Organisational Development Strategy

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					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.

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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       and    initiative;   clear
                                                        accountability


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
new silos developing on basis of new structure            working, with quality and the patient’s experience at
                                                          the centre


Some inflexibility                                      Flexibility re. what we do, where we do it, and with
                                                        whom we work


Patchy performance; significant element of surprise     Excellent and achieving organisation, made up of
then huge efforts required to take control when         well-managed business units. Performance
performance slips; some tension and lack of clarity     regulated by values and strategy (people doing the
between the divisions and the centre                    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                OD Outcomes                OD Effectiveness            OD Experience
  organisational
        KPIs
Clinical outcomes    Programme One:
Length of stay       Implementing the right
Readmission rates    structure, roles and
A&E performance      developing skills to deliver
HAI’s                safe, effective services with
                                                     Use of resources spent
Staff turnover       an improved patient
                                                             on OD
Sickness             experience
Appraisal            Measures:
                                                       Participation in OD
Stat and             Patient feedback
                                                      activities - % take up,
mandatory training   Productivity indicators
                                                          who takes part
compliance           Media coverage
Complaints           SUIs
                                                          Awareness of
SUI’s                Improving annual
                                                          development
Patient survey       healthcheck results
                                                          opportunities
Staff survey         Uptake of learning                                          Through surveys and
                     opportunities and statutory                                    focus groups to
                                                         Awareness of
                     & mandatory compliance                                     understand experience
                                                      organisational goals
                     Programme Two:                                              of participating in OD
                     Developing Leadership that                                 activities or the impact
                                                     Active support of senior
                     enables staff                                              of others’ participation
                                                      team in OD activities
                     Measures:
                     Culture survey
                                                      Career progression –
                     Programme evaluation
                         0                           number of promotions,
                     360 surveys
                                                     or appointments from
                     % appraisals undertaken
                                                         within through
                     % effective appraisals
                                                          restructure
                     Programme Three:
                     Creating a culture of high
                                                     Awareness of values
                     performance
                                                     and evidence of living
                     Measures:
                                                          the values
                     Turnover
                     Staff survey
                     Absence indicators
                     % temporary staff
                     Uptake of learning


          12
                     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.




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PROGRESS AGAINST DELIVERY PLAN 2009/10

OD Action                            Management Lead                 Progress/Plans                       Cost                                 Measure/impact


Programme One

Implementation of corporate and      COO/HRD/Associate Director OD   Directors, General Managers, Heads   Assessment centres for Phase 2 -     Some savings achieved; uncertainty
divisional structure                                                 of Nursing, Service managers ;       £3k (delivered internally)           lessened for people in key posts
                                                                     corporate departments complete
                                                                                                          Redundancy costs                     Some vacancies remain at General
                                                                     Next phase of delivering workforce                                        Manager/Service Manager level –
                                                                     plan has commenced                                                        selection planned for April 2010


Harmonisation of Banding             HRD                             Banding for restructure based on     No direct costs; opportunity costs   Better aligned bandings across the
                                                                     generic job descriptions; managed    associated with the time resource    Trust as the restructure continues
                                                                     by the HR Change Team with high      required
                                                                     staff side involvement


Skills analysis                      HRD                             This work is to be linked with
                                                                     Programme Four for 2010


Workforce Plans (Trust and           HRD and Divisional Directors    Due for completion by April 2010     No direct costs
divisional)
                                                                     On- target


Programme Two

Develop a framework for leadership   Associate Director OD           SLH Framework developed for          No direct costs                      Used successfully for selection
development                                                          selection to management posts                                             through restructure. Developmental
                                                                                                                                               feedback being offered to all
                                                                     Framework for leadership                                                  participants in restructure
                                                                     development to be developed in                                            assessment centres.




              15
OD Action                        Management Lead         Progress/Plans                          Cost     Measure/impact

                                                         conjunction with NHS London


Deliver a range of prioritised   Associate Director OD
leadership activities
                                                         Board development diagnostic            £14.5k   Not yet complete
- Board                                                  commences March 2010




- Senior team                                            2 Executive Time Outs run,              Nil      Support and challenge; time and
                                                         delivered internally; a third planned            space through period of significant
                                                         for early May 2010                               change and pace of driving
                                                                                                          organizational performance


- Clinical leadership                                    Jan 2010 – Clinical Leadership          £3k      Too soon to determine
                                                         Event run for Divisional & Clinical
                                                         Directors; learning sets planned


- Next Generation Directors                              Not yet started – talent management
                                                         work commenced February 2010 in
                                                         preparation for next cohort


- Leadership Forum                                       Launched September 2009; 6              £        Kept lines of communication
                                                         events run to end April 2010. Dates              between directors and managers
                                                         planned bi-monthly for 2010/11                   open through difficult period.

                                                                                                          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      £36k                               Support, challenge, development for
                                                          place with three more completing                                             individual leaders, managers,
                                                          qualification; 176 sessions                                                  clinicians; and to support change
                                                          undertaken to end March 2010




- Review leadership development                           Initial review undertaken September                                          Some on-going leadership &
                                                          2009 to inform priorities for 2009/10.                                       management development remained
                                                          Radical review just undertaken- new                                          available whilst the review was
                                                          Leadership & Management                                                      undertaken
                                                          Development strategy to be
                                                          launched June 2010


- Team development                                        Built internal capacity & capability (2   £500 + £500 for team development   Positive participant reaction and
                                                          people trained in use of an               toolkit                            clear team action plans (follow up
                                                          evidence-based team development                                              plans in place)
                                                          tool). Utilised CPD contract for
                                                          external facilitation by KCL faculty.

                                                          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                  Associate Director OD   New SLHT induction launched                                                  Common content across all
                                                          across 3 sites January 2010.                                                 induction programmes; still working
                                                                                                                                       on a more “unified” feel to the



             17
OD Action                             Management Lead                        Progress/Plans                          Cost   Measure/impact

                                                                                                                            delivery


Staff engagement & values             Associate Director OD                  Paper agreed by EMC January                    Planned Board seminar session
                                                                             2010.                                          April 2010, Board approval for
                                                                                                                            values and behaviours planned for
                                                                             Significant consultation exercise              May 2010
                                                                             undertaken with staff, patients, and
                                                                             visitors, using the NHS Constitution
                                                                             as a starting point.


Develop staff partnerships            HRD                                    3 staff sides working together as one          Significant partnership approach to
                                                                             on JSCC and organisational change              support the organizational change
                                                                             sub-group                                      agenda


Update appraisal processes            Associate Director OD                  Revised SLH process and cycle                  Uptake of appraisal in any format
                                                                             devised                                        still mixed, with the greatest
                                                                                                                            challenge at the QE site (Bromley
                                                                             On-going refreshed appraisal skills            75%; QEH 18%; QMS 65%)
                                                                             training, and marketing of appraisal
                                                                             to staff and managers                          Action plans in place to raise
                                                                                                                            performance




Develop a culture of high             Director of Service Transformation &   Not yet started any new OD work in
performance                           Strategy / Associate Director OD       this area – most activity under
                                                                             service transformation work streams
Review Productive Ward programme
Support Service Improvement
Strategy to develop innovation and
creativity by assessing the current
culture for creativity



             18
OD Action                               Management Lead                      Progress/Plans                             Cost   Measure/impact

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             Associate Director OD                SLH successfully accepted as a
Management strategy                                                          NHS London pilot site; paper agreed
                                                                             by EMT January 2010

                                                                             SLH strategy drafted March 2010


Review reward and recognition           HRD                                  Not yet started any new work in this
processes                                                                    area


Programme Four                          HRD/Associate Director OD/ Medical   Workforce plans underway;
                                        Director/Director of Service         skills/role/flexibility elements not yet
Workforce plans                         Transformation & Strategy            addressed

Role redesign                                                                Education commissioning for
                                                                             2010/11 finalised 31.3.10
Greater flexibility
                                                                             Generic KSF outlines produced and
Commission education and                                                     currently being implemented in
development to support appropriate                                           divisions
skills development




               19
APPENDIX TWO – PRIORITIES FOR 2010/11




      20
PRIORITIES FOR DELIVERY APRIL 2010- MARCH 2011

2010/11 OD Action                      Management Lead                 Timescales                       Cost   Measure/impact


Programme One

Implementation of corporate and        COO/HRD/Associate Director OD
divisional structure
                                                                       End July 2010
- Implement final phases


Skills analysis                        HRD                             This work is to be linked with
                                                                       Programme Four


Finalise Workforce Plans (Trust and    HRD and Divisional Directors    April – June 2010
divisional), with appropriate robust
risk assessments attached


Programme Two

Develop a framework for leadership     Associate Director OD
development

- Contribute to NHS London work to
develop a pan-London framework                                         June 2010
that can be adopted by SLH

- Link framework to SLH values and
to new leadership development                                          July 2010
offering




              21
2010/11 OD Action                        Management Lead                        Timescales                          Cost   Measure/impact


Deliver a range of prioritised           Associate Director OD
leadership activities

- Deliver Board diagnostic &
determine delivery phase based on                                               June 2010                           £14k
findings


- Senior team: continue team time        Associate Director OD/Chief            On-going
outs whilst determining a more           Executive
robust process of team development                                              More robust support determined by
for the future; work with Directors on                                          July 2010
individual development planning


- Clinical leadership: build on the      Medical Director/Director of Nursing   June 2010
recent event with action learning        & Patient Experience/Associate
sets; plan similar engagement            Director OD
initiatives for non medical clinicians


- Next Generation Directors: identify    Executive Directors/ Associate         July 2010
high-potential candidates for 2010       Director OD
programme


- Leadership Forum: refresh to           Associate Director OD                  April 2010
ensure appropriate balance between
communication and development


- Coaching strategy: evaluate            Associate Director OD                  October 2010
coaching so far; develop coaching
skills across Trust leaders and
managers to enhance culture


              22
2010/11 OD Action                      Management Lead         Timescales                           Cost                                        Measure/impact

change



- Review leadership development:                               July 2010                            £50k set aside from external CPD
secure approval; design and launch                                                                  budgets for 2010/11
new programmes


- Team development; roll out for all                           On-going, but increase momentum      Internal capacity will be fully utilized;
teams who need it                                                                                   with HEI facilitation funded by NHSL
                                                                                                    CPPD contract where appropriate


Programme Three

Revise induction: continue to          Associate Director OD   On-going, with improvements to its
develop improvements and a more                                feel by May 2010
integrated “feel” across sites


Staff engagement & values:

Engage staff and stakeholders                                  March – May 2010

Engage Board                                                   April- May 2010

Finalise values and behaviours for                             June 2010
SLT; communicate and encourage
team leaders to discuss and localize
some behaviours with their teams

Integrate agreed values into HR
processes – selection, JDs,                                    September 2010
induction, management & leadership
development



             23
2010/11 OD Action                       Management Lead                        Timescales                     Cost   Measure/impact


Develop staff partnerships:             HRD                                    July 2010

Offer team development to staff side


Update appraisal processes:             Associate Director OD

Continue to implement plan to                                                  On-going, with significant
increase take-up                                                               improvement by end June 2010


Develop a culture of high               Director of Service Transformation &
performance                             Strategy / Associate Director OD

Review Productive Ward and all
Productive series programmes                                                   September 2010

Support Service Improvement
Strategy to develop innovation and
creativity by assessing the current                                            September 2010
culture for creativity and developing
creativity for the future

Build on alliance with National
Institute for Innovation and
Improvement to develop a range of                                              September 2010
interventions to support a culture of
high performance for example the
use of ‘lean’ thinking and tools

Develop ‘buddy’ arrangements with
high performing organisations                                                  October 2010




              24
2010/11 OD Action                     Management Lead                      Timescales       Cost   Measure/impact




Design and deliver a Talent           Associate Director OD
Management strategy:

Identify high-potential aspirant
directors                                                                  July 2010

Pilot talent management processes                                          September 2010
for band 6 aspirant ward managers

Develop and roll out “talent
management conversations” training                                         September 2010
for leaders




Review reward and recognition         HRD                                  September 2010
processes


Programme Four                        HRD/Associate Director OD/ Medical
                                      Director/Director of Service
Workforce plans; Role redesign;       Transformation & Strategy
Greater flexibility

- Work with divisions to understand
the needs in context of APoH                                               April 2010

- Support divisons to design &                                             June 2010
implement development plans to
meet the needs




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