1. The Shrewsbury and Telford NHS Trust Organisational Development 29 th March 2008

2. Background OD Gap analysis Summer/Autumn 2007 Semi-structured interviews Presentation to Trust Board HR Strategy workshops – cross slice Staff survey Wellbeing survey headline results Senior managers workshop

3. Workshop Draft OD strategy, Staff survey, Workforce strategy workshop results 3 Execs, Deputy Finance Director, Div Director, 2 DGMs, Heads of: HR, Governance, IT, Patient Services, Comms, Performance Management, Service Improvement. Deputy Head of HR, 3 Divisional HRAs, FT Project Manager, Snr Training & Development Manager

4. Organisational Development Can be defined as: A series of planned interventions designed to facilitate change within the organisation to facilitate change within the organisation that involves, and is the responsibility of, all staff. It is intended to change the organisation in a particular direction, toward improved problem solving, responsiveness, quality of working life and effectiveness. Source: Cummings and Worley (2001)

5. The Systems Model What type of Leadership do we need? Have we the best Structure? Are we clear about Strategy? What Competences/ Skills do we need? Have we a shared Vision? Communications - how do we improve? Have we the Technology? Based on Peters & Waterman What is our Culture? e.g. habits & rituals, signs, language, actions, values etc. What Culture do we need? How do we work towards that Culture?

6. The Excellence Model (British Quality Foundation, 1998) Leadership People management Processes Key Performance Results Policy and strategy Partnerships and resources People results Customer results Impact on society EnablersResults Innovation and learning

7. Context - Where Are We Now Progress needed re: Foundation Trust requirements Strategic Focus through IBP Top team development Leadership and management development Earned autonomy Well being survey

8. Context Policy initatives – NHS Plan, CPLNHS, Operating Framework, IfH, CLF Corporate Objectives SaTH Values Empowerment & leadership Learning organisation

9. Progress Productive ward Management re-structure Service improvement function HR Divisional links Partnership working – AfC, FT 18/52 referral Lean – RIEs, A&E, MEC/MAU, theatres Communications – structured, briefings Appraisals Management Development programme

10. Future projects LoS/Discharge planning Consultant job planning Hospital@Night

11. Action Plan Links to FT application and specific enabling component from business excellence model – leadership, policy & strategy, process, people management, partnership & resources The ‘How’ Annual Review Monitor through Board & OD workstream (to continue after FT approval ?merge with workforce workstream