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Organisational Development Strategy

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					   Organisational
Development Strategy
         2008 - 2013
    Leaders need to be optimists.
  Their vision is beyond the present.

            Rudy Giuliani




                      1
Version Control

             Date       Notes                                             Action

             29.09.09   Changes from SD                                   JP
             2.10.08    Changes following comments from NHS West          JP
                        Midlands
             6.10.08    Final changes for Board submission                JP

             9.10.09    Tribal review of OD plan comments                 JP
             14.10.08   Final editing and proof reading post board        JP
                        meeting. Pre Submission as part of WCC
                        papers
             28.01.09   Changes following comments from                   JP
                        McKinsey‟s
             25.02.09   Second Draft refresh SD comments                  JP
             11.3.09    Copy to SD for final review                       SD
             18.3.09    Final Comments SD – review refresh                JP
             20.3.09    Final Version following refresh deadline          JP

             Aug 09 –   WCC Yr 2 review & refresh                         JP
             Oct 09
             Nov 13th   Update                                            JP
             Nov 25th   Update following feedback                         JP



           JP: Jenny Powell Head of Organisational Development & Workforce Strategy
           SD: Sarah Dugan, Director of Strategy and Innovation (Lead Nurse)




                                                  2
Contents
Executive Summary ......................................................................................................................... 5
Section 1 – Background Information ................................................................................................ 7
  1. Chair & Chief Executives Introduction ................................................................................... 7
  2. Our Vision and Values........................................................................................................... 9
  3. Our Organisational Structure ............................................................................................... 10
Section 2 – Our Situation ............................................................................................................... 12
   4. Background and Context (The Journey).............................................................................. 12
    4.1.    The Past ..................................................................................................................... 12
    4.2.    Summary of the Current Position and Progress ......................................................... 12
    4.3.    World Class Commissioning Competencies ............................................................... 13
Section 3 – Our Priorities ............................................................................................................... 14
   5.     Our Approach to Organisational Development (The Future) ............................................... 14
        5.1.   Organisational Development and Our 10 Key Goals .................................................. 15
        5.2.   Organisational Development and the Strategic Plan .................................................. 16
        5.3.   Process for identifying OD goals ................................................................................ 16
        5.4.   Strategic Direction (Objectives & Performance) ......................................................... 17
        5.4.1. Current Position & Progress ....................................................................................... 17
          Key Themes & Progress to Date: ........................................................................................ 19
           Key Activities for 2010 and beyond - TBC ........................................................................... 19
        5.5.   Structure (Roles & Responsibilities) ........................................................................... 19
        5.5.1. Current Position & Progress ....................................................................................... 19
          Key Themes & Progress to Date: ........................................................................................ 21
           Key Activities for 2010 and beyond - TBC ........................................................................... 22
        5.6.   Systems (Governance & Business Processes) .......................................................... 22
        5.6.1. Current Position & Progress ....................................................................................... 22
          Key Themes & Progress to Date: ........................................................................................ 23
           Key Activities for 2010 and beyond - TBC ........................................................................... 23
        5.7.   Style (Leadership & Management Development) ....................................................... 23
        5.7.1. Current Position & Progress to date ........................................................................... 23
          Board Development............................................................................................................. 26
           Key Themes & Progress: .................................................................................................... 27
           Key Activities for 2010 and beyond TBC ............................................................................. 28
        5.8.   Skills (Learning, Development & Talent) .................................................................... 28
        5.8.1. Current Position & Progress to Date .......................................................................... 28
          Key Themes & Progress: .................................................................................................... 29
           Key Activities for 2010 and beyond TBC ............................................................................. 29
        5.9.   Staff (Workforce Capacity & Capability) ..................................................................... 30
        5.9.1. Current Position & Progress to Date .......................................................................... 30
          Key Themes & Progress ..................................................................................................... 31
           Key Activities for 2010 and beyond TBC ............................................................................. 31
                                                     3
      5.10. Shared Values (Culture, Purpose & Belief) ................................................................ 31
      5.10.1. Current Position & Progress to Date ....................................................................... 31
        Key Themes & Progress to Date: ........................................................................................ 32
         Key Activities for 2010 and beyond ..................................................................................... 32
Section 4 – Achieving Our Priorities............................................................................................... 33
   6. Organisational Development Priorities ................................................................................ 33
   Quality ........................................................................................................................................ 33
   Innovation ................................................................................................................................... 33
   Productivity ................................................................................................................................. 33
   Prevention .................................................................................................................................. 33
   7. Underpinning/Overarching Strategies & Plans .................................................................... 33
   8. Governance & Risks............................................................................................................ 33
     8.1.      Lines of responsibility & accountability ....................................................................... 33
     8.2.      Reporting structure ..................................................................................................... 34
     8.3.      Perceived challenges & risks........................................ Error! Bookmark not defined.
   Challenges ................................................................................... Error! Bookmark not defined.
   Risks............................................................................................. Error! Bookmark not defined.
   9. Delivering the Plan 2009 - 2013 .......................................................................................... 34
     9.1.      Summary of key themes for the ongoing development plan ....................................... 34
     9.2.      Timescales for Delivery .............................................................................................. 34
     9.3.      Resources .................................................................................................................. 35
   10. Measuring Success........................................................................................................... 35




                                                                         4
Executive Summary
This strategy highlights the relationship between the steps that we will take over the next 5 years
to ensure that we become a world class commissioner and deliver our strategic plan. We believe
that our development goals will enable us to effectively execute our commissioning functions and
become a truly world class commissioning organisation.

As a result of the review of progress and future mapping have identified out of the priorities, 3 key
areas which we wish to focus on further developing, these are:

    Vision for the Local Health Economy

   We recognise that in order to be leaders of the local health economy we need to develop our
   “message and meaning” or “vision and values” to ensure that everyone both internally, in
   external partnerships, in engaging the public and in the contracting process, understands the
   overarching aim of improving health outcomes, in all activity undertaken.

    System Management

   The development of the health economy as a more competitive market place has challenged
   all PCT‟s to become experts in the management of the system. We recognise that in order to
   commission the best healthcare for Dudley, we need to continue to develop our knowledge and
   intelligence, including information systems. In addition, we need to develop our skills in
   management of the market including procurement, prioritisation and evaluation.

    Leadership Development

   In order to deliver the first two areas we need to equip our staff, whether directly involved in
   commissioning or in services, which support commissioning, with the skills they need to lead
   on their personal contribution to the local health agenda. In particular, we need to ensure
   leaders have the knowledge and capacity to bring about continuous improvement of services
   and lead others in that process.

The strategy supports the Strategic Plan and Commissioning Strategy and underpins
competencies 6, 7, 8 and the governance elements of world class commissioning.

It is supported by a suite of documents, which outline in more detail our approach to:

       Talent & Leadership
       Workforce Development
       Staff Engagement
       Learning & Development

Ultimately, the implementation of the Organisational Development Plan and underpinning
strategies will contribute to the development and commissioning of services that are patient led
and provides high quality care for all.




                                                  5
Please note this document will be completed once cross
Referenced to the strategic plan.




                                     6
Section 1 – Background Information
1. Chair & Chief Executives Introduction

We in NHS Dudley seek to work with patients, the public and our key organisational
partners to ensure that we improve the health and well being of our local community.
This will be evidenced by:

      Providing leadership through a clear programme of work that progresses and delivers our
      commissioning priorities that were identified from our local health needs assessment and
      the views and experiences of local people.
      Focusing our efforts to ensure we deliver and improve, year on year, our national and local
      targets.
      Acting according to the Next Stage review guiding principle that “quality is the organising
      principle of everything we do”
      Encouraging our population to be more fully engaged with their health

To achieve this within the Commissioning Strategy Plan, we have outlined 10 clear
strategic goals to be delivered over the next 5 years, these are:

         1.    Obesity
         2.    Alcohol Misuse
         3.    Mental Health & Wellbeing
         4.    Systematic & Targeted Prevention
         5.    Care at the appropriate setting
         6.    Improve urgent care services
         7.    Manage long term conditions
         8.    Patient & Safety Outcomes
         9.    Patient Experience
         10.   Innovation & Excellence

To succeed in delivering our objectives it is imperative we have the right organisational
factors in place. We will only continue to succeed if we are able to develop responsively to
the changing markets around us.

Good organisational development is therefore critical to our success, and its
implementation will help to determine how we develop as a world class commissioner.
Ultimately it will be through our staff that we deliver the objectives set out in our Strategic
Commissioning Plan and Annual Operating Plan. Only within the right supporting
framework, where everyone has a clear role to play and with the right freedoms to act, will
they feel empowered and motivated to do so.

We will continue to develop our organisation as the market and other factors determine,
and we fully expect our structure to change and flex in response to these in the future.

Later in this document (section 3) we show how each of the development objectives link
strongly to the achievement of our strategic goals.
                                                7
We believe that NHS Dudley has a strong foundation on which to progress and become a
world class commissioner. A number of key strengths include:-

            A clear well developed commissioning strategy
            An agreed Joint Strategic Needs Assessment
            Strong partnership working
            A robust Clinical & Community Engagement Strategy
            A desire and ambition to achieve more
            Clear progress in developing the organisation

However, the PCT recognises that it is not yet a world class commissioner and as a result
has already embarked upon a number of organisational development work programmes
with the aim of strengthening our commissioning abilities. These programmes include:

         o   A comprehensive board development programme
         o   Strengthening Practice Based Commissioning
         o   Strengthening clinical leadership
         o   Developing the talent within the commissioning organisation
         o   Developing our community provider services as a separate entity
         o   A review of our corporate functions to ensure they are fit for the future
         o   Strengthening relationships with our acute provider organisation

The externalisation of the Community Provider Services work programme has its own
Organisational Development Plan which aligns with Transforming Community Services.
That will be refreshed in Spring 2010.

This OD Plan highlights the relationship between the steps that we will take over the next
5 years to ensure that we become a world class commissioner and deliver our strategic
plan. We believe that our development goals will enable us to effectively execute our
commissioning functions and become a truly world class commissioning organisation.



Chair                                                     Chief Executive




?? Insert photo’s




                                              8
2. Our Vision and Values

This Organisational Development Strategy translates our vision, values and strategic priorities into
a framework of development designed to enable us to become a flexible, integrated and
professional organisation equipped to meet the competencies set out in „World Class
Commissioning‟. Through wide consultation with all relevant stakeholders, we have developed a
vision and a set of 11 values which we have pledged to embed in our work. These values underpin
the PCT‟s vision for healthcare within the borough.
.

Our Vision - To improve the health and wellbeing of our local community

Our pledge to staff and patients is:

        We will be open and honest in our approach.
        We will value equality and diversity and ensure that everyone is treated with
         respect.
        We will work to continuously improve services.
        We will support and empower people to contribute to improving their health
         and that of their community.
        We will actively seek, listen to, value, and respond to the views of all.
        We will strive to secure seamless services that best meet the needs and
         preferences of the community.
        We will spend funds wisely.
        We will value, support, and develop all our staff.
        We will embrace partnership working.
        We will set a clear direction and deliver on our promises.
        We will ensure that all staff who are not directly involved in patient care
         continue to give priority to supporting clinicians.
We have worked extensively to ensure that our core values are embedded in the organisation, we
have achieved this by developing a clear and compelling vision of how we will deliver our services
and communicating that widely to our patients, staff, partners and stakeholders. We have
developed a Communication and Engagement strategy which lays down how we are and will
continue to build strong relationships with our stakeholders, patients, carers and public
(community engagement) to gather their views and understand our audiences (social marketing) in
order to develop and target the messages (communications).

In addition, the Board have committed to align with the values set out in the NHS Constitution 1,
these are:

           Respect and dignity
           We value each person as an individual, respect their aspirations and commitments in life, and seek
           to understand their priorities, needs, abilities and limits. We take what others have to say seriously.
           We are honest about our point of view and what we can and cannot do.




1
    The NHS Constitution: securing the NHS today for generations to come January 2009
                                                             9
      Commitment to quality of care
      We earn the trust that is placed in us by insisting on quality and striving to get the basics right every
      time – safety, confidentiality, professional and managerial integrity, accountability, dependable
      service and good communication. We welcome feedback, learn from our mistakes and build on our
      successes.

      Compassion
      We find the time to listen and talk when it is needed, make the effort to understand and get on and
      do the small things that mean so much – not because we are asked to but because we care.

      Improving lives
      We strive to improve health and well being and people‟s experiences of the NHS. We value
      excellence and professionalism wherever we find it – in the everyday things that make people‟s
      lives better as much as in clinical practice, service improvements and innovation.

      Working together for patients
      We put patients first in everything we do, by reaching out to staff, patients, carers, families,
      communities and professionals outside the NHS. We put the needs of patients and communities
      before organisational boundaries.

      Everyone counts
      We use our resources for the benefit of the whole community, and make sure that nobody is
      excluded or left behind. We accept that some people need more help, that difficult decisions have to
      be taken – and that when we waste resources we waste other‟s opportunities. We recognise that we
      all have a part to play in making ourselves and our communities healthier.

Becoming a world class commissioner requires everyone in the organisation to embark on a
journey of adaptive change; learning new ways, changing attitudes, values and behaviours to
make the necessary leap to thrive in the new environment. The culture of the whole organisation
must focus on ensuring that „the patient‟ is the focus of both the commissioning, and with our
partners the provision, of services. Our aim is to develop an organisation that behaves differently
as well as one that functions differently. We value creativity and innovation and look for
inspirational leadership at all levels.

The approach we are taking seeks to develop an inspirational, developmental and aspirational
attitude which will have a direct impact on the on the culture and behaviours of the organisation,
providing a framework to enable us to deliver our vision, in line with our core values.

3. Our Organisational Structure

NHS Dudley is coterminous with the Local Authority; the structure of the organisation has evolved
through time to the structure that we now have, successful appointments have happened, bedding
in to the environment within which we operate. We have a joint post with the local authority as
Director of Public Health.

We acknowledge appropriate change will undoubtedly continue in line with the ongoing
development of the organisation. We have made key senior appointments within the provider arm
of the organisation and now have a Provider Committee which provides a structure that will
facilitate different ways of working across the commissioner/provider divide and includes 2 newly
appointed lay-members. Provider Services will work within the governance framework of the PCT,
we accept that there will be some differences and they need to be taken into consideration as the
future framework and management of Provider Services becomes clearer leading up to the point


                                                     10
that they are arms length in April 2010. Current structure, key areas of responsibility and present
senior management team are in App 2, Organisational Structure Chart.

?? is there sufficient information to articulate our structure, we should also put in about the
CEO position?




                                                 11
Section 2 – Our Situation
4. Background and Context (The Journey)

In order to move forward it is important to honour and recognise the contribution and learning‟s
that the past and present has given us in order to create our future.

   4.1. The Past

Commissioning a Patient led NHS was a national initiative which aimed to strengthen the
commissioning function in PCT's. This brought significant changes to the structure of the local
NHS in the Black Country in 2006/7. A major reorganisation of Beacon & Castle Primary Care
Trust (PCT) and Dudley South Primary Care Trust (PCT) put in place the structure and leadership
to deliver health improvement and service reform through effective commissioning. After an
extensive period of consultation a single integrated management structure was introduced,
bringing together the management of the 2 PCT‟s, under one Chief Executive and a team of
Directors, as Dudley PCT.

The impact of this change was significant on both organisational structure and culture at individual,
team and organisation level. The changes have inevitably resulted in a loss of organisational
memory and a requirement for individuals to learn and understand new roles in a changed
environment both locally and from a national policy perspective.

Dudley has always been acknowledged for its strong clinical engagement in the commissioning
arena over the last 15 years, involving locality sensitive purchasing, fund-holding, PCG‟s and the
original PCT‟s. Clinical colleagues have had a variety of opportunities to access leadership
development through programmes and NatPACT networks in the early days of PCT‟s.

Since our inception as a PCT in October 2006 we have developed a proactive style of working
with our partners, particularly in the joint commissioning of services for a variety of key client
groups. Over the last 18 months we have worked together with our stakeholders to develop an
innovative joint Dudley Commissioning Framework and Strategy. This outlines how we are
commissioning future services, taking into account new and emerging ways of working within the
respective organisations and with a range of providers, including the independent sector and
voluntary organisations.

Looking after the health and well being of the local community means making sure we have the
right teams in place, properly supported and equipped to deliver the best possible care. This
applies not only to the staff employed directly by the PCT but also requires effective working with
our partners to ensure that we have a fully skilled and competent workforce.

   4.2. Summary of the Current Position and Progress

As well as operating in an integrated way, Dudley PCT is currently both a commissioner and a
provider of services. This brings with it additional challenges for individuals at all levels in
discharging their responsibilities in a transparent way. In October 2009 the organisation split into
NHS Dudley (Commissioning Arm) and Dudley Community Service (Provider Arm).



                                                  12
A key part of our focus continues to be the management of the separation of the commissioning
and provider arms of the organisation, in a positive way, ensuring that structures, governance and
business processes are established appropriately and that they align with NHS policy for TCS.

We continue to use a variety of information to help us understand what the current areas for
improvement are, these include board workshops, staff surveys, feedback from our partners &
stakeholders; feedback from our patients as well as our own assessment against the WCC
competencies. This valuable information continues to inform decisions we make and the actions
we take in preparing us as a world class commissioner.


   4.3. World Class Commissioning Competencies

We received an assessment against the WCC competencies through the commissioning
assurance process in February 2009. The assessment, carried out as part of the assurance panel
process has shown that,

„The PCT board demonstrated themselves to be a diligent and hard working team……Partnership working
is exemplary. Work on the JSNA has led the way in the West Midlands. There was excellent engagement
at public and clinical level, especially in development of strategy. The PCT is strong on use and quality of
information………The PCT had created space to establish some exemplary service provision. The PCT is a
good organisation and is well placed to make the transition to becoming the high performing organisation
which is at the heart of our expectation for PCT‟s in WCC.‟


The table below details the self assessment against the World Class Commissioning
Competencies.


           Competency                                       Level    Level     Level     Level
                                                            1        2         3         4
           1. Locally lead the NHS                                   
           2. Work with community partners                           
           3. Engage with public & patients                          
           4. Collaborate with clinicians                            
           5. Manage knowledge & assess needs                        
           6. Prioritise investment                         
           7. Stimulate the market                          
           8. Promote improvement & innovation                       
           9. Secure procurement skills                     
           10. Manage the local health system                        
       Figure 1


The future priorities articulated in this document build on the assessment from year 1 and our
assessment of what development needs to be put in place to achieve improved levels in year 2.

The strategy supports the Strategic Plan and Commissioning Strategy and underpins
competencies 6, 7, 8 and the governance elements of world class commissioning.



                                                    13
Section 3 – Our Priorities
5. Our Approach to Organisational Development (The Future)

In developing the original Organisational Development Strategy we acknowledged the need to
take a „whole systems‟ approach to OD. Acknowledging the various interrelationships between
people and systems to deliver organisational goals and enable us to become a world class
commissioner. We are committed to this methodology going forward.

To this end our OD Framework continues to focus on the following areas, using the Mc Kinsey‟s
7‟s model2 Fig 1.


                                                            Strategic Direction (Objectives &
                                                             Performance)
                                                            Structure (Roles & Responsibilities)
                                                            Systems (Governance & Business
                                                             Processes)
                                                            Style (Leadership & Management
                                                             Development)
                                                            Skills (Learning, Development &
                                                             Talent)
                                                            Staff (Workforce Capacity &Capability)
                                                            Shared Values (Purpose & Belief)



          Figure 2 – McKinsey 7‟s

What is Organisation Development? Beckhard 3 defines Organisation Development (OD) as "an
effort, planned, organisation-wide, and managed from the top, to increase the organisation
effectiveness and health through planned interventions in the organisation's processes, using
behavioural-science knowledge." In essence, OD is a planned system of change and is concerned
with an organisation‟s:

          health;
          effectiveness;
          capacity to solve problems;
          ability to adapt and change;
          ability to create a high quality of life for its employees.

OD reflects an ongoing iterative process - unfolding and shaping strategy. Using experiences of
the past and present to learn and develop into the future. We acknowledge that the nature of
change effort is long range, planned and sustained.

Within this document cross reference is made to other underpinning or overarching strategies that
support the delivery of the overall OD framework. We are using a process of identifying, prioritising

2
    Developed by Waterman, Peters and Phillips (1980) working for McKinsey

3
 Beckhard, R., Organization development: Strategies and models. Reading, MA: Addison- Wesley, Reading, MA,
1969, p. 9.
                                                        14
and planning for those areas of improvement which can be supported through OD activity. Our OD
priorities will focus around:

      Cultural Change - developing an open and responsive culture both internally and
      externally
      Developing the workforce – providing an environment, leadership and support at all levels
      to enable staff to achieve their potential and to gain the skills and confidence to contribute
      fully to the planning, delivery, evaluation and improvement of services
      Effective Team Working - developing teams, team working and shared leadership
      Maximising technical & knowledge management - gain maximum benefits from the use
      of appropriate technology to enable improvement and change
      Developing our business skills - equipping managers with the skills to use information
      effectively and to develop their awareness of financial, quality, risk and stakeholder issues.
      Strengthening our customer/client focus - develop the involvement of our community
      and workforce and build a culture of social partnership and accountability
      Focus on quality and outcomes - placing the patient at the centre of everything we do
      and seek to involve them and their advocates in shaping, delivering and evaluating their
      care.

   5.1. Organisational Development and Our 10 Key Goals

As described earlier, the approach we are taking seeks to develop an inspirational, developmental
and aspirational attitude, which will have a direct impact on the culture and behaviours of the
organisation, providing a framework to enable us to deliver our vision ‘to improve the health and
well being of our local community’. Ultimately we know that if we are successful with the key
elements of our OD strategy then this will have a direct impact on our 10 key goals, by:



               Key Goal                              OD Link

               Tackling obesity


               Reducing alcohol misuse
                                                     Facilitating Cultural Change
               Improving mental health wellbeing
                                                     Developing the workforce
               Providing systematic and targeted
                                                     Enabling Effective Team
               prevention
                                                     Working

               Care at the appropriate setting       Maximising technical &
                                                     knowledge management
               Improving our urgent care services
                                                     Developing our business skills
               Managing long term conditions
                                                     Strengthening our
                                                     customer/client focus
               Improving patient safety and
               outcomes                              Focusing on quality and
                                                     outcomes
               Improving patient experience

                                                    15
              Championing innovation and
              excellence
   Figure 3

5.2. Organisational Development and the Strategic Plan

We have worked hard to ensure that the OD implications of the strategic plan have been captured. A
group was established to work on the development of the organisation‟s strategic plan and utilisation of
a commissioning prioritisation tool. The Head of OD participated in this process to understand the
emerging OD needs and the OD plan has and continues to be reviewed and developed in parallel with
the development of the strategic plan.


5.3. Process for identifying OD goals

The refreshed World Class Commissioning Competences have provided an opportunity to map what we
knew already about our organisation and its development needs, against a challenging set of criteria.
The latest evaluation of NHS Dudley against the World Class Commissioning Competences has also
influenced this strategy. We know there is much good practice already in place, for example we have
excellent engagement at a public and clinical level, our partnership is exemplary and our excellent
public health information assists us in understanding the health needs of our population.

However we recognise that in order to become World Class we to develop this good practice even
further, as well as focusing on development needs to achieve its goal of improving the health and well
being of our local community.

We have significantly revised our organisational development plan to reflect the following considerations
and feedback:

                  WCC panel recommendations
                  The recent staff survey results – (Summary Attached at App3)
                  Board feedback
                  Commissioning strategy
                  Strategic Plan
                  Annual Operating plan priorities
                  Transforming Community Services


By understanding the key goals in relation to our current performance and assessing our capability
gaps, we have identified out of the priorities, 3 key areas which we wish to further develop:

        Vision for the Local Health Economy

           We recognise that in order to be leaders of the local health economy we need to develop our
           “message and meaning” or “vision and values” to ensure that everyone both internally, in
           external partnerships, in engaging the public and in the contracting process, understands the
           overarching aim of improving health outcomes, in all activity undertaken.

        System Management

           The development of the health economy as a more competitive market place has challenged
           all PCT‟s to become experts in the management of the system. We recognise that in order
           to commission the best healthcare for Dudley, we need to continue to develop our
           knowledge and intelligence, including information systems. In addition we need to develop
           our skills in management of the market including procurement, prioritisation and evaluation.

                                                 16
       Leadership Development

         In order to deliver the first two areas we need to equip our staff, whether directly involved in
         commissioning or in services which support commissioning, with the skills they need to lead
         on their personal contribution to the local health agenda. In particular we need to ensure
         leaders have the knowledge and capacity to bring about continuous improvement of services
         and lead others in that process.


5.4. Strategic Direction (Objectives & Performance)

   5.4.1. Current Position & Progress

   The overall purpose of strategic OD is to improve the alignment between our organisational
   strategy, the environment within which we work and the capability of our staff. This is our
   formula for success.

   Our work internally has been focused around living our vision and values, and agreeing our
   strategic objectives, developing governance and performance processes and visioning the
   future.

   Externally we have focussed on developing effective strategic partnerships, relationships
   with our provider organisations and engaging effectively with our local communities and the
   population of Dudley. The main vehicle for partnership working locally is the Dudley
   Community Partnership – our Local Strategic Partnership. The Partnership brings together
   a number of bodies across the public, private, faith and third sectors to tackle the main
   strategic issues facing the Borough of Dudley and its citizens.

   These issues are reflected in the “Dudley Borough Challenge” – our Community Strategy.
   This is in the process of being updated and refreshed. Our contribution to the Community
   Strategy is included in this Strategic Plan and our supporting strategies.

   Dudley PCT and Dudley MBC have a strong track record of working together; this is
   reflected in the Dudley Health and Social Care Commissioning Framework and Strategy.
   We have both worked closely with Dudley Council for Voluntary Service, to encourage
   development and build capacity in the third sector through our Building Blocks initiative.

   The Dudley Health and Well-Being Partnership ensures that the vision and aims of the
   Community Strategy are delivered by partner organisations across the health and social
   care sector. This body works alongside the Children‟s Trust (the local strategic partnership
   for children and young people).

   Strategically we recognise that as one of the major employers within Dudley we have a duty
   to support the economic and social development of the area, not least for the health and
   well-being benefits. We work in partnership through the Dudley Community Partnership
   Board to lead the way in setting a direction and being a role model in supporting initiatives
   to facilitate employment locally for the long term unemployed; those who have been on
   long term disability benefit and the Not in Education; Employment or Training (NEET‟s)
   groups. These form part of our Local Area Agreement Targets.




                                                17
                                    Dudley Community Partnership



                                            LOCAL AREA AGREEMENT




                                                              Children &
          Safe& Sound          Economic         Dudley                           Strategic
                                                                Young                            Dudley
           Community         Development       Health &                          Housing &
                                                               Peoples                          Learning
             Safety          Regeneration     Well Being                        Environment
                                                               Strategic                       Partnership
           Partnership        Partnership     Partnership                       Partnership
                                                              Partnership




                                     Health and Well Being Partnership

                                            “At the Heart of Local Health”

                             Dudley Commissioning Framework and Strategy


                                             Clinical Pathway Strategies



             Strategy for people                                                       Tackling Obesity
               with a Learning                                                            Strategy
                  Disability

                                                                                                 Mental
            Alcohol Misuse                                                                       Health
               Strategy                                                                         Strategy
                                                                      Older
                                                                     People‟s
                                                                     Strategy            Specific supporting
          Children and              Urgent and                                             strategies e.g.
             Young                 Unscheduled                                            Obesity strategy,
          Peoples Plan             Care Strategy                                            Diabetes LIT
                                                             Strategy for people
                                                               with a physical
             Smoke Free                                          disability or
             Generation                  Primary Care              sensory               Planned Care
              Strategy                     Strategy              impairment                 Strategy


      Fig 4 – Partnership Arrangements
Awaiting final version of this Figure.

                                                        18
   Care focused around the needs of the patient is at the heart of what we are aiming to
   achieve as a PCT. Leadership from the CEO, the board and the PEC are critical to ensuring
   that this becomes and remains embedded as our organisational focus.

   Key Themes & Progress to Date:

      Need to articulate our vision and strategic direction across the health economy
      Ensure there is clarity in arrangements for working with Local Authority
      Focus the organisation to patient led/democratic commissioning
      Ensure effective engagement with clinicians
      Be effective strategic leaders


          Progress
          Developed & Implemented a Communications & Engagement Strategy
          Developed the PCT 5 yr Strategic Plan
          Embarked on a comprehensive Board Development Programme
          Commenced a programme of PBC Development
          Implemented Productive Leader Programme
          Reviewed and agreed a structure for strategic clinical leadership
          Held regular Senior Managers Leadership events
          Embarked on a series of Board to Board development initiatives with
          our acute provider
          Lead and participated in cross borough strategic developments and
          multi-agency agenda‟s (e.g. Dudley Community Partnership Board)

   Key Activities for 2010 and beyond - TBC

          Key Activity                                                       Director
                                                                             Lead
          Building on progress to date continue to communicate the
          Trust‟s strategic vision for the future, so that staff become
          active and enthusiastic promoters of the Trust

          Enhance communications function to ensure that key
          messages upwards and downwards are clearer

          To externally build on the networks and influencing
          mechanisms across the borough with local partners




5.5. Structure (Roles & Responsibilities)

   5.5.1. Current Position & Progress

   The term structure has been widely used to denote a wide range of institutional processes
   that help define organisations. It has tended to focus on functional hierarchies and roles,
   along with authority; responsibility and accountability.
                                              19
More recently, the term has been used to describe new forms of organising such as
network, parallel or matrix. Significant challenge lies in managing activities in a more
collaborative way, making sense of practices that turn our organisational and managerial
experience on its head.

We recognise that we are a complex and dynamic organisation, functioning within an
environment subject to continual and accelerating change and of a much more collaborative
nature.

In order to meet the expectations of WCC, services must be commissioned and provided
around the needs and choices of patients. We recognise that whilst we have good
partnership arrangements in place, we need to be more collaborative, service driven and
patient focused. In order to be more effective we must ensure that our systems and
structures are capable of supporting this. In the context of OD if the structure changes but
the systems, processes and behaviours do not, the organisation will look different but will
not behave differently, hence the need for a „whole systems‟ approach.

We recognise that we consistently need to ensure that our structures can adapt and be
flexible to cope with the demands of this ever changing environment. We are committed to
ensuring that our core values support the development of the organisational structure to
ensure that we deliver our vision, „to improve the health and well being of our local
community’ and achieve our strategic objectives.




Figure 5 - Organisational Structure & Strategic Objectives




                                                 20
Building on our strengths in clinical leadership and in acknowledgment that clinicians are at
the heart of decision making, we have ensured that Clinical Leaders have a voice through
the strong PEC, which has been structured to reflect the Our Health, Our Care Our Say,
initiatives by identifying key clinical lead roles, we are in the final stages of recruiting to
these key posts. See Fig 3.




                                              Professional
                                               Executive
                                               Committee



                                      P ubl i c             Loc a l
                                      Health               Authority




                                                Cluster
                                            Clinical Leads
                     Care                                                Care quality
                  Performanc                                               & LTC
                       e
                                                 Clinical
                       Healthy                Excellence &               Child &
                        Minds                  Innovation                Family

                                  Small                         Young
                                 Practice                       Adults
                                                   Older
                                    s
                                                  People



Figure 6 - Clinical Forum



We will continue to support, through the structures we have now put in place, all Practices
across NHS Dudley to enable them to continue to engage with Practice Based
Commissioning (PBC). We have undertaken an assessment of PBC and have a
reinvigoration plan in train. This supports and encourages GP‟s to engage with care
pathway design, focus on prevention and change referral patterns and the traditional
models of care to improve patient services and influencing commissioning at a local level to
meet local need.

Clearly in order to be able to be adaptable and flexible as an organisation we need to
ensure that the structures we use support that need. Much has been written about matrix;
network or programme management structures, we have worked hard to ensure that people
are supported to work in teams across directorates, in programme/matrix style, in order to
deliver effectively.

Key Themes & Progress to Date:

 Ensure that we have the right structures in place support our vision
                                                       21
   Lack of understanding of the structures of the organisation with external partners
   As structures change we need to ensure that staff roles and responsibilities are reflective of
    changes and be clear about levels of authority and accountability
   Ensure that the PEC is developed both on an individual basis and as a whole to ensure it drives
    forward commissioning work of PCT
   Ensure clarity around the role and function of provider services and their relationships within the
    PCT
   Understand the implications of Transforming Community Services ensuring that appropriate
    structures are put in place.

              Progress
              Completed a capacity review of the Corporate Functions
              Improved internal & external communication systems
              Reviewed the structures of PEC and commenced
              implementation of the recommended changes
              Undertaken an options appraisal for provider services
              Undertaken a review of the implications of Transforming
              Community Services and made recommendations to the
              board
              Reviewed & realigned Director portfolios
              Reviewed and realigned Clinical Leadership Structure
              Implemented a People & Organisational Development group
              to facilitate the implementation of the OD and underpinning
              strategies.


  Key Activities for 2010 and beyond - TBC


    Key Activity                                                        Director
                                                                        Lead
    Enhance communications function to ensure that key
    messages upwards and downwards are clearer
    Progress the separation of provider services
    Introduce a comprehensive development programme
    tailored to the needs of the appointed Clinical Leads




5.6. Systems (Governance & Business Processes)

  5.6.1. Current Position & Progress

  To meet the new challenges of the NHS, services must be commissioned and provided
  around the needs and choices of patients. Modern NHS organisations need to be service
  driven and their systems formed to support this.




                                               22
  As part of the OD process for the PCT in its endeavours towards becoming a world class
  commissioner, further review of the committee structures continues, building on feedback
  from the Kings Fund Burdett project and as part of the ongoing Board Development
  Programme to ensure that the Board and key committees are effective and work in ways to
  enable us to achieve our vision. Work continues to develop, revise and review governance
  processes, this will move further forward with the development of the provider services
  function.

  We have to ensure that all our governance and business processes are fit for purpose and
  continually reviewed in light of national policy change and local development.

  Key Themes & Progress to Date:

   Ensure clarity and transparency of governance arrangements with provider organisations
   Ensure board reports/processes clearly link to the delivery of WCC competencies
   The need for workforce planning to be embedded in the core business processes of the
    organisation

             Progress
             Review and revise governance processes to facilitate
             transparency between the PCT and it‟s providers
             Review and amend board reporting and recording processes.
             Undertake health economy wide partnership working,
             developing clinical pathways and community based
             programmes.
             Developed Workforce Strategy
             Reviewed the structure and responsibilities of the Governance
             committee, now refocused as the Quality & Safety Committee

  Key Activities for 2010 and beyond - TBC


        Key Activity                                                    Director
                                                                        Lead
        Recognise the different perspectives on, and awareness
        of, Trust policies and practice by different occupational
        groups and take specific action to improve awareness
        among key groups

        Streamline and improve efficiency of governance
        processes by better meeting documentation standards




5.7. Style (Leadership & Management Development)

  5.7.1. Current Position & Progress to date

  Leadership at all levels within our organisation is the key resource to the delivery of our
  vision and strategic priorities. Effective leaders create a climate of optimism and
  determination to enable the achievement of our organisational excellence.
                                               23
We recognise the challenge that we have to manage the development and growth of the
talent, capacity, knowledge and skill of our staff to ensure that we lead and manage our
organisation effectively.

Clinical leaders are well placed to lead the business of caring on behalf of the board. As our
focus is directed at becoming a world class commissioner, we require clinical leaders to
engage with the commissioning processes both directly and indirectly. Tomorrow‟s clinical
leaders need more than just clinical expertise. We expect our leaders to succeed in an
increasingly challenging environment and we are committed to ensuring that they develop
an extensive range of skills and competencies to operate effectively in an ever changing
and demanding healthcare environment.

We have ensured that our clinical leaders have been through a selection process to assess
their core competencies and have objectives which mean they are working to achieve the
health outcomes from within the operating framework for the NHS. They need further
development and have access to a pick list of selected programmes which are available.
Clinicians are already taking part in Royal College and NHS West Midlands programmes of
development. As referenced earlier in the structures element of this document we have
introduced a new clinical leadership structure which provides a strong and robust
framework for clinical leadership. It put‟s clinicians at the heart of our business. See Fig 7.

                                       NHS Dudley Proposed Clinical Leadership Structure Nov 2009
     Corporate Clinical
 Leadership and advice to
          the Board
         PEC Chair **                                                                                  STRATEGIC
       Cluster Chairs **
      Medical Director **
      Nurse Executive **
                                                                                                        CLINICAL
  Director of Public Health
   Professional Executive
                                                                                                         VISION
      Committee (PEC)
 Clinical Advisors eg. p/care




                                                                                                                                                                   Quality, Safety,
  Strategic Functions not
   posts. Led by clinical                                                                                                                                          Innovation and                         Clusters Locality
   executive and cluster                              Staying Healthy                                        Effective care                                                                                  Focus for
           chairs
                                                                                                                                                                       Patient                                delivery

                                                                                                                                                                     experience


                                                                                             Care in the                                                      Clinical
                                                                        Mental health                                                                                                                               Medicines
                                                                                             appropriate          Planned care         Urgent care          knowledge      Patient safety
                                      Obesity**            Alcohol **     and well                                                                                                            Innovation **        management
    Clinical Leads for                                                                      setting / LTC              **                  **             management             **
                                                                          being **                                                                                                                                 and safety **
 Goals/ programme areas                                                                           **                                                      (Including IT)


                                                   Systematic
                                                  and targeted
                                                  prevention **
                                                                                                                                                                            ** denotes proposed PEC
                                                                                                                                                                                    members
                                                                                    End of Life               CVD                 Stroke             Neurology
  Clinical leads for LITS /
 specific programmes with                                                                                                                                                     Please note the LITs will
  leadership from cluster                                                                                                                                                     be subject to review
            chairs
                                                                                        Cancer          Respiratory              Diabetes        Older People




                                                                                                            Primary care commissioning clinical lead

                                                                                                                      Learning Disabilities

                                                                                                                 Children and Young people **

                                PBC Cluster clinical leads identified for and specific to prioritised service re-design initiatives / defined projects



Figure 7 – Clinical Leadership Structure.

Leadership can be defined as a process by which a person influences others to accomplish
an objective and directs an organisation in a way that makes it more cohesive and
coherent. Leaders carry out this process by applying their leadership attributes, such as
beliefs, values, ethics, character, knowledge, and skills. Successful organisations are led by
visible and active leaders.
                                                                                                    24
        Active leadership clearly and continually communicates strategy and priorities throughout
        the organisation so that staff know where to focus and how to plan. It happens at all levels.

        It could be argued that leadership is a process that is similar to management in many ways.
        It involves influence, working with people, effective goal accomplishment as does
        management. It is also different in that the primary functions of management are planning,
        organising, staffing and controlling.

        Whilst there are clear differences between management and leadership, they do overlap.
        When managers are involved in influencing they are involved in leadership. When leaders
        are involved in planning they are involved in management. Leadership is now a
        fundamental part of management. But people who are not nominally managers may also
        function as leaders, influencing others (even if in an informal manner) by their personalities
        and behaviours.


        It is useful to distinguish three levels of leadership, as follows:

                 Front-line or team leadership - in which one person (the leader) is responsible for
                  creating specific outcomes usually within a given timescale and with given resources
                  through their own actions and those of their immediate followers (see our factsheet on
                  line managers' HR role for further information and the qualities and skills line managers
                  need).
                 Operational leadership - which is to do with day-to-day operations within the
                  organisation and is a major determinant of its culture and climate.
                 Strategic leadership - about „big picture‟ issues such as change, vision, translating that
                  vision into purpose, effective communication, and the behaviour of the CEO and senior
                  management team (also see below).




Levels of leadership. Taken from: Developing effective leadership skills4

        To date, we have, focused on a variety of areas of development which will contribute to our
        overall leadership and management development. These include:


4
 POTTER, J. and HOOPER, A. (2005) Developing strategic leadership skills: developing a strategic approach at all levels.
London: Chartered Institute of Personnel and Development.
                                                          25
      Participation in a WCC development programme
      Look Out Not Up Programme
      Board Development
      Board function and strategic leadership
      Public Engagement methodology
      Transformational leadership skills
      Clinical leadership development
      Talent management
      Enabling innovation
      Reputation management
      Social marketing
      Market Management
      Contracting & Commissioning
      Workforce Planning
      Presentation skills

These, in line with local priorities and the Regional Strategic Framework Investing in
Leadership, have been further developed and incorporated into the organisational wide
Talent & Leadership Strategy (Appendix 4). We have in place our Leadership &
Management Development programmes which are targeted at first line managers and are
aimed at staff who have demonstrated potential.

Board Development

The aim of the PCT board development programme has been to ensure that the whole
board is able to take control of the local commissioning agenda and that all board members
understand their role, have the skills that they need to undertake this and are empowered to
behave corporately and collectively in order to achieve improvements in health outcomes.
The need for board development was supported and reinforced as part of the panel
feedback from the last World Class Commissioning assurance process.

The programme of development will support the board to drive the PCT‟s strategy forward
and ensure that the board members have a sound grip on the key issues facing the
organisation. It focuses around the themes illustrated in Fig 5, below:




                                         26
Figure 5 - Board Development Key Themes



To date and as part of their ongoing development, the board have participated in a series of
activities, which includes:

      Comprehensive diagnostic process
      Strategic planning engagement and prioritisation workshops
      Advanced negotiation skills in partnership with our acute provider foundation trust
      Board to Board development workshops with acute provider
      Governance & Legal Responsibilities workshop
      Review and evaluation of Board Meetings as part of the Kings Fund Burdett
       programme reviewing the board‟s engagement in quality review.

The strategic planning workshops have offered the board and in particular the Non
Executive Directors the opportunity to effectively engage with clinicians; local GP‟s, and key
stakeholders to evaluate the effectiveness of our commissioning plan‟s; review and
prioritise strategic goals using various tools/processes and consider investment and
disinvestment priorities.


Key Themes & Progress:

    Clarity around the organisations approach to leadership development
    Further develop our leadership strategy to ensure that it aligns with our values and approach
     is set in good role models and is top down
    Build on existing systems to grow and nurture individual, team, organisational capacity,
     talent, knowledge & skill
    Leadership and positive role modelling must be a top down strategy
    Agree our ongoing approach to clinical leadership and relevant development




                                           27
              Progress
              Produced a Talent & Leadership development strategy
              Embarked on a comprehensive programme of Board
              Development
              Introduced a Developing our Talent programme for middle
              managers
              Introduced regular leadership events for Senior Managers
              Supported 3 senior staff on the Aspiring Directors Programme
              Maximised opportunity to lead the local health economy e.g.
              Dudley Community Partnership Board

   Key Activities for 2010 and beyond TBC


         Key Activity                                                    Director
                                                                         Lead
         To agree and appoint to the Clinical Leadership Structure
         To identify and support aspiring directors on to the SHA
         programme
         Take specific actions to ensure that staff feel more valued
         in what they do and that their work is important

         To develop the board to be more outward facing in the
         delivery of its responsibilities for the health economy
         Introduce a comprehensive development programme
         tailored to the needs of the appointed Clinical Leads
         Implement the actions outlined in the Talent & Leadership
         strategy

5.8. Skills (Learning, Development & Talent)

   5.8.1. Current Position & Progress to Date

   Much has been published about the value of the workforce in relation to the delivery of
   services. The National Lifelong Learning Strategy reinforces the importance of learning and
   personal development for all staff and links this to patient centred care and service
   improvement. It is central to the wider agenda for workforce development in the NHS.

   We are committed to the continuous development of our staff, to ensure that everyone has
   the knowledge, skills and experience necessary to perform their roles to the required level
   of competence, to enable us to deliver our strategic plan and achieve status as a world
   class commissioner. We do and will continue to provide learning opportunities, facilities and
   financial assistance to support this commitment.

   We need to better assess the core skills and competencies of our staff and focus
   development around the critical key areas that will ensure that staff at all levels are able to
   enable us to deliver the key areas of our strategic plan, (e.g. public health promotion, social
   marketing, communication, commissioning, procurement, quality assurance).




                                              28
         We have a robust and comprehensive Learning & Development Strategy, and work closely
         with our Human Resource Business Partners to ensure that this reflects the needs of the
         organisation. this will continue to evolve and develop in line with the implications of WCC,
         changes and development in the organisation.

         The NHS Operating Framework5 states a requirement for PCT‟s to have talent and
         leadership development plans in place by the end of 2009. Alongside this, PCT‟s are
         accountable for building capacity within their own talent and leadership pools to become
         world class and ensure that conditions are in place for talent spotting and development.

         We have developed an NHS Dudley Talent & Leadership Management Strategy which
         serves to outline NHS Dudley‟s approach to Talent and Leadership to support the delivery
         of our aim to become world class. It identifies the priority actions to ensure that talent
         management and leadership are focused on delivery of our organisational development
         priorities. (See Appendix 4)


         Key Themes & Progress:

              Ensure the Learning & Development Strategy best supports the strategic direction of the
               organisation
              Develop better understanding of the skills and competencies of our workforce
              Develop teams, team working and shared leadership
              Ensure we use investment in education & training effectively


                     Progress
                     Developed a Learning & Development Strategy
                     Developed new training programmes and courses
                     appropriate to current and future needs.
                     Specify how future investment requirements will be met, the
                     requirements for investment in in-house training and
                     development resources.
                     Completed an analysis development needs to deliver WCC
                     Competencies
                     Introduced Developing our Talent Programme
                     Developed a Talent & Leadership Management Strategy (See
                     Appendix 4)

         Key Activities for 2010 and beyond TBC


                Key Activity                                                    Director
                                                                                Lead
                Implement the activities outlined in the Talent & Leadership
                Strategy
                Roll out the Developing our Talent programme across the
                commissioning organisation.
                Undertake a review of staff‟s competencies in relation
                WCC

5
    NHS England Operating Framework 2009/2010 – DH 2009
                                                     29
          Undertake comprehensive Training needs analysis of staff
          using PDP‟s; staff survey and other feedback




5.9. Staff (Workforce Capacity & Capability)

   5.9.1. Current Position & Progress to Date


   We need to ensure that we have sufficient workforce capacity (the skills, knowledge,
   experience, intelligence, value and competence) and workforce capability (the effective
   utilisation of skills, knowledge and competencies) and sustainability (the ability and agility
   to adapt learn and work across new organisational boundaries). This will allow us to deliver
   patient centred care.

   In line with policy we need to shift from the use of workforce numbers in isolation to
   integrated service planning, which focuses on:

         Integration
         Patient centred care
         Roles defined by client/service need not bound by professions
         Using competencies and skills
         Developing a flexible adaptive workforce
         Promoting different ways of working

   It is reasonable to state that no one has ever been totally successful at either strategic or
   operational workforce planning. We recognise that within the PCT this is an issue that we
   need to address.

   Looking after the health and well being of the local community means making sure we have
   the right teams in place, properly supported and equipped to deliver the best possible care.
   Across the wider organisation we need to ensure that all staff are working to their level and
   are reaching their full potential. This applies not only to the staff employed directly by the
   PCT but also requires effective working with our partners to ensure that we have a fully
   skilled and competent workforce.

   We are committed to the development of a comprehensive workforce strategy and
   acknowledge the need to improve the capability and capacity of our organisation to ensure
   that effective workforce planning and transformation are reflected in our commissioning and
   service redesign decisions.

   This will involve ensuring that we better understand our internal workforce, local labour
   market and population demographics; have qualitative and quantitative workforce supply
   and demand models for our health economy and engage with our local authority partners,
   education providers and others to influence the workforce providing our care services. In
   addition link with other key regional strategic workforce initiatives (e.g. 2010), which will
   have an impact on workforce.

                                              30
    Key Themes & Progress

         There are clear gaps in the information that we have about our current workforce
         We need to better understand the local labour market and our workforce supply and demand
         We need to engage with our local authority partners and education providers
         We need to engage with the Black Country Locality Board and SHA to ensure understanding
          of the role of PCT commissioners in Workforce Planning & Education Commissioning
         We need to clarify the relationship between commissioner & provider within the context of
          workforce planning

                Progress
                Developed a Workforce Strategy
                Established a programme to take forward joint working with
                Local Authority to develop economy wide workforce planning
                Developed SLA with HR provider services ensuring standards
                of workforce information & services are clear
                Engaged effectively with Black Country Locality Board & SHA
                Took the lead in the health economy workforce planning
                process
                Identified & supported commissioners to undertake
                development & training in Workforce Planning.
                Commissioned a labour market analysis
                Commenced a joint workforce transformation programme of
                work across the Black Country PCT network
                Participating in the national apprenticeship scheme to support
                the development within the local population

    Key Activities for 2010 and beyond TBC


            Key Activity                                                  Director
                                                                          Lead
            Implement the actions arising out of the Integrated
            Workforce Strategy
            Develop a robust framework of engagement to take
            forward health economy workforce planning
            Work with commissioners and contract monitoring teams to
            ensure that workforce metrics are a fundamental part of
            contract development and performance monitoring




5.10.       Shared Values (Culture, Purpose & Belief)

    5.10.1.        Current Position & Progress to Date
-
    Organisational culture can be described as the specific collection of values and norms that
    are shared by people and groups in an organisation and that control the way they interact
    with each other and with stakeholders outside the organisation.


                                               31
There is no doubt that the modernisation and development of our services involves some
significant cultural change. Indeed, such change has been heralded as „an essential part of
transformation‟ of the NHS.

We have worked extensively to ensure that our core values are embedded in the
organisation, we have achieved this by developing a clear and compelling vision of how we
will deliver our services and communicating that widely to our patients, staff, partners and
stakeholders. We have developed a Communication and Engagement strategy which lays
down how we are and will continue to build strong relationships with our stakeholders,
patients, carers and public (community engagement) to gather their views and understand
our audiences (social marketing) in order to develop and target the messages
(communications).

To date there is clear evidence that the overall vision and values have been well
communicated and are understood. We recognise that there is still more to do in truly
ensuring that these values are embedded in the organisation and are having a direct impact
on the services that we provide.

It is proposed that through a framework of partnership working we bring together and
develop a staff engagement framework linked to staff development. Facilitating a
programme of progressive staff engagement and programmes of development aimed at
supporting the organisation to become a World Class Commissioner of healthcare services
for Dudley.

Key Themes & Progress to Date:

 Help translate the vision and values into operational impact in both the commissioning and
  provider arms of the organisation
 Ensure that values are consistently promoted; understood and modelled by all
 To clarify how provider services will work within the overarching PCT

            Progress
            Undertaken a review of internal communications &
            engagement to inform a development
            Developed a Staff Engagement Strategy
            Build an open and responsive culture
            Created a People & Organisational Development Group

Key Activities for 2010 and beyond

  Key Activity                                                   Director
                                                                 Lead
  Implement staff engagement strategy
  Tell staff how they are doing: give them feedback




                                          32
Section 4 – Achieving Our Priorities
6. Organisational Development Priorities

This needs reviewing and completing once the overall strategic plan is drafted and
should pick up on the key developments arising out of the changes.

Quality
Innovation
Productivity
Prevention


7. Underpinning/Overarching Strategies & Plans

This Organisational Development Strategy translates our vision, values and strategic priorities into
a framework of development designed to enable us to become a flexible, integrated and
professional organisation equipped to meet the competencies set out in „World Class
Commissioning‟.

In recognition it acknowledges that there are a number of underpinning and overarching Strategies
and Plans which will enable us to successfully deliver our vision „to improve the health and well
being of our local community’, these are:



      Learning & Development Strategy                 Communications & Engagement Strategy

      Talent & Leadership Strategy                    Social Marketing Strategy

      Workforce Strategy                              Staff Survey Action Plan

      Information Technology Strategy                 Primary Care Strategy

      5 Year Financial Plan                           Estates Strategy

      Commissioning Strategy                          Strategic Plan




8. Governance & Risks

   8.1. Lines of responsibility & accountability

   The Chief Executive is the executive lead for the OD plan, supported by the Director of
   Strategy & Innovation.

   An action plan for this strategy is being developed by the People & Organisational
   Development Group, which has senior representatives from across the organisation and is
   chaired by the Director of Strategy & Innovation.

                                                 33
   The plan will identify specific activities to be undertaken with nominated leads and milestones
   for delivery, which include measurable outcomes.

   The action plan will be reviewed on a quarterly basis by the Quality & Safety Committee and a
   six monthly report will go to the Board. This will ensure progress is being made and will
   evaluate whether the outcomes of the OD plan support the delivery of our Strategic
   Commissioning Plan.

   8.2. Reporting structure

   The People and Organisational Development Group is accountable to the Quality & Safety
   Committee which reports to the board.



9. Delivering the Plan 2009 - 2013

   9.1. Summary of key themes for the ongoing development plan


       Strategy                         Themes of Work                    Broad
                                                                          Timescales




operational impact in both the

   9.2. Timescales for Delivery




                                                34
   The PCT Chair, Chief Executive, and PEC Chair will lead the OD plan. In order to transform
   the OD Strategy into approved actions a planned programme of activities is underway as
   follows:


      Phase Action                                                   Timescales




   9.3. Resources

   An assessment of additional internal resources to support development initiatives will be
   undertaken. In addition some funds are available and accessed from the Strategic Health
   Authority, Workforce Deanery and the Black Country Workforce Locality Stakeholder Board,
   via a process of core education contracts and individual bids.


10.    Measuring Success
We will know that we have been successful when we have demonstrated that we have delivered
the PCT‟s strategic, operating and financial objectives and have demonstrated that we are
consistently performing to a world class standard.




                                              35
                                                Strategic Plan Framework                                                                                                                                                     Appendix 1



                                          TABLE 3 – STRATEGIC PLAN FRAMEWORK




                                                                                                                                                                                              Social Marketing and
  VISION                       TO IMPROVE THE HEALTH AND WELL BEING OF OUR LOCAL COMMUNITY




                                                                                                                                                                                                Communication
                                                                  To become a world class
                To minimise a reliance on
                                                                 commissioner of healthcare
STRATEGIC         health and social care                                                                         To raise the quality of
                                                                 by integrating health needs
OBJECTIVES       services by improving the                                                                         service provision
                                                                   assessment and people
                well being of the population
                                                                         engagement

                   IDENTIFIED FROM HEALTH NEEDS ASSESSMENTS AND GAPS IN SERVICE PERFORMANCE




                                                                                                                                                                                               Patient and Public
                                                                                                                                                                 ORGANISATIONAL DEVELOPMENT



                                                                                                                                                                                                 Engagement
                1. TACKLING OBESITY                                5. CARE AT THE
                                                                   APPROPRIATE                                 8. IMPROVING PATIENT
                                                                   SETTING (all care                           SAFETY AND OUTCOMES
                                                                   programmes linked to
                2. REDUCING ALCOHOL                                planned care and




                                                                                                                                           ENABLING STRATEGIES
                MISUSE                                             primary care strategy




                                               STAYING HEALTHY
    KEY GOALS




                                                                                               MODEL OF CARE
                                                                                                               9. IMPROVING PATIENT
                                                                                                               EXPERIENCE




                                                                                                                                                                                                    Information Technology
                3. IMPROVING MENTAL
                HEALTH AND WELL                                    6. IMPROVING OUR
                BEING                                              URGENT CARE
                                                                   SERVICES                                    10. CHAMPIONING
                4. PROVIDING                                                                                   INNOVATION AND
                SYSTEMATIC AND                                     7. MANAGING LONG                            EXCELLENCE
                TARGETED PREVENTION
                                                                   TERM CONDITIONS




                                                                                                                                                                                               Developing the
                                                                                                                                                                                                 Workforce
  CLOSING       REDUCING HEALTH INEQUALITIES: IMPROVING THE HEALTH OF EVERYONE, NO MATTER WHERE THEY
  THE GAP                                     LIVE OR HOW MUCH THEY EARN




                                                                                     36
     Appendix 2




37
                                                                                    Appendix 3




STAFF SURVEY – HEADLINE ACTIONS
    Pick 3 or 4 key issues – as you have.       Prioritise stress at work as possible
     Put the whole weight of the                  damage to health and retention
     organisation behind them                     problems
    Further improve the coverage of             Continue to communicate the Trust’s
     appraisals and PDPs                          strategic vision for the future, so that
    Further increase rate of H&S and IC          staff become active and enthusiastic
     training in specific areas                   promoters of the Trust
    Tell staff how they are doing: give         Enhance communications function to
     them feedback                                ensure that key messages upwards
    Take specific actions to ensure that         and downwards are clearer
     staff feel more valued in what they         Improve awareness of need to report
     do and that their work is important          violence and HBA
    Analyse feedback on near misses,            Recognise the different perspectives
     errors, incidents to minimise alleged        on, and awareness of, Trust policies
     clinical errors                              and practice by different occupational
    Take action to address differential          groups and take specific action to
     performance between                          improve awareness among key groups
     Commissioning and Provider                  Map recommendations against Health
     segments                                     Check, Vital Signs, Pledges to staff in
                                                  NHS Constitution




                                             38
                                               Appendix 4




NHS Dudley



Talent & Leadership
Management Strategy



Great things are accomplished by talented
people who believe they will accomplish them

Warren G Bennis




July 2009




                                                      39
Contents
Key Messages & Associated Risks ................. Error! Bookmark not defined.
 Key Messages ............................................. Error! Bookmark not defined.
 Associated Risks ......................................... Error! Bookmark not defined.
Background .................................................... Error! Bookmark not defined.
Our Vision for Talent & Leadership in NHS Dudley ........ Error! Bookmark not
defined.
Underlying Principles ...................................... Error! Bookmark not defined.
Key Strategic Elements .................................. Error! Bookmark not defined.
Underlying Structures & High Level Focus Assessment of Current StateError!
Bookmark not defined.
Dudley Rising Stars – Success ....................... Error! Bookmark not defined.
Outline Action Plan ......................................... Error! Bookmark not defined.
 Key Activities ............................................... Error! Bookmark not defined.
Our Commitment ............................................ Error! Bookmark not defined.
Resource Implications - TBC .......................... Error! Bookmark not defined.
Recommendations .......................................... Error! Bookmark not defined.




                                                                                     40
Introduction

This document serves to outline NHS Dudley‟s approach to Talent and Leadership to
support the delivery of our aim to become world class. It is one of a number of key
organisational change enabler‟s as identified in our Organisational Development Strategy
(2008) action plan. It identifies the priority actions to ensure that talent management and
leadership are focused on delivery of our organisational development priorities.


Key Messages & Associated Risks

Key Messages
         Our priority is to develop talent management policies, processes and
          interventions focused on ensuring our staff are equipped to meet current and
          future organisational needs

         We need to ensure leadership development activity is aligned and also
          prioritised, targeted and evaluated, within a framework

         We will tailor our learning and development portfolio to ensure it supports the
          development of Commissioning capability

         We will work with the HRBC Training & Development team to make the
          transition from an in-house education and training provider to a learning and
          development consultancy resource to support the delivery of this strategy

         The development of an outline plan to implement the above priorities and
          support other organisational development activity

Associated Risks
         Without a Talent & Leadership Strategy, the organisation will not adopt a
          systematic approach to identifying talent within its workforce for current and
          planned organisational change. Otherwise, the organisation will not be in a
          position to take appropriate, cost effective and timely actions to identify, develop
          and mobilise talent to meet organisational needs.

         The Talent Strategy is an important enabler within the overall Organisational
          Development strategy that is in place for the organisation to deliver and sustain
          World Class Commissioning and become World Class.


Background
The majority of our staff are employed in positions requiring discretionary motivation and
engagement for optimum performance. Employee research has consistently emphasised
the importance of career development and personal growth in driving engagement levels,
and ultimately performance.

NHS reform both in the provision and commissioning of services has highlighted the need
to spot, develop and nurture talent and leadership at all levels. The Next Stage Review
established a shared vision of an NHS that has quality of care at its heart – quality that
spans safety, effectiveness and the patient experience.


                                                                                       41
This has given us a common language, a way of talking about quality across the system,
focussed on improvement for the benefit of patients and service users. Making change
actually happen takes leadership.

High Quality Care for All6 recognised that there are many routes to excellent leadership
and identified core elements essential for those leading change to be clear about, to
inspire teams to go beyond traditional boundaries for patients.

Inspiring Leadership for Quality: The Approach 7 has highlighted the need for all NHS
leaders to apply the following principles when leading change; this is further demonstrated
in the graphic below:

       Co-production - means that all parts of the system need to work together on
       shaping and implementing change, engaging people across the system to work
       together to make change happen.
       Subsidiarity – ensuring that decisions are made at the right level of the system,
       which means as close to the patient as possible.
       Clinical ownership and leadership – clinical leadership needs to be a part of
       everything we do, we will need a system where leaders demonstrate the change
       principles through what we do, not just what we say.
       Systems alignment – achieving complex cultural changes, such as making quality
       our organising principle, requires us all to pull in the same direction.




The NHS Operating Framework8 states a requirement to have talent and leadership
development plans in place by the end of 2009. Alongside this, PCT‟s are accountable for
building capacity within their own talent and leadership pools to become world class and
ensure that conditions are in place for talent spotting and development.


6
  High Quality Care for All DH
7
  Inspiring Leaders – leadership for quality DH 2009
8
  NHS England Operating Framework 2009/2010 – DH 2009


                                                                                     42
The Strategic Health Authority have recently launched their Talent & Leadership plan
which outlines a regional approach to the identification of senior talent They will provide a
strategic overview and drive a strong culture on leadership with a particular emphasis on
Executive Leadership development and succession. Their aim is to have a pool of
exceptionally talented leaders and to improve the overall quality and quantity of leaders in
the next 3-5 years.

No one should underestimate the scales of this challenge.

Our Vision for Talent & Leadership in NHS Dudley

NHS Dudley is committed to a talent management and leadership approach that reflects
our values and supports the national and regional9 talent and leadership management
objectives, as appropriate. We will therefore aim to:

          recognising that everyone has talent
          play our part in helping the NHS to be „spoilt for choice‟
          encourage everyone to spot talent
          encourage more clinicians to become leaders
          be reflective of our communities
          be transparent about what is required to progress and support our staff to get there
          be honest and realistic with staff about their potential
          enable NHS Dudley to be as focused on this talent and leadership development, as
          on our finances and clinical outcomes

Leadership at all levels within our organisation is the key resource to the delivery of our
vision and strategic priorities. Effective leaders create a climate of optimism and
determination to enable the achievement of our organisational excellence. We recognise
the challenge that we have to manage the development and growth of the talent, capacity,
knowledge and skill of our staff to ensure that we lead and manage our organisation
effectively.

Clinical leaders are well placed to lead the business of caring on behalf of the board. We
require clinical leaders to engage with the commissioning processes both directly and
indirectly. Tomorrows clinical leaders need more than just clinical expertise. We expect our
leaders to succeed in an increasingly challenging environment and we are committed to
ensuring that they develop an extensive range of skills and competencies to operate
effectively in an ever changing and demanding healthcare environment.

Leadership can be defined as a process by which a person influences others to
accomplish an objective and directs an organisation in a way that makes it more cohesive
and coherent. Leaders carry out this process by applying their leadership attributes, such
as beliefs, values, ethics, character, knowledge, and skills. Successful organisations are
led by visible and active leaders.

Active leadership clearly and continually communicates strategy and priorities throughout
the organisation so that staff know where to focus and how to plan. It happens at all levels.



9
    Investing for Talent & Leadership NHS West Midlands 2008


                                                                                        43
It could be argued that leadership is a process that is similar to management in many
ways. It involves influence, working with people, effective goal accomplishment as does
management. It is also different in that the primary functions of management are planning,
organising, staffing and controlling.

Whilst there are clear differences between management and leadership, they do overlap.
When managers are involved in influencing they are involved in leadership. When leaders
are involved in planning they are involved in management. Leadership is now a
fundamental part of management. But people who are not nominally managers may also
function as leaders, influencing others (even if in an informal manner) by their personalities
and behaviours.

It is useful to distinguish three levels of leadership, as follows:

      Front-line or team leadership - in which one person (the leader) is responsible for
       creating specific outcomes usually within a given timescale and with given resources
       through their own actions and those of their immediate followers (see our factsheet on line
       managers' HR role for further information and the qualities and skills line managers need).
      Operational leadership - which is to do with day-to-day operations within the organisation
       and is a major determinant of its culture and climate.
      Strategic leadership - about „big picture‟ issues such as change, vision, translating that
       vision into purpose, effective communication, and the behaviour of the CEO and senior
       management team (see below).




                Levels of leadership. Taken from: Developing effective leadership skills10


Underlying Principles

         The overall approach to talent management and leadership development will be
         based on and support our organisational values
         Development of talent and leadership will ultimately benefit the wider NHS rather
         than just for local benefit

10
   POTTER, J. and HOOPER, A. (2005) Developing strategic leadership skills: developing a strategic approach at
all levels. London: Chartered Institute of Personnel and Development.


                                                                                                     44
      The processes involved will be open and transparent
      There will be equality of access to all staff and the process will not be elitist or
      exclusive
      The process will be underpinned by integrity and honesty
      There is an underlying commitment to working collaboratively, in partnership with
      the SHA and partners, across the region, on joint leadership development initiatives
      as appropriate
      NHS Dudley is committed to develop the potential of all staff at all levels. All staff
      will be valued and supported in continuing to develop. The PDR process is a key
      enabler to deliver this commitment
      We recognise the need to focus on succession planning for key roles which are
      particularly critical to the success of the organisation and to achieving our vision
      and goals, this includes our future clinical and non clinical leaders, and this is the
      main focus of this strategy
      We recognise that upwards progression is not what everyone wants and that some
      role stability within the organisation is very valuable, we are therefore committed to
      encourage people, through the PDR process, to develop their skills in their existing
      or horizontal moves/roles and to continue to reflect and learn.
      It is a key role of all managers and supervisors and particularly Board members and
      senior managers to stimulate, spot, nurture and develop talent.

We understand that our leaders will need to work in different ways if they are to help
create and foster a culture of continuous improvement, based on local patient and
community needs. Aligned to this is the importance of managing talent, attracting new
talent to the organisation and ensuring that leadership development is embedded into our
organisation development initiatives in order for NHS Dudley to be a successful World
Class Commissioner.

We recognise that we are competing with other NHS organisations, often in a restricted
market and pool of individuals with the expert skills we will require over the coming years.
To ensure that we are attractive as an employer of choice and can compete effectively we
need to demonstrate our commitment in managing and retaining talent at all levels of the
organisation.

In addition we are committed to ensuring that we have a clear leadership development
programme for aspiring future leaders of the NHS to provide opportunity for career
development within our organisation and the opportunity for staff to participate in West
Midlands wide leadership development programmes.


Key Strategic Elements

The areas identified below are those, which will form the work plan for the ongoing
development of talent and leadership within the PCT.

      –   Building on Previous Work
      –   Developing an empowering culture
      –   Develop systems for identifying talent (based on performance review and
          assessment of potential and ambition)
      –   Review the policies & processes that support talent management and leadership
          development
      –   Develop systems for effective succession planning


                                                                                      45
          –   Supporting and developing potential
          –   Talent tracking & succession planning
          –   Mapping local leadership opportunities & interventions (See attached Appendix
              1)


Underlying Structures & High Level Focus Assessment of Current State

DH Guidance11 identifies a number of measures that need to be in place to ensure
organisational readiness for the successful implementation of talent management and
leadership change. An initial overview assessment of our current state against these
measures is shown at Appendix 2 of this document and will be addressed in action plans
to support the full strategy. A more detailed perspective below:

         Given the backdrop of organisational change, the separation of commissioning and
          provider services and World Class Commissioning, talent management has
          perhaps not had the level of focus that it needs.

         The absence of a clearly articulated and owned talent management strategy,
          together with clearly defined talent pools and succession plans

         Low levels of confidence and engagement across key management and other
          audiences

         The lack of systems, measurement and processes needed to facilitate potential
          identification and fulfilment

         Some learning and development activity has occurred within directorates, often
          perpetuating a functional focus.

         The Performance and Development Review Process is working more effectively,
          although the outputs need to be used to identify cross functional needs and
          interventions.

         Line Management capability at all levels, in identifying and developing talented
          individuals, is variable. Coaching and mentoring skills whether formal or informal
          are not widespread.

         Succession planning activity needs to be put in place, recognising the need to
          invest time and resources in individuals at all levels with high capability and/or
          potential. There is currently not a robust succession planning mechanism for PEC
          or the PBC Community.

         There is currently no consistent approach to identifying talented people based upon
          a shared understanding of concepts such as „high potential‟ or „emerging leaders‟.
          Sometimes views on individuals are less evidence-based and more „gut feel‟.

         There is lack information on potential career and development pathways – within
          specialist functions, cross-functionally, and across other organisations in the NHS
          and related sectors. We need to encourage movement between the clinical and
          non-clinical communities.
11
     Inspiring Leaders – Leadership for Quality - DH 2009


                                                                                        46
      We would benefit from capturing data on individual‟s career aspirations and use
       mechanisms such as shadowing, project opportunities, action learning and
       secondments to support individuals in their careers.

      We need to ensure that individuals in junior roles are encouraged to undertake
       learning and development opportunities.


Dudley Rising Stars – Success

To date we have successfully enabled all but two of our directors to undertake the SHA‟s
Aspiring Chief Executives programme. We have a high level of talent at our sub director
level and have two staff on the Aspiring Directors programme for 2009, two identified for
2010 and a waiting list of others who are or will be ready to undertake soon.

Our CEO has been participating in a Black & Minority Ethnic Aspiring Directors programme
as a mentor to participants. Because of this programme, one of our senior clinical staff
commended a secondment at the Department of Health for 2 days a month to facilitate
this work nationally.

We have been impressed with the talent we have uncovered as part of the recruitment to
our in-house Developing our Talent programme and continue to recruit to future cohorts.


Outline Action Plan

Attached at Appendix 3 is an outline action plan to enable delivery of the key elements of
this work.

Key Activities
       The key activities to underpin this strategy are:

       1. To equip managers at all levels with the skills and knowledge they need to:
             a) recognise potential when they see it
             b) facilitate its fulfilment through providing access to appropriate
                developmental coaching and mentoring

       2. To engage the organisation in talent management activity creating confidence in
          the future direction of the organisation and motivating our best people to commit
          to NHS Dudley and maximise their personal and professional development

       3. To undertake the SHA Talent Mapping process to produce a comprehensive
          talent dashboard for the organisation


       4. To lead the implementation of the Talent & Leadership Strategy and the creation
          of clearly defined talent pools and succession plans across the organisation

       5. Over the next 12 months we will identify key roles in each Directorate which are
          critical to the success of our organisation in becoming a WCC and map this pool
          of talent



                                                                                     47
      6. We do not have a robust process for identifying talent who are „ready now‟ at
         Deputy Director or Head level. Over the next 1-2 years we will concentrate our
         focus on this pool of emerging and developing talent to ensure we have potential
         successors

      7. We will monitor and develop our talent pipeline over the next 2-3 years at Chief
         Executive and Director level from those at the developing and emerging talent
         stage

      8. We will review our succession management processes and implement a robust
         system for identifying and monitoring progress

      9. We will review the performance and aspirations of those identified at the not
         ready stage and implement our proposed framework to increase our overall pool
         of talent over the next 5 years

      10. We will conduct an annual review of our talent pools and evaluate our findings
          by critical analysis ensuring consistency of talent and leadership identification
          criteria


Our Commitment

We are committed to ensuring that over the next five years we will action the following as
part of a framework to enable talent and leadership development within NHS Dudley:

      Talent pools

          –   We will identify and target keys roles within NHS Dudley and determine how
              current Leadership and Talent initiatives map into these roles.

          –   We will identify and use a suitable Talent Mapping tool to support the
              creation of this pipeline of talent

          –   We will develop more local NHS leaders from a greater diversity of
              backgrounds and experiences and will encourage participation on Breaking
              Through, Leadership Programmes.

      Appraisals and Development

          –   We will ensure that annual appraisal policy and practice addresses talent
              spotting and development.

          –   We will continually monitor and review all staff appraisals to ensure that
              talent management is recognised.

          –   We will ensure that the Dudley wide Leadership development programmes
              are available to our aspiring leaders.

          –   We will identify how best to encourage talent identification at all levels of the
              organisation as part of „business as usual activities‟.



                                                                                         48
     Leading by Example

         –   We will ensure all leaders are aware of their responsibilities around talent
             management

         –   We will implement systems and processes to effectively recognise and
             reward „excellence in leadership and practice‟.

         –   Investigate a number of creative solutions to develop talent to support the
             organisations style of cross organisational working, sharing skills and
             capabilities by offering shadowing, secondment opportunities.

         –   Investigate the opportunity to „swap‟ roles with another talented person in a
             different organisation.

     Leadership Development moving forward

         –   Further develop the competency-based Leadership framework to serve as a
             basis for specifying, developing and aligning leadership development
             interventions. (See attached Appendix 1)

         –   Evaluate the value of a phased roll out of 360-degree feedback to key
             managers & leaders within the organisation.

         –   Evaluate the benefit of introducing a formal system for coaching & mentoring
             for key staff

         –   Support the planned PBC Development Framework activity to ensure that
             the concept of Clinical Leadership is defined for application to future
             development and succession activities.

         –   Identify and prioritise groups for targeted leadership interventions and
             undertake a Needs Analysis to inform planned development activity.

     System Wide Priorities

         –   Promote NHS Dudley‟s clinical vision and aspirations to make significant
             positive health outcomes for our population.

         –   Lead, develop and re-energise the PBC and partnership agendas.

         –   Develop and support of the clinical and managerial talent necessary to lead
             the world class commissioning agenda.


Resource Implications - TBC


Recommendations

  The Board is invited to:




                                                                                        49
–   endorse the positioning of this strategy in directly supporting delivery of the
    Organisational Development Strategy and World Class Commissioning and
    aligning with the national framework Leadership for Quality.

–   note the key messages and associated risks

–   recognise the potential resource implications




                                                                                 50
                                                                                                                                                           Appendix 1
                                                                                                                                                            DRAFT


                                                    NHS Dudley
              Provision of Leadership & Management Development

   CEO



                                         Clinical
Chair PEC &       Chair & NED          Leadership
   NED            Development             SHA

                  Aspiring CEO                                                                                                                             Knowing me
Directors            Talent                                                                                                                                Knowing You
                  Development

                                   Director
                                 Internships
    9
                                                                   (Clinical Team Leadership)
                  SHA Aspiring
                                                Learning to Lead
                    Directors
                  Programme




                                                                                                                                                            Developing our
    8                                                                                           Institute of Leadership & Management



                                                                                                                                                                Talent
    7
                     SHA
                                                                                                                                       (Level 3 - award)




                   Breaking
                   Through
    6
                     BME
                  Programme

    5


    4




                                                                                                                                                                         51
Appendix 2

Underlying Structures & High Level Focus - Draft Assessment

To ensure readiness for talent & leadership planning:




To ensure ongoing success in talent & leadership planning:




                                                              52
                                                               NHS Dudley - Talent & Leadership Outline Action Plan
Appendix 3

                                                                2009        2010                                                                    2011
                                                                Nov   Dec   Jan   Feb   Mar   Apr   May   Jun   Jul   Aug   Sep   Oct   Nov   Dec   Jan   Feb   Mar
    Activity
    Strategic Focus
    –   Identify a board level director with responsibility
        for T&L Planning
    –   Establish links between the T&L plans and
        strategic & operational priorities
    –   Identify and utilise appropriate talent mapping tool
    –   Produce a Talent dashboard
    –   Create talent pools & succession plans for
        identified key roles, review 6 monthly


    Systems & Measurement
    –   Review and improve appraisal process to allow
        greater emphasis on identification of potential
    –   Create clearer definition of „what good looks like‟,
    –   Develop dashboard metrics to inform board &
        EMT to improve decision making


    Skills & Knowledge
    –   Develop & support managers in being able to
        analyse performance & behaviour more effectively
    –   Provide skills based training in development
        planning, coaching, feedback & mentoring
    –   Consider suitable mentoring schemes


    Communication & Engagement
    –   Develop communication plan owned at board
        level
    –   Create guidelines for managers to have
        constructive conversations about development
    –   Make key links to staff engagement strategy
    –   Consider options for effective engagement re T&L

				
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