Why waste a good crisis?

Size: px
Start display at page:

Download "Why waste a good crisis?"

Transcription

1 Why waste a good crisis? A framework for performance and talent management delivering revalidation Dr Jonathan Fielden Chief Medical Officer Royal Berkshire NHS Foundation Trust Challenges & opportunities 2010: Responding to concerns about practitioner performance NCAS Annual Conference Tuesday 30 March 2010 London Summary Where we are Components of talent management Tools available Challenges and opportunities 1

2 Rule No 1 Never allow a crisis to go to waste They are opportunities to deliver key changes Rahm Emmanuel Starter for 10 view of the journey Some key outcomes key illnesses throughput capacity health priorities waiting times financial stability quality, safety patient experience 18 weeks credibility health & well-being equity joined up care Self-sustaining Health Transforming care system SERVICE Journey Growth, Expansion & Delivering the Basics Reconfiguring Service Delivery Financial Stabilisation Local Capability & Self-improvement Breakthrough & Innovation Social Movements Co-creation REFORM Journey Centre s LEADERSHIP Journey Targets & Performance Management Target setter + Performance manager + Delivery leader Technical Leadership SHA/PCT/Trusts Choice & Providers Commissioning Connecting for Health Adaptive Leadership Regulator + National Standards + System leader 2

3 Some potential mechanisms to promote quality improvement Patient choice Information for choice Commissioning esp PBC & pathway redesign Quality requirements in contracts NICE guidance + NSFs providing advice for commissioners DEMAND SIDE REFORM More choice and a much stronger voice for patients TRANSACTIONAL REFORM Money following the patients, rewarding the best and most efficient providers, giving others the incentive to improve Better quality Better patient experience Better value for money Reduced inequality Payment by Results Developments in PbR eg normative pricing Quality bonus/discount scheme in model contract Other incentives in secondary care eg CGST QOF Frequency and type of clinical & patient experience information SUPPLY SIDE REFORM More diverse providers, with more freedom to innovate and improve services Licensing against core standards of safety and quality Clinical failure regime Performance assessment of providers and commissioners Organisational assessment Professional regulation Clinical networks across commissioners and providers A framework of system management, regulation and decision making which guarantees safety and quality, fairness, equity and value for money SYSTEM MANAGEMENT AND REGULATION Benchmarking and audit Empowering clinical teams Lean thinking & reliability science Provider support eg NIII, CGST Voluntary accreditation Workforce development Professional education/cpd New providers, eg IS, 3rd sector Service reconfiguration Patients trust Traditional social deference is being challenged Public expectations rising Work becoming more complex and demanding greater risk of error Greater emphasis on remediation, rehabilitation and support High profile cases No hiding place Risk based regulation Need for a new system which is able to detect problems early, provide open assurance of competence and good conduct and deal fairly and independently with poor practice and poor behaviour 3

4 Assessment Specialty Doctor Productivity 4

5 Public spending squeezed Percentage real increase Institute for Fiscal Studies Real increase, LH axis Level, RH axis Financial year Percentage of national income Next stage review SHA visions in place Enabling report: High quality Care for all Education, Workforce and Training Leadership Quality NHS constitution Principles and values Legal rights, Pledges and Responsibilities 5

6 Embedding quality Key purposes Example product National Improvement against national priorities Accountability to taxpayers International benchmarking NQB Quality Report Regional Local Team Co production at all levels of the system Subsidiarity Local clinical ownership of indicators Improvement in quality within the region and progress against the regional vision Enable benchmarking Service improvement Board accountability Provider benchmarking Service improvement Team benchmarking for improvement Regional quality measures Services from Quality Observatory Provider quality account Clinical Team quality measure and dashboards Sources of evidence based indicators include Royal Colleges, specialist societies, NHS Information Centre, universities, commercial sector Successful organisations Patient focused Have vision Align their vision with their (senior) staff Value and develop in partnership Have/develop inspirational leadership Forecast and adapt Learn, innovate and improve Know their market Put quality results as their goal 6

7 What is performance management? A process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved'. They go on to stress that it is 'a strategy which relates to every activity of the organisation set in the context of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation. ARMSTRONG, M. and BARON, A. (2004) Managing performance: performance management in action. London: Chartered Institute of Personnel and Development. What is performance management? A effective management of individuals and teams in order to achieve high levels of organisational performance Establishes shared understanding Developing people which will ensure that it is achieved Relates to every activity of the organisation: policies culture style, and communication. ARMSTRONG, M. and BARON, A. (2004) Managing performance: performance management in action. London: Chartered Institute of Personnel and Development. 7

8 What is performance management? A tool to ensure that managers manage effectively know and understand what is expected of them have the skills and ability to deliver on these expectations are supported by the organisation to develop the capacity to meet these expectations are given feedback on their performance have the opportunity to discuss and contribute to individual and team aims and objectives. It is also about ensuring that managers themselves are aware of the impact of their own behaviour on the people they manage and are encouraged to identify and exhibit positive behaviours Talent management The concept of talent management has evolved into a common and essential management practice and what was once solely attached to recruitment now covers a multitude of areas including organisational capability, individual development, performance enhancement and succession planning CANNON, J.A. and MCGEE, R. (2007) Talent management and succession planning. CIPD toolkit. London: Chartered Institute of Personnel and Development 8

9 Why talent manage? Talent management The systematic attraction, identification, development, engagement/ retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/ operationcritical roles Benefits of talent management A successful approach is based on an agreed, organisationwide definition of talent and talent management An agreed narrative is a strong component A proactive, strategic approach to talent management offers considerable organisational benefits in terms of developing a pool of talent as a resource to meet identified needs Support for talent management must flow from those at the very top of an organisation and cascade throughout Engaging line managers from an early stage is critical Talent management can enhance an organisation s image and supports employer branding enhancing employee engagement to improve retention. Processes must be developed to track the performance and progress 9

10 Elements to performance management Performance management 10

11 Appraisal Attribute 1: Maintain your professional performance Attribute 2: Apply knowledge and experience to practice Attribute 3: Knowledge, Skills Keep clear, accurate Performance and legible records Attribute 1: Communicate Communication, effectively Partnership Attribute 2: Teamwork Work constructively with colleagues and delegate Attribute 3: Establish and maintain partnerships with patients Attribute 1: Put into effect systems to protect patients and improve care Attribute 2: Respond to risks to safety Attribute 3: Safety and Quality Protects patients from any risk posed by your health Attribute 1: Show respect Maintaining for patientstrust Attribute 2: Treat patients and colleagues fairly and without discrimination Attribute 3: Act with honesty and integrity 11

12 Job planning and appraisal cycle Clinical excellence awards Appraisal meeting Agreement of personal objectives Local Delivery Plan Annual pay progression Job plan review meeting Business planning and service development Agreement of service objectives (team or individual) 12

13 13

14 Talent management 14

15 ACCEA ADVISORY COMMITTEE on CLINICAL EXCELLENCE AWARDS Guides Applicants eligibility, how to apply Assessors scoring, details on criteria Employers committees & annual reports Nominators ranking processes, citations Award holders reviews, changes of circumstance A competitive scheme All consultants eligible from the beginning of 2 nd year Peer majority on Local Employer based awards committee 2434 national applications for 576 new awards All applications considered by regional sub-committees Some also by national nominating bodies Shortlisted applications from either route considered by Chair and Medical Director 12:Platinum 11:gold 10: silver 9: Bronze Local awards

16 Distribution of CEAs Award Status of Consultants June % 4% 1% 8% 41% No CEA or DP L1-4 + DPs L5-8 L9 + B L A L12 + A+ 38% Talent management 16

17 Normal distribution moving the curve right Framework 17

18 Challenge and success Patient (customer) focused High quality Safe Value Driven Vision for the future 18

National NHS Staff Survey 2012 Action Plan. Previously considered by: Senior Management Team on 22 May 2013

National NHS Staff Survey 2012 Action Plan. Previously considered by: Senior Management Team on 22 May 2013 AGENDA ITEM 2013-4/21 Report to: Trust Board Date of meeting: 7 June 2013 Report title: Responsible Director: Report author: National NHS Staff Survey 2012 Action Plan Executive Director of Operations

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST C EXECUTIVE SUMMARY COUNCIL OF GOVERNORS 2 ND DECEMBER 2014 Subject: Supporting Director: Author: Status 1 NHS England Five Year Forward View A Summary

More information

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management

More information

Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay)

Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Embedding our Values Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Making a Difference Together Here at UCLH we are clinically excellent, consistently in the

More information

University Hospital Birmingham NHS Foundation Trust

University Hospital Birmingham NHS Foundation Trust University Hospital Birmingham NHS Foundation Trust Board of Directors Executive Appointments and Remuneration Committee Terms of Reference (Approved by the Board of Directors 25022010 v2.0/02 2010) Reference

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

More information

Clinical Excellence Awards Non Executive Director Perspective

Clinical Excellence Awards Non Executive Director Perspective Clinical Excellence Awards Non Executive Director Perspective Robert Armstrong. Non Executive Director & Chairman Designate. Wrightington, Wigan & Leigh NHS Foundation Trust Clinical Excellence Awards

More information

Talent management: an overview

Talent management: an overview Homepage > HR Resources > Factsheets > Talent management: an overview Talent management: an overview Revised August 2012 In this factsheet What is talent management? The changing context and business case

More information

JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION

JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION Employing organisation: London Borough Waltham Forest Grade/Salary: 88-98,000 (permanent). Interim Daily Rate 910. Responsible to: Deputy Chief Executive

More information

Good Practice Guidelines for Appraisal

Good Practice Guidelines for Appraisal Good Practice Guidelines for Appraisal Dr Laurence Mynors Wallis Dr David Fearnley February 2010 1 Contents Page Introduction 3 Link between appraisal and revalidation 4 Preparation for the appraisal meeting

More information

High Quality Care for All Measuring for Quality Improvement: the approach

High Quality Care for All Measuring for Quality Improvement: the approach High Quality Care for All Measuring for Quality Improvement: the approach Our vision 1. Improving quality has always been a central motivation for all who work in the NHS. High Quality Care for All, the

More information

To provide a brief summary of results from the 2015 National NHS Staff Survey

To provide a brief summary of results from the 2015 National NHS Staff Survey Meeting / Committee: Trust Board Meeting Date: 31st March 2016 This paper is for: Approval Discussion Information Assurance Title: National NHS Staff Survey Results 2015 Purpose: To provide a brief summary

More information

D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS

D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS D04/ODN/a NHS STANDARD CONTRACT FOR NEUROMUSCULAR OPERATIONAL DELIVERY NETWORKS SCHEDULE 2- THE SERVICES A. SERVICE SPECIFICATIONS Service Specification No. Service Commissioner Lead Provider Lead Period

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

The Power of Shared Decision Making

The Power of Shared Decision Making The Power of Shared Decision Making What is Shared Decision Making Point of Service Decision Making - where staff who perform the work participate in decision making affecting their environment A 30 year

More information

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME

Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME Delivering our Vision 5 Year Programme A Performance Management Framework Tier 1: Strategic goals and objectives RIGHT CARE, RIGHT PLACE, RIGHT TIME To lead in the provision of emergency care; offering

More information

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK

WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WG

More information

STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS

STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS Faculty of Public Health Medicine PUBLIC HEALTH AND Health Development Agency PRIMARY CARE GROUP STATEMENT ON MANAGED PUBLIC HEALTH NETWORKS Public health programmes within a public health service supported

More information

Medical leadership for better patient care: Support for healthcare organisations 2015

Medical leadership for better patient care: Support for healthcare organisations 2015 Medical leadership for better patient care: Support for healthcare organisations 2015 1 Our vision is to see and inspire excellence in medical leadership and drive continuous improvement in health and

More information

Guidance Developing Commissioning Support: Towards Service Excellence was published by the NHS Commissioning Board Authority in February 2012.

Guidance Developing Commissioning Support: Towards Service Excellence was published by the NHS Commissioning Board Authority in February 2012. Commissioning support: Key facts Introduction The setting up of the new clinical commissioning system has given the NHS the opportunity to think about what support clinical commissioners need to more efficiently

More information

1.1 The purpose of this paper is to provide an update on the Make a Difference recognition scheme.

1.1 The purpose of this paper is to provide an update on the Make a Difference recognition scheme. Audit and Assurance Committee Date: 8 October 2014 Item 16: Make a Difference Recognition Scheme This paper will be considered in public 1 Summary 1.1 The purpose of this paper is to provide an update

More information

Date of Trust Board 29 th January 2014. Title of Report Performance Management Strategy - 2013-2016

Date of Trust Board 29 th January 2014. Title of Report Performance Management Strategy - 2013-2016 ENCLOSURE: P Date of Trust Board 29 th January 2014 Title of Report Performance Management Strategy - 2013-2016 Purpose of Report Abstract To set out the Performance Management Strategy of the Trust in

More information

Spire Healthcare Clinical Job Descriptions

Spire Healthcare Clinical Job Descriptions Spire Healthcare Clinical Job Descriptions 1 Job Title / Code Physiotherapy Manager (00145) 2 Reports To Matron / Clinical Services Manager / General Manager 3 Department Spire Hospital 4 Job Purpose To

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

EXECUTIVE SUMMARY. The legal implications have been considered and none have been identified.

EXECUTIVE SUMMARY. The legal implications have been considered and none have been identified. Report to Trust Board Date Tuesday, 1 June 2010 Agenda Number S1 Agenda Item Clinical Governance and Quality Strategy 2010-13 Sponsor Carolyn Mills, / Clinical Governance Lead Prepared by Mandy Kilby,

More information

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2

MEETING OF TRUST BOARD EXECUTIVE SUMMARY AGENDA ITEM 4.2 MEETING OF TRUST BOARD EXECUTIVE SUMMARY TITLE & DATE: AGENDA ITEM 4.2 National NHS Staff Survey and Trust Staff Satisfaction Survey 2013 Action Plan 27 February 2014 This paper is for: Approval x Decision

More information

Nursing Strategic Plan. Fiscal Year 2015. Shaping the Future of UCLA Nursing at Ronald Reagan UCLA Medical Center

Nursing Strategic Plan. Fiscal Year 2015. Shaping the Future of UCLA Nursing at Ronald Reagan UCLA Medical Center Nursing Strategic Plan Fiscal Year 2015 Shaping the Future of UCLA Nursing at Ronald Reagan UCLA Medical Center The strategic plan of the Ronald Reagan UCLA Medical Center Department of Nursing aligns

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Leeds South and East CCG Governing Body Meeting

Leeds South and East CCG Governing Body Meeting PAPER N Agenda Item: GB15/44 FOI Exempt: No Leeds South and East CCG Governing Body Meeting Date of meeting: Thursday 23 rd July 2015 Title: Annual Nursing Report Lead Governing Body Member: Ellie Monkhouse,

More information

CORPORATE MANAGEMENT PLAN

CORPORATE MANAGEMENT PLAN CORPORATE MANAGEMENT PLAN INTRODUCTION Keeping a clear focus When Belfast Trust was established in 2007, five key corporate objectives were agreed. Everything we do on behalf of the people we serve is

More information

1. Appendix B - Outline Organisational Development Strategy

1. Appendix B - Outline Organisational Development Strategy 1. Appendix B - Outline Organisational Development Strategy Frimley Park Hospital NHS Foundation Trust s Acquisition of Heatherwood & Wexham Park Hospital Outline Organisational Development Strategy July

More information

Job Title: Executive Director for Strategy, Transformation & Commissioning Support

Job Title: Executive Director for Strategy, Transformation & Commissioning Support Job Title: Executive Director for Strategy, Transformation & Commissioning Support Job Reference Number: T2STC1 Job Band: Band 13 Functional Area: Strategy, Transformation & Commissioning Support Accountable

More information

Cardiff and Vale University Health Board MEDICAL APPRAISAL POLICY

Cardiff and Vale University Health Board MEDICAL APPRAISAL POLICY MEDICAL APPRAISAL POLICY Reference No: UHB 129 Previous Trust / LHB Ref No: N/A Documents to read alongside this Policy Personal Appraisal Development Reviews (PADRS) Policy Study Leave Procedure Mandatory

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Leadership and Management Standards for Medical Professionals

Leadership and Management Standards for Medical Professionals Leadership and Management Standards for Medical Professionals Why we need the standards The definition of the standards of medical leadership and management is long overdue, given the correlation between

More information

Transforming Community Health Services in London. Caroline Alexander, Regional Chief Nurse, NHSE (London)

Transforming Community Health Services in London. Caroline Alexander, Regional Chief Nurse, NHSE (London) Transforming Community Health Services in London Caroline Alexander, Regional Chief Nurse, NHSE (London) Objective of presentation Reflect on the importance of community services in the future and the

More information

Directors of Public Health in Local Government

Directors of Public Health in Local Government Directors of Public Health in Local Government i) Roles, responsibilities and context 1 DH INFORMATION READER BOX Policy Clinical Estates HR / Workforce Commissioner Development IM & T Management Provider

More information

Compassion In Practice: A Summary of the Implementation Plans. are. is our business. Developing our culture of compassionate care

Compassion In Practice: A Summary of the Implementation Plans. are. is our business. Developing our culture of compassionate care Compassion In Practice: A Summary of the Implementation Plans Care Compassion Commitment are Competence Courage is our business Communication Developing our culture of compassionate care 1 Compassion in

More information

The importance of nurse leadership in securing quality, safety and patient experience in CCGs

The importance of nurse leadership in securing quality, safety and patient experience in CCGs Briefing note: July 2012 The importance of nurse leadership in securing quality, safety and patient experience in CCGs Introduction For the NHS to meet the challenges ahead, decisions about health services

More information

The Way Forward: Strategic clinical networks

The Way Forward: Strategic clinical networks The Way Forward: Strategic clinical networks The Way Forward Strategic clinical networks First published: 26 July 2012 Prepared by NHS Commissioning Board, a special health authority Contents Foreword...

More information

Talent Management / Development Framework 2011-2013: Maximising Potential of Organisations Assistant Director of OD

Talent Management / Development Framework 2011-2013: Maximising Potential of Organisations Assistant Director of OD AGENDA ITEM 4.5 Talent Management / Development Framework 2011-2013: Maximising Potential of Organisations Report of Paper prepared by Purpose of Paper Assistant Director of OD Senior LED Manager Leadership

More information

NHS Islington Clinical Commissioning Group Conflict of Interest Template

NHS Islington Clinical Commissioning Group Conflict of Interest Template Appendix: 3.2a NHS Islington Clinical Commissioning Group Conflict of Interest Template Service: Clinical Commissioning Locally Commissioned Service 2013-14 Question Comment/Evidence Questions for all

More information

Research is everybody s business

Research is everybody s business Research and Development Strategy (DRAFT) 2013-2018 Research is everybody s business 1 Information Reader Box to be inserted for documents six pages and over. (To be inserted in final version, after consultation

More information

JOB DESCRIPTION. Associate Director of Health Informatics

JOB DESCRIPTION. Associate Director of Health Informatics JOB DESCRIPTION Job Title: Band: Hours: Responsible to: Responsible for: Base: Associate Director of Health Informatics 8d 37.5hrs Director of Finance & Information Informatics function (to include IT,

More information

Board Meeting 15 July Medical Revalidation

Board Meeting 15 July Medical Revalidation Agenda Item 5 Paper E Board Meeting 15 July 2015 Medical Revalidation Director: Kathy McLean, Medical Director Purpose 1. This paper provides a summary of the requirements of Medical Revalidation and the

More information

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH

ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH 1. Purpose ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH The purpose of the LPFT Organisational Development (OD) Strategy refresh is to draw together the strategic plans and activities to ensure it support

More information

Director of Nursing & Patient Experience

Director of Nursing & Patient Experience Director of Nursing & Patient Experience Job Description & Person Specification Chief Executive s Office, Darlington Memorial Hospital, Hollyhurst Road, Darlington, County Durham DL3 6HX Tel: 01325 380100

More information

Advanced Practice (Public Health)

Advanced Practice (Public Health) Advanced Practice (Public Health) Author: Claire Barley (Head of Professional and Organisational Development) and Kelly McFadyen (Professional and Organisational Development Manager) Date: 2 December 2014

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

Role Description. Our Mission: Together, Improve the Health and Independence of the People of the District

Role Description. Our Mission: Together, Improve the Health and Independence of the People of the District Role Description Position: Nurse Educator Service / Directorate: Director of Nursing and Midwifery (DONM) Office Responsible to: Associate Director of Nursing - Workforce Development Our Mission: Together,

More information

Code of Corporate Governance

Code of Corporate Governance www.surreycc.gov.uk Making Surrey a better place Code of Corporate Governance October 2013 1 This page is intentionally blank 2 CONTENTS PAGE Commitment to good governance 4 Good governance principles

More information

Delivering Quality in Primary Care National Action Plan. implementing the Healthcare Quality Strategy for NHSScotland

Delivering Quality in Primary Care National Action Plan. implementing the Healthcare Quality Strategy for NHSScotland Delivering Quality in Primary Care National Action Plan implementing the Healthcare Quality Strategy for NHSScotland Delivering Quality in Primary Care National Action Plan implementing the Healthcare

More information

Chairs of the Governing Boards for the CCGs within the collaboration

Chairs of the Governing Boards for the CCGs within the collaboration Job title: Accountable Officer Clinical Commissioning Groups (CCGs) within the CWHHE collaboration (Central London, West London, Hammersmith & Fulham, Ealing and Hounslow CCGs) Grade: Reports To: Accountable

More information

Clinical Governance and Workforce Committee Summary Report

Clinical Governance and Workforce Committee Summary Report Committee: Trust Board Meeting Date: 25 June 2015 This paper is for: Assurance and Information Title: Clinical Governance and Workforce Committee Summary Report Purpose: The purpose of this report is to

More information

Locality Manager of Mental Health Services for Older People.

Locality Manager of Mental Health Services for Older People. Job Description Post Locality Manager of Mental Health Services for Older People. A continual change under reform and modernisation will impact on this job description Grade Band 8a HPSS (Agenda for Change)

More information

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components The Joint Commission accreditation standards, the National Institute

More information

Quality Standards for local training and education providers

Quality Standards for local training and education providers Quality Standards for local training and education providers The standards are to be used to measure the quality of health training and education in the local education and training placement environment

More information

People Director Job description

People Director Job description People Director Job description About Teaching Leaders Teaching Leaders is an innovative not-for-profit organisation whose mission is to address educational disadvantage by growing a movement of outstanding

More information

We believe organisations succeed by realising the potential of their people. Because good people make a great business.

We believe organisations succeed by realising the potential of their people. Because good people make a great business. We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.

More information

Performance Management and Service Improvement Directorate. Programme Manager: Unscheduled Care. Assistant Director for Unscheduled Care.

Performance Management and Service Improvement Directorate. Programme Manager: Unscheduled Care. Assistant Director for Unscheduled Care. Page 1 of 8 Performance Management and Service Improvement Directorate Job Description Job Title: Band: Reports to: Location: Programme Manager: Unscheduled Care 8B ( 45,707-56,504 per annum) Assistant

More information

Workforce report September 2015

Workforce report September 2015 Workforce report September 2015 Trust Board Meeting Item: 10 25 th November 2015 Enclosure: F Purpose of the Report: This report provides an update in respect of performance against agreed workforce targets

More information

Department of Health/ Royal College of General Practitioners. Implementing a scheme for General Practitioners with Special Interests

Department of Health/ Royal College of General Practitioners. Implementing a scheme for General Practitioners with Special Interests Department of Health/ Royal College of General Practitioners Implementing a scheme for General Practitioners with Special Interests April 2002 Foreword Improved access and consistently high quality services

More information

Implementing care closer to home: Convenient quality care for patients

Implementing care closer to home: Convenient quality care for patients Implementing care closer to home: Convenient quality care for patients Part 2: Step-by-step guide to commissioning services using Practitioners with Special Interests (PwSIs) DH INFORMATION READER BOX

More information

Northern Ireland Social Care Council. Job Description

Northern Ireland Social Care Council. Job Description Northern Ireland Social Care Council Job Description Post: Location: Band: Reporting to: Responsible to: Head of Workforce Development Northern Ireland Social Care Council, 7 th Floor, Millennium House,

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION POSITION TITLE REPORTS TO AWARD/AGREEMENT/CONTRACT POSITION TYPE HOURS PER WEEK Nurse Unit Manager Business Director of Ambulatory and Continuing Care Professional Executive Director

More information

NHS England Medical Appraisal Policy. Annex G: Clinical appraisal lead job description and person specification

NHS England Medical Appraisal Policy. Annex G: Clinical appraisal lead job description and person specification NHS England Medical Appraisal Policy Annex G: Clinical appraisal lead job description and person specification Annex G: Clinical appraisal lead job description and person specification Page 1 NHS England

More information

Using Gamification in Reward and Recognition to improve Employee Engagement

Using Gamification in Reward and Recognition to improve Employee Engagement Using Gamification in Reward and Recognition to improve Employee Engagement 02 WHAT IS GAMIFICATION? It is the use of use of game design elements in a non-game context It is a common misconception that

More information

6 Development of feedback to QAA reviewers and providing coaching to QAA staff.

6 Development of feedback to QAA reviewers and providing coaching to QAA staff. QAA Board of Directors Human Resources and Organisational Development (HROD) annual report BD 10 12 12 Item 24 BD/2012/93 Topic 1 This paper reports on Human Resources and Organisational Development achievements

More information

JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development

JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development JOB DESCRIPTION Director of Workforce and Organisational Development Post: Director of HR and Organisational Development Band: VSM Division: Trust HQ Department: Human Resources and Organisational Development

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

Best Value toolkit: Performance management

Best Value toolkit: Performance management Best Value toolkit: Performance management Prepared by Audit Scotland July 2010 Contents Introduction The Audit of Best Value The Best Value toolkits Using the toolkits Auditors evaluations Best Value

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making

More information

The Mid Yorkshire Hospitals NHS Trust. Job Description

The Mid Yorkshire Hospitals NHS Trust. Job Description Job Description POST: ACCOUNTABLE TO: ACCOUNTABLE FOR: Chief Executive Chairman of the Trust Executive and Corporate Directors 1.0 Role Summary As the statutory accountable officer, and full voting member

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

More information

REVALIDATION GUIDANCE FOR PSYCHIATRISTS

REVALIDATION GUIDANCE FOR PSYCHIATRISTS REVALIDATION GUIDANCE FOR PSYCHIATRISTS Version 2 Dr Laurence Mynors-Wallis Registrar December 2011 1 The Royal College of Psychiatrists is the professional and educational body for psychiatrists in the

More information

Health Select Committee Inquiry into Education, Training and Workforce Planning. Submission from the Chartered Society of Physiotherapy

Health Select Committee Inquiry into Education, Training and Workforce Planning. Submission from the Chartered Society of Physiotherapy Health Select Committee Inquiry into Education, Training and Workforce Planning Submission from the Chartered Society of Physiotherapy Date: 19 December 2011 By email: By post: healthcommem@parliament.uk

More information

NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION. Joint Director of Public Health (Full Time/Job Share)

NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION. Joint Director of Public Health (Full Time/Job Share) NHS WIRRAL / METROPOLITAN BOROUGH OF WIRRAL JOINT DIRECTOR OF PUBLIC HEALTH JOB DESCRIPTION Employing organisation: Title: Accountable to: Managerially responsible for: NHS Wirral Joint Director of Public

More information

TRUST BOARD TB(16) 85. Medical Appraisal and Revalidation: Annual Board Report 2015/16

TRUST BOARD TB(16) 85. Medical Appraisal and Revalidation: Annual Board Report 2015/16 TRUST BOARD TB(16) 85 Title: Action: Medical Appraisal and Revalidation: Annual Board Report 2015/16 FOR DECISION Meeting: 14 September 2016 Purpose: Medical Revalidation was launched by the General Medical

More information

Guide to the National Safety and Quality Health Service Standards for health service organisation boards

Guide to the National Safety and Quality Health Service Standards for health service organisation boards Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

No Action Current position Actions to be taken

No Action Current position Actions to be taken FREEDOM TO SPEAK UP REVIEW: PRINCIPLES AND ACTIONS No Action Current position Actions to be taken Principle 1: Culture of safety: Every organisation involved in providing NHS healthcare, should actively

More information

Informatics: The future. An organisational summary

Informatics: The future. An organisational summary Informatics: The future An organisational summary DH INFORMATION READER BOX Policy HR/Workforce Management Planning/Performance Clinical Document Purpose Commissioner Development Provider Development Improvement

More information

Good Scientific Practice

Good Scientific Practice Section 1: The purpose of this document There are three key components to the Healthcare Science workforce in the UK: 1. Healthcare Science Associates and Assistants who perform a diverse range of task

More information

A Short Guide to NHS Foundation Trusts

A Short Guide to NHS Foundation Trusts A Short Guide to NHS Foundation Trusts 1 A new type of NHS hospital NHS Foundation Trusts Ten Key Points 1.1 NHS Foundation Trusts are at the cutting edge of the Government s commitment to devolution and

More information

Responsibilities for quality assurance in teaching and learning

Responsibilities for quality assurance in teaching and learning Responsibilities for quality assurance in teaching and learning This section is intended to provide an overview of the responsibilities of both university staff and students for quality assurance in teaching

More information

CLINICAL EXCELLENCE AWARDS. Academy of Medical Royal Colleges submission to the Review Body on Doctors and Dentists Remuneration

CLINICAL EXCELLENCE AWARDS. Academy of Medical Royal Colleges submission to the Review Body on Doctors and Dentists Remuneration CLINICAL EXCELLENCE AWARDS Academy of Medical Royal Colleges submission to the Review Body on Doctors and Dentists Remuneration Introduction The Academy of Medical Royal Colleges (the Academy) welcomes

More information

Questions for Strengthened Medical Appraisal

Questions for Strengthened Medical Appraisal Questions for Strengthened Medical Appraisal Revalidation FOR ANAESTHETISTS 2010 Royal College of Anaesthetists Background and introduction The annual appraisal is a key element in revalidation and should

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

A. Statement of Accountability

A. Statement of Accountability A. Statement of Accountability National Savings is an Executive Agency of the Chancellor of the Exchequer and a Government Department. The Agency manages the issue and distribution of National Savings

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

Employee Engagement Strategy

Employee Engagement Strategy Sunshine Coast Hospital and Health Service Employee Engagement Strategy - 2016 Health and wellbeing through exceptional care. Great state. Great opportunity. Version control Version No. Modified by Comments

More information

Organisational Development Strategy 2008-2011

Organisational Development Strategy 2008-2011 Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information