driven by the
internal Learning and OD team and linked to the HR Project team. These teams report regularly
through to the Executive Team and Board on progress and impact. For 2009/10, an interim OD lead
was appointed whilst the Director of HR and OD was on maternity leave; reflecting the importance of
this workstream.
Timescales for delivery are reviewed at regular OD team meetings and a delivery plan will be
refreshed on an annual basis.
13
APPENDIX ONE
REVIEW AGAINST DELIVERY PLAN 2009/10
Progress against this plan has been slower than anticipated in the first year due to a lower state of
organisational readiness than was predicted. This lower state of readiness is attributable to:

Delays in delivery of the new organisational structures, delaying the emphasis on OD and
teams moving forward, whilst energy and capacity were taken up by restructuring and
personal change.

Limited HR capacity – for example, an Interim Director of HR was not recruited until
November 2009, and another senior Associate Director post has remained vacant. During this
time, the HR and Learning & OD teams have also been restructured to deliver integrated and
cost-effective services to the Trust.

Limited organisational capacity – during a tough year, many leaders and managers have
been concentrating on the significant performance agenda and have had limited time and
space to concentrate on OD.

Limited budget – the plan was predicated on the use of a range of external providers to
complement our internal capacity. We have delivered this year with minimal external
provision.
14
PROGRESS AGAINST DELIVERY PLAN 2009/10
OD Action
Management Lead
Progress/Plans
Cost
Measure/impact
COO/HRD/Associate Director OD
Directors, General Managers, Heads
of Nursing, Service managers ;
corporate departments complete
Assessment centres for Phase 2 £3k (delivered internally)
Some savings achieved; uncertainty
lessened for people in key posts
Redundancy costs
Some vacancies remain at General
Manager/Service Manager level –
selection planned for April 2010
No direct costs; opportunity costs
associated with the time resource
required
Better aligned bandings across the
Trust as the restructure continues
Programme One
Implementation of corporate and
divisional structure
Next phase of delivering workforce
plan has commenced
Harmonisation of Banding
HRD
Banding for restructure based on
generic job descriptions; managed
by the HR Change Team with high
staff side involvement
Skills analysis
HRD
This work is to be linked with
Programme Four for 2010
Workforce Plans (Trust and
divisional)
HRD and Divisional Directors
Due for completion by April 2010
No direct costs
On- target
Programme Two
Develop a framework for leadership
development
Associate Director OD
SLH Framework developed for
selection to management posts
Framework for leadership
development to be developed in
15
No direct costs
Used successfully for selection
through restructure. Developmental
feedback being offered to all
participants in restructure
assessment centres.
OD Action
Management Lead
Progress/Plans
Cost
Measure/impact
Board development diagnostic
commences March 2010
£14.5k
Not yet complete
- Senior team
2 Executive Time Outs run,
delivered internally; a third planned
for early May 2010
Nil
Support and challenge; time and
space through period of significant
change and pace of driving
organizational performance
- Clinical leadership
Jan 2010 – Clinical Leadership
Event run for Divisional & Clinical
Directors; learning sets planned
£3k
Too soon to determine
- Next Generation Directors
Not yet started – talent management
work commenced February 2010 in
preparation for next cohort
- Leadership Forum
Launched September 2009; 6
events run to end April 2010. Dates
planned bi-monthly for 2010/11
£
Kept lines of communication
between directors and managers
open through difficult period.
conjunction with NHS London
Deliver a range of prioritised
leadership activities
- Board
Associate Director OD
Developed SLH identity and
awareness across the Trust’s
leadership; leaders have also got to
know each other better across sites.
16
OD Action
Management Lead
Progress/Plans
Cost
Measure/impact
- Coaching strategy
Eight internal accredited coaches in
place with three more completing
qualification; 176 sessions
undertaken to end March 2010
£36k
Support, challenge, development for
individual leaders, managers,
clinicians; and to support change
- Review leadership development
Initial review undertaken September
2009 to inform priorities for 2009/10.
Radical review just undertaken- new
Leadership & Management
Development strategy to be
launched June 2010
- Team development
Built internal capacity & capability (2
people trained in use of an
evidence-based team development
tool). Utilised CPD contract for
external facilitation by KCL faculty.
Some on-going leadership &
management development remained
available whilst the review was
undertaken
£500 + £500 for team development
toolkit
Positive participant reaction and
clear team action plans (follow up
plans in place)
Facilitated events undertaken in
Women’s Children’s and Support
Services and Emergency and
Specialist Care Division; plus 4
corporate directorates; 1 more
planned for Planned Care Division
Programme Three
Revise induction
17
Associate Director OD
New SLHT induction launched
across 3 sites January 2010.
Common content across all
induction programmes; still working
on a more “unified” feel to the
OD Action
Management Lead
Progress/Plans
Cost
Measure/impact
delivery
Staff engagement & values
Associate Director OD
Paper agreed by EMC January
2010.
Significant consultation exercise
undertaken with staff, patients, and
visitors, using the NHS Constitution
as a starting point.
Planned Board seminar session
April 2010, Board approval for
values and behaviours planned for
May 2010
Develop staff partnerships
HRD
3 staff sides working together as one
on JSCC and organisational change
sub-group
Significant partnership approach to
support the organizational change
agenda
Update appraisal processes
Associate Director OD
Revised SLH process and cycle
devised
Uptake of appraisal in any format
still mixed, with the greatest
challenge at the QE site (Bromley
75%; QEH 18%; QMS 65%)
On-going refreshed appraisal skills
training, and marketing of appraisal
to staff and managers
Develop a culture of high
performance
Review Productive Ward programme
Support Service Improvement
Strategy to develop innovation and
creativity by assessing the current
culture for creativity
18
Director of Service Transformation &
Strategy / Associate Director OD
Not yet started any new OD work in
this area – most activity under
service transformation work streams
Action plans in place to raise
performance
OD Action
Management Lead
Progress/Plans
Associate Director OD
SLH successfully accepted as a
NHS London pilot site; paper agreed
by EMT January 2010
Develop alliance with National
Institute for Innovation and
Improvement to develop a range of
interventions to support a culture of
high performance for example the
use of ‘lean’ thinking and tools
Develop ‘buddy’ arrangements with
high performing organisations
Design and deliver a Talent
Management strategy
SLH strategy drafted March 2010
Review reward and recognition
processes
HRD
Not yet started any new work in this
area
Programme Four
HRD/Associate Director OD/ Medical
Director/Director of Service
Transformation & Strategy
Workforce plans underway;
skills/role/flexibility elements not yet
addressed
Workforce plans
Role redesign
Education commissioning for
2010/11 finalised 31.3.10
Greater flexibility
Commission education and
development to support appropriate
skills development
19
Generic KSF outlines produced and
currently being implemented in
divisions
Cost
Measure/impact
APPENDIX TWO – PRIORITIES FOR 2010/11
20
PRIORITIES FOR DELIVERY APRIL 2010- MARCH 2011
2010/11 OD Action
Management Lead
Timescales
Programme One
Implementation of corporate and
divisional structure
COO/HRD/Associate Director OD
End July 2010
- Implement final phases
Skills analysis
HRD
This work is to be linked with
Programme Four
Finalise Workforce Plans (Trust and
divisional), with appropriate robust
risk assessments attached
HRD and Divisional Directors
April – June 2010
Programme Two
Develop a framework for leadership
development
Associate Director OD
- Contribute to NHS London work to
develop a pan-London framework
that can be adopted by SLH
June 2010
- Link framework to SLH values and
to new leadership development
offering
July 2010
21
Cost
Measure/impact
2010/11 OD Action
Management Lead
Deliver a range of prioritised
leadership activities
Associate Director OD
- Deliver Board diagnostic &
determine delivery phase based on
findings
Timescales
Cost
June 2010
£14k
- Senior team: continue team time
outs whilst determining a more
robust process of team development
for the future; work with Directors on
individual development planning
Associate Director OD/Chief
Executive
- Clinical leadership: build on the
recent event with action learning
sets; plan similar engagement
initiatives for non medical clinicians
Medical Director/Director of Nursing
& Patient Experience/Associate
Director OD
June 2010
- Next Generation Directors: identify
high-potential candidates for 2010
programme
Executive Directors/ Associate
Director OD
July 2010
- Leadership Forum: refresh to
ensure appropriate balance between
communication and development
Associate Director OD
April 2010
- Coaching strategy: evaluate
coaching so far; develop coaching
skills across Trust leaders and
managers to enhance culture
Associate Director OD
October 2010
22
On-going
More robust support determined by
July 2010
Measure/impact
2010/11 OD Action
Management Lead
Timescales
Cost
- Review leadership development:
secure approval; design and launch
new programmes
July 2010
£50k set aside from external CPD
budgets for 2010/11
- Team development; roll out for all
teams who need it
On-going, but increase momentum
Internal capacity will be fully utilized;
with HEI facilitation funded by NHSL
CPPD contract where appropriate
change
Programme Three
Revise induction: continue to
develop improvements and a more
integrated “feel” across sites
Associate Director OD
On-going, with improvements to its
feel by May 2010
Staff engagement & values:
Engage staff and stakeholders
March – May 2010
Engage Board
April- May 2010
Finalise values and behaviours for
SLT; communicate and encourage
team leaders to discuss and localize
some behaviours with their teams
June 2010
Integrate agreed values into HR
processes – selection, JDs,
induction, management & leadership
development
23
September 2010
Measure/impact
2010/11 OD Action
Management Lead
Timescales
Develop staff partnerships:
HRD
July 2010
Offer team development to staff side
Update appraisal processes:
Associate Director OD
Continue to implement plan to
increase take-up
Develop a culture of high
performance
Review Productive Ward and all
Productive series programmes
Support Service Improvement
Strategy to develop innovation and
creativity by assessing the current
culture for creativity and developing
creativity for the future
Build on alliance with National
Institute for Innovation and
Improvement to develop a range of
interventions to support a culture of
high performance for example the
use of ‘lean’ thinking and tools
Develop ‘buddy’ arrangements with
high performing organisations
24
On-going, with significant
improvement by end June 2010
Director of Service Transformation &
Strategy / Associate Director OD
September 2010
September 2010
September 2010
October 2010
Cost
Measure/impact
2010/11 OD Action
Management Lead
Design and deliver a Talent
Management strategy:
Associate Director OD
Identify high-potential aspirant
directors
July 2010
September 2010
Pilot talent management processes
for band 6 aspirant ward managers
Develop and roll out “talent
management conversations” training
for leaders
September 2010
Review reward and recognition
processes
HRD
Programme Four
HRD/Associate Director OD/ Medical
Director/Director of Service
Transformation & Strategy
Workforce plans; Role redesign;
Greater flexibility
- Work with divisions to understand
the needs in context of APoH
- Support divisons to design &
implement development plans to
meet the needs
25
Timescales
September 2010
April 2010
June 2010
Cost
Measure/impact
26