1. Appendix B - Outline Organisational Development Strategy

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1 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 23 rd 2013 Version 1.0 0

2 Distribution version Date issued Distribution Version rd July 2013 Draft for Programme Board review Version st July 2013 Final issue to FPH and HWPH board 0

3 Contents 11. Appendix B - Outline Organisational Development Strategy Introduction Key Principles of the OD Strategy Vision Measuring Success

4 1.1 Introduction The Organisational Development (OD) Strategy will be a vital component to create a cohesive enlarged organisation, within which staff own and work towards a shared vision of the future, where the two organisations will be stronger and better together. Using a systematic and holistic approach to align plans, people and processes, the strategy will create an environment that supports wider understanding of the enlarged organisation s objectives and the anticipated benefits for staff, patients and the wider community in Surrey, Hampshire and Berkshire. Supported by the OD Strategy, staff will better understand the personal contribution they can make to the vision and objectives of the enlarged Trust. The scope of the OD Strategy will cover both hard issues such as the alignment of strategy, policies, structures and systems as well as soft issues that develop the appropriate skills, behaviour, attitudes, culture and style of the enlarged Trust to deliver optimum performance. The strategy will also indicate the changes or developments needed to deliver the enlarged organisation s purpose, vision, goals and projected outcomes. The OD Strategy will reflect an in-depth understanding of the two existing Trusts. It will be designed to maximise the enlarged organisation s potential and achievements, with specific attention given to the months prior to the acquisition and following three. There are several steps that need to be undertaken to integrate the two Trusts and these are set out below. Some of these aspects will be delivered by the OD Strategy; others will be delivered by the HR Strategy. 0

5 1.2 Key Principles of the OD Strategy The OD Strategy will be underpinned by the following key principles: The need to maintain a focus on clinical and financial performance before, during and after the combined Trust The importance of the new clinical directorates as the building blocks to success of the enlarged organisation, and the need for the OD Strategy to support their development An acknowledgement that the starting points of the two Trusts may be different, but creation of the enlarged organisation provides an opportunity to bring together strengths and breadth of approaches across the different workforces and organisational cultures A strong focus on the need to engage with and work closely with, the workforce to ensure that staff concerns are addressed and ideas are captured The importance of maximising the talent available across both existing organisations to support successful development post acquisition for the enlarged organisation 1.3 Vision To deliver the enlarged organisational objectives, the OD Strategy will focus attention on the following: Vision 1 - Shared culture, vision and values Vision 2 - Strong leaders who create an engaged workforce Vision 3 - A high performing workforce to achieve excellent results Vision 4 - A well recognised and rewarded workforce Vision 5 A well developed workforce Vision 6 Sustainable organisational design Vision 7 Integrated OD systems and processes The points above will create the right conditions and environment in which the staff will enable the enlarged Trust to fulfil its strategic plan and deliver a continuous improvement culture. Each vision in the OD Strategy will be supported by objectives, some examples of which are given overleaf. These will be further developed during the Full Business Case stage and detailed implementation plans created Vision 1 Shared Culture, Vision and Values The enlarged Trust will develop a single culture to support staff as they begin to work together as one team; therefore ensuring a continued reputation for delivering consistent high quality care to all patients. Mutual respect will be encouraged. The imperative for change will be communicated to increase staff engagement around transformation and efficiency initiatives. It is essential for a successful future, that attitudes, behaviours and skills within the enlarged organisation are aligned. 1

6 The enlarged Trust will undertake a review of the cultures of the two organisations so that strengths, weaknesses, similarities and differences are identified Based upon an understanding of the two existing cultures, one unified, patient-focused culture for the enlarged organisation will be defined Shared values will be introduced and embedded across the enlarged organisation New staff will be recruited and inducted in line with shared values A customer service programme for all staff will be implemented with KPIs for monitoring improvement Staff will be involved in shaping the direction of the enlarged organisation, through robust two way communication methods, making best use of technology Top management in the enlarged organisation will have a high profile, will be visible to staff at all levels and will set the tone and culture of the enlarged organisation through role modelling Vision 2 Strong Leaders who Create an Engaged Workforce The Trust will create the conditions for staff to work in an energised and enthusiastic environment and to have a fulfilling experience at work. The enlarged organisation will identify and nurture potential and encourage staff to develop leadership capabilities. Staff will commit to the enlarged organisation, identify with and enjoy the work they do and be prepared to go the extra mile to improve job performance for the benefit of the organisation. Staff will expect to continually improve, seeking new ideas and new ways of working. As well as making the most of the Enlarged Trust Academy programmes, the Trust will use the robust foundations already developed to develop further Trust development programmes which will enable people to support the enlarged organisation s strategy, deliver transformational change and to increase the pace and speed of work The Trust s talent management programmes will spot individuals with potential and will provide opportunities for them to develop Leaders will deliver on Trust standards and on staff engagement to ensure staff feel empowered, involved and enthused to achieve greater performance Senior leaders will take responsibility for identifying and nurturing potential within their teams Active and positive relationships with local trade unions and staff representative bodies will be promoted High levels of commitment and motivation will be recognised The Trust will continue to measure staff engagement through the annual NHS Staff Survey and other local staff surveys, aiming to be in the top 10% of all acute Trusts on staff engagement within 3 years of the formation of the enlarged organisation The Trust will achieve Investors in People recognition across the whole organisation within 3 years of the formation of the enlarged organisation 2

7 1.3.3 Vision 3 High Performing Workforce to Achieve Excellent Results The enlarged Trust will enable and encourage staff to perform to the best of their abilities and expect continuous improvement. Teams and individuals will have agreed objectives and work towards the achievement of those objectives for the benefit of the organisation and patients. All members of staff will be held accountable for their performance. Individuals and teams will continually strive to improve their standards and performance. Resetting the bar will be the norm. All staff will have an annual appraisal with objectives linked to the achievement of the organisation s Annual Plan. The staff will be rated on performance against objectives and on how far they live the Trust s values. The Trust will aim for an 85% participation in appraisal in line with response on the NHS Staff Survey Medical staff will have job plans and objectives which are reviewed on an annual basis and are linked to the organisation s Annual Plan. Revalidation of all medical staff will be conducted The link between pay and performance will be strengthened and made more explicit; commencing with senior leaders for whom 360 degree appraisal will become a key method for reviewing their development as leaders Poor performance will be managed through the appropriate channels Vision 4 A Well Recognised and Rewarded Workforce The enlarged organisation will provide an overall framework in which its staff feel appreciated and valued. This will include learning and development opportunities and where possible linked to pay, benefits and the employee recognition scheme. Develop an appropriate pay and non-pay strategy which meets the needs of staff and the Trust Establish recognition schemes at corporate and local level that seek to provide recognition for good performance and continuous improvement Ensure the pay and rewards package is competitive against comparable employers Vision 5 A Well Developed Workforce The leadship will support the staff to build their competencies, have the right skills and make the most of education and training. Staff will have personal development plans in line with service needs and their own developmental goals. There will be continuous learning and adaptation. Building on the existing repertoire of both local and externally sourced training and education, a training and development strategy and annual plan will be established, aligned to the enlarged organisation s workforce plan and skill needs 3

8 A clear framework for statutory and mandatory training to ensure staff and patient safety will be published Vision 6 Sustainable Organisational Design The enlarged organisation will be fit for purpose. The design of the organisation in terms of its systems, structures, people, performance measures, processes and culture will facilitate and enhance productivity and performance in a changing environment. The Trust will source and recruit the right people for the right jobs at the right time in line with the strategic priorities. The talent pool will be managed in an effective way to plan for succession to key posts within the organisation. Workforce plans will be in place to support the Trust s strategic priorities and identify need for role re-design and changes to skill-mix Succession plans will be in place throughout clinical directorates for key roles in the Trust s structure The enlarged organisational structure at directorate level will be fit for purpose with a focus on strong cross-site clinical leadership Vision 7 Integrated OD Systems and Processes Critical OD systems will be integrated and aligned to the business and service needs of staff and the Trust. Every opportunity will be sought to improve and streamline them. The latest technology will be deployed. The Trust will focus on integrating OD systems and processes such as induction, training and development, Trust development, appraisal, succession planning, workforce planning and workforce metrics reporting Policies and procedures will be widely available and simplified for all staff The Trust will ensure managers and staff have access to the workforce information they need to perform their role The Trust will ensure there are appropriate electronic system in place to manage revalidation for medical staff 1.4 Measuring Success The degree to which these visions are achieved will be measured as follows: Through evaluation of key performance indicators that will be set for each of the People Plan objectives Through the NHS Staff Survey and other local survey results Through the Investors in People assessments 4

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