Northamptonshire Healthcare NHS Trust

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1 H Northamptonshire Healthcare NHS Trust 1. SUMMARY TRUST BOARD 25 FEBRUARY 2009 ORGANISATIONAL DEVELOPMENT STRATEGY The paper contains an Organisational Development (OD) Strategy, which sets the framework for the approach to OD in the Trust and also includes a report on the outcome of the Trust Board workshop on the development of the workforce; the resultant action plan from the workshop is appended. 2. RECOMMENDATION Subject to any amendment it wishes to make, the Trust Board is asked to endorse the OD Strategy and support the proposed action plan. 3. IMPLICATIONS FOR CONSIDERATION Strategic OD is a key to ensuring that the Trust delivers its operational and strategic objectives Financial investment in OD activity will be required Policy OD provides a means to ensure that the implications of policies are addressed and appropriately implemented Risk the proposed approach to OD will incorporate a review of all activities where risks might arise Equal Opportunities applies to all staff Consultation the workforce needs to be made aware of the OD Strategy and in particular, the activities being planned Legal n/a Standards for Better Health OD activities will impact on an extensive number of the standards 4. AUTHOR David Murphy, Director of Human Resources 5. PRESENTED BY David Murphy, Director of Human Resources Disclaimer: This report is submitted to the Trust Board for amendment or approval as appropriate. It should not be regarded or published as Trust Policy until it is formally agreed at the Board meeting, which the press and public are entitled to attend.

2 1 INTRODUCTION NORTHAMPTONSHIRE HEALTHCARE NHS TRUST ORGANISATIONAL DEVELOPMENT STRATEGY 1.1 The Organisational Development (OD) Strategy is designed to ensure that, through regular and critical review of its purpose, systems and structures, the Trust delivers its operational and strategic objectives efficiently and effectively. The Strategy provides an overarching framework to analyse all of the Trust s activities, embracing a range of other strategies, notably the Workforce Strategy. 2 STRATEGIC CONTEXT 2.1 The Trust must ensure that it is adaptable and responsive to changing demands and circumstances. All staff must have clear roles and to understand how they contribute to the successful achievement of corporate objectives, service plans and to the delivery of high quality patient care. 2.2 The OD strategy provides a framework for the Trust to develop through planned and continuous improvement within which, the need to effect change, and the implementation of change itself, will be addressed. 3 DEFINITION OF ORGANISATIONAL DEVELOPMENT 3.1 To ensure consistency of understanding in the Trust, the following definition of Organisational Development will be used: organisational development is planned intervention into an organisation s activity and existence in order to help it: * increase its effectiveness in carrying out its business * respond to existing internal and external pressures for change * meet the future pressures for change 4 THE OD STRATEGY KEY COMPONENTS 4.1 A planned intervention may be effected in any and all of the Trust s diverse activities but typically, there are four distinct areas where organisational development initiatives will be concentrated and wherever possible, integrated: - with the resources used by the Trust: its people and materials; - with the systems used by the Trust to meet organisational goals; - with the structures employed; - with the culture/relationships in and beyond the Trust. 5 PRIORITISING ORGANISATIONAL DEVELOPMENT ACTIVITY 5.1 Organisational Development initiatives must be integral to the Trust s Business Plans. In this context, Organisational Development activities in

3 2007 and 2008 included: the development of a number of key corporate strategies, each having a range of objectives and actions which are currently being delivered: - Workforce Strategy - Nursing Strategy - Marketing Strategy - I.M.&T. Strategy - Communications Strategy structural and personnel changes in the Trust Board, in the Executive Team and in medical management which have strengthened management arrangements and enhanced performance new ways of working in the provision of mental health services delivery of a Foundation Management programme for first-line and aspiring managers the establishment of a Trust NVQ Awarding Centre which will enable more extensive and structured development of the support worker cohort piloting a customer services programme: Communication, Service Users and You! 5.2 In order to determine priorities in the future, the Trust Board will conduct an Annual Organisational Audit to assess the effectiveness of the Trust s performance in delivering its business plan. The Audit will use key indicators relating to the safety, quality and effectiveness of services, staff surveys and opinions, and financial performance data. This diagnostic phase will enable relative strengths and weaknesses to be highlighted, so that planned interventions can be targeted in the areas where the greatest organisational benefit will derive. 5.3 The first Organisational Audit was undertaken by the Trust Board in January 2009 and concentrated on the workforce, this having been identified as a priority by the Board in light of the results of the 2007 National Staff Survey. 5.4 The outcome from the Audit identified the following issues and priorities: The principal objectives in the Workforce Strategy to support the delivery of the Business Plan are to: recruit and retain high calibre staff establish a flexible, competent and well-managed workforce engage our workforce In order to meet these objectives and manage any workforce-related risks to the delivery of the Business Plan, the Board has identified a range of activities from which it is intended that the following measures of success will emerge: all staff being positive advocates of the Trust when engaging with stakeholders

4 staff knowing where they fit in the Trust and believing and feeling that they are valued for their commitment and contribution to the Trust staff helping to shape the future in their areas and taking ownership for the contribution they need to deliver staff across the Trust consistently aspiring and performing to the gold standard and seeking continuously to improve performance and deliver to targets staff at all levels behaving in ways that encourage teamwork, the use of all skills, innovation and change, and that sustain higher performance the values of the Trust becoming synonymous with how staff interact with each other and with stakeholders The focus of activity will be in three areas: 1. To create the place to work and to achieve individual and collective success. The Trust will: improve the physical environment eg premises, systems, processes, technology develop the right culture eg leadership, values, pledges develop in our people the ability to deliver leading edge services eg through skills training, professional development look to our people to act as ambassadors for the Trust ensure staff are clear about their responsibilities and the contribution that is expected of them The action required to achieve this priority includes: a. establishing a clear contract with staff which: - details the future opportunities for them within this Trust - clarifies the Board s pledges to staff and the Board s expectations of staff (adapting the NHS constitution) b. communicating the Board s commitment to delivering this priority, stating what it will do and what it will commit to c. ensuring that every Department has a resource plan which identifies training programmes for staff at all levels and provides protected time for training d. defining, getting buy-in for, and developing the activities which support embedding the values: eg trust, openness, transparency, learning (and through mistakes), encouragement to speak/share views and ideas, fair treatment e. identifying and communicating to the full range of stakeholders, internally and externally, what is already working well and being done to deliver a better environment and service delivery performance, and ensure that future effort is being co-ordinated effectively 2. To strengthen performance management to deliver consistent, heightened performance and improved productivity. The Trust will:

5 recognise good contributions eg local rewards, awards, celebrations apply its policies and procedures fairly and reasonably to deal with poor performers at all levels The action required to address this priority includes: a. devising a programme for middle managers to train, develop and improve their skills and ensure they execute their responsibilities b. clarifying the way staff will be measured and monitored c. detailing what constitutes poor performance and unacceptable professional practices/individual behaviours and how these will be addressed 3. To engage better with staff. The Trust will: eliminate the factors which cause dissatisfaction champion and reward the activities and individuals who positively own and engage with the delivery of the Trust s strategy and goals The action required to address this priority includes: a. establishing a group to analyse the results of the 2008 staff survey and other relevant data (eg grievances, turnover across staff groups, exit interviews, stakeholder complaints) and: i. develop a better understanding of the potential root problems and specific issues concerning groups of staff ii. identify 2-3 things that could be activated quickly b. commissioning an independent research project to: i. identify what are the activities that generate satisfaction and engenders dissatisfaction within the Trust ii. determine the actions staff indicate would make a difference and would move this Trust to the top 20% of NHS Trusts in all key categories of the national staff survey iii. establish the vehicles and measures to determine progress and success c. working with the Governors as another source of information to identify opportunities or issues to be addressed which will enhance staff engagement d. delivering effective communication to staff which: i. reinforces the commitment of the Chair and Chief Executive to delivering the priorities and goals for the workforce ii. sells the benefits of the direction of travel of the Trust (eg more investment, develop high reputation which benefits careers, more flexible rewards)

6 iii. emphasises the importance the Board places on embedding the values within the Trust iv. champions high performing teams and individuals to engender more willingness in the staff to do their best (and better) 5.5 As a consequence of the Audit, an action plan has been developed and is included at Appendix A. 5.6 In addition to developing the workforce to deliver the Business Plan, there are a number of significant issues that will be addressed by the Trust in the short term for which plans have already been made and action initiated. All have Organisational Development impact and include: major reconfiguration in the provision of Learning Disability Services an increasing emphasis on the provision of mental health services in primary care settings implementing the Lorenzo electronic patient record system enhancing the psychological literacy of the workforce 5.7 Organisational Development is a dynamic, continuous process which supports the ability of the Trust to respond to changing circumstances. In consequence, at any time, new demands may require immediate intervention which might, unavoidably, impact on other interventions which had already been planned. 6 Implementation 6.1 The Chief Executive will be responsible for ensuring that the OD Strategy is implemented. The necessary resources will be made available to enable all staff to maximise their contribution to the development programmes. Specific projects will be commissioned and actioned to address the principal issues. 6.2 The Organisational Audit will be undertaken annually. This will enable progress to be monitored, interventions to be evaluated and priorities for future action to be determined. 6.3 Lead directors will be designated for the delivery of relevant parts of Organisational Development action plans and progress will be monitored quarterly by the Trust Board.

7 APPENDIX A ORGANISATIONAL DEVELOPMENT STRATEGY DEVELOPING THE WORKFORCE TO DELIVER THE BUSINESS PLAN ACTION PLAN 2009

8 Leadership/Management Development initiative current status objective time-scale resources Supervisors to be developed to enhance competence of supervisors; Programme roll-out to HR/specialist input; development to develop aspiring supervisory staff; begin: June 2009 accommodation programme identify personal and corporate development needs; succession planning; Foundation Management in place to equip newly-appointed/aspiring managers with knowledge/skills to undertake role effectively; identify personal and corporate development needs, notably HR skills succession planning; 4 programmes scheduled in 2009 HR/specialist input; Experienced Manager programme Very Senior Manager programme developed - ready to launch: to be determined in line with Board objectives, personal development needs to enhance leadership/management capability of experienced managers/clinical managers; identify personal and corporate development needs, notably HR skills succession planning to support the continued development of very senior managers; enhanced individual and corporate performance; succession planning core module to run monthly: April July 2009; subsequent elements (learning sets; mentoring; master-class workshops) from May 2009 onwards appraisal cycle 20,000 investment for post-core elements of the programme (eg master-class workshops) and other identified needs; accommodation Minimum investment: 10,000.

9 Training and Development

10 initiative current status objective time-scale resources Training Needs survey of Band 1-4 staff completed; to establish baseline data of staffs qualifications and training record; analysis completed by end of March Discussion potential investment required Analysis (TNA) and survey of Band 5-9 staff underway to identify any common training needs and determine priorities/assess how best to address with managers April/May 2009 to identify for training; external training centralised to create a single computerised record of priorities/resource needs; funds for bands 1-4 training new computerised training, linked to the ESR system and KSF will be accessed database system being system, which will be capable of detailed computerised system in populated interrogation for management reporting place by 31 March 2009 system purchased NVQ Centre established March staff currently on programme to provide support workers with opportunity to obtain nationally-recognised qualification; create a more competent and skilled workforce; enable skill-mix changes to enhance quality of care (and to contribute to CIP) target to double current numbers on programme in 2009/10 20,000 in 08/09; 30,000 in 09/10; 20,000 in 10/11 committed nonrecurrently in each year; Support Worker recruitment, retention and development I.M.&T. training under development to enhance recruitment and retention by marketing the Trust as an organisation committed to training new staff; through bespoke (accredited) induction, to equip staff with basic knowledge/skills before they commence in their roles to place all support staff on an NVQ/VRQ programme within 6 months of taking up post [this will be a condition of appointment] succession planning in place to provide access to basic computer training, in order to enhance staffs skills in the workplace and also in their lives away from the workplace to be implemented by November 2009 access currently available and rolling out in next few months accommodation specialist input from clinical and non-clinical staff; accommodation; alternative funding sources being explored for additional NVQ staff from April ,000 committed in 2008/09

11 NHS Constitution initiative current status objective time-scale resources Promoting NHS Constitution to raise awareness of the NHS Constitution and Values and to align Trust s objectives with the key principles implement publicity campaign from March 2009 input from communication team Customer Services programme staff had been given opportunity to comment on draft Constitution, and the launch was announced in e- briefing statement of staffs rights and responsibilities, compiled after internal consultation in 2006, prepared but not issued. This incorporates the staff values element of the Constitution Communication, Service Users and You! programme successfully piloted with 140 staff. 15 programmes scheduled in 2009 to issue the statement of rights and responsibilities and apply the principles in practice. Assessment of individual/corporate performance will include reference to the statement to give staff the opportunity to explore the culture in the care environment and to assess the impact of behaviour on the quality of care to identify how positive personal and team interaction can contribute to improved morale, effective relationships and enhanced service user experience. April 2009: re-issue current draft statement for further period of consultation linked to general publicity about Constitution. June 2009: launch statement printing costs ( 5k) Roll-out of programme 20,000 committed in 2008/09; departmental quality champions to be identified/ trained

12 Staff Engagement/Staff Survey initiative current status objective time-scale resources analyse staff survey awaiting results from 2008 survey to identify activities that generate satisfaction and engenders dissatisfaction within the Trust feedback session on survey results for Board, 10k for research project results and determine action required to move the Trust into top 20% in all survey categories to determine actions staff indicate would make a difference and move the Trust into top 20% of all categories in the national staff survey Staff-Side and Governors: provisionally 15 April 2009 commission independent research project to collate views of staff in respect of satisfaction/dissatisfaction: May 2009 Bullying and Harassment initiative current status objective time-scale resources reduce incidence/ perception of bullying and harassment B&H policy currently under review with Staff-Side April 2009: Policy to be finalised and approved June 2009: mediators in place time for staff mediators to be released to undertake this role mediation by HR staff offered/used HR training provided in the application of this policy and the policy for dealing with unsatisfactory work performance to develop a policy that has the support of the Staff-Side and which includes definitions that distinguish strong management from bullying to raise awareness of the policy throughout the Trust, highlighting the definitions to recruit and train a cohort of staff to provide staff with opportunity to access mediation

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