1. Review of the Effectiveness of Communication in Relation to the Implementation of the Review of Public Administration in Health and Social Care MARIE MALLON DIRECTOR OF HUMAN RESOURCES BELFAST HSC TRUST TUESDAY 9 DECEMBER 2008

2. Facts about the Belfast Trust Came into operation 1 April 2007 Was a merger of 6 distinct and separate Trusts 22,500 staff £1 billion Serving population of 340,000 plus regional services for all of N.I. Comprises primary and secondary services

3. The Challenges First part of the Public Sector to be re-organised Time Constraints Management Capacity Financial Environment Vacancy Controls Business Continuity

4. The Challenges Performance Targets Potential for precedent No blueprint We were not our own masters Meaningful consultation with our Trade Union colleagues Political Environment

5. The Approach - External HR Advisory Group Re-configuration Board at the Department of Health Central Joint Forum PSC Guiding Principles HR Implementation Group Human Resources Framework Transfer Scheme Protection arrangements Early retirement and voluntary redundancy schemes Independent dispute resolution

6. The Approach Communication/Engagement Early promises re Our People Creation of new structures – tranche by tranche Procedures for filling posts Reduction in Management and other costs Placement & Support Unit

7. The Approach Career direction seminars and interview training Morale Issues Developing the new cohort Letting go of the old Team Effectiveness While juggling

8. The Approach Business Continuity Financial Control Challenges Targets Patient and Client Safety Creating a New Organisation

9. Communication Face to Face - Chief Executive - Directors - Managers - with Trade Unions - Team Briefings - Service Group Meetings E-mail/Intranet Newsletters, Publications, Bulletins Open opportunity to e-mail all questions with a quick return delivered on

10. Hello and Goodbye letters Dedicated Placement and Support unit of all new structures and who populated them Staff Counselling, Occupational Health Communication

11. General Principles re Structure Must support organisation in meeting its objectives Cross cutting/not institutions Must focus on added value, pro-activity and professionalism Performance management culture Improve governance regime Must be affordable/savings Involve those it impacts on No such thing as the “right structure ”

12. The Result 60,000 Health Service staff transferred on 1 April 2007 Re-structuring and re-organisation continuing Structures designed and populated Staff displaced being redeployed Exiting on voluntary redundancy Vacancy Controls/ Workforce controls

13. The Result Strategies for re-training Personal development planning being put in place Communication, eg newsletters, e-mail communication, face-to-face Managing the fallout

14. The Result Meeting targets Provision of service Breakeven Commence OD Plan

15. Creation of the new organisation A Structures B Policies C People D Culture and the journey continues to ensure that both staff interests and the interests of the service are taken account of

16. So what have we said so far HOW Staff Engagement Volunteers not conscripts Communication and Recognition Staff Surveys Leadership Training and Development Team Development Individual Development Feedback, appraisal and courageous conversations Reliance on teams Accountability

17. So what have we done to date? Process started to set a strategic direction 5 THEMES

18. Setting a Strategic Direction PurposeImprove health and well being and reduce health inequalities Business In partnership with others and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care SAFETY Provide safe high quality effective care Standards Outcomes Continuous Improvement Assurance MODERNISATION Reform and renew our health and social services Access “Localise where possible, centralise where necessary” Service Reviews Aligned capital plans PARTNERSHIPS Improve health and well being through partnership with users, communities and partners Citizen centred Joint working Civic Leadership

19. Setting a Strategic Direction STAFF Show leadership and excellence through organisational and workforce development Staff engagement Leadership Learning and development Team effectiveness RESOURCES Make best use of resources by improving performance and productivity Workforce diagnostics Process improvement Resource utilisation VFM Performance Management MORE Values and Behaviours Respect and Dignity Openness and Trust AccountabilitiesLearning and Development

20. They are all inter – related i.e. you have to rely on Staff as the common denominator to improve safety, achieve modernisation, work in partnership and make best use of resources Key element of OD Plan

21. And what else ………… Business Strategy - Developing the Vision - New Direction - Goals, Objectives, Performance Management Arrangements - Organisational Values - User Involvement and Engagement - Business Partnering Arrangements Learning and Development Strategy

22. And what else ………… People Management Strategy - Improving Working Lives (Staff Survey) - Cycling Scheme - Summer Schemes - Discount Schemes - Family Friendly Policies - Widening Participation/Social Responsibility

23. And what else ………… Leadership and Management Strategy - Medical Leadership - Clinical Leadership - Managerial Leadership - Personal leadership - Leadership Events

24. And what else ……………. Team Development Personal Contribution Framework Recognising and valuing contributions - eg Chairman’s Awards

25. And what else…………….. Involvement in decision making  Safer Patient Initiative involving staff at all levels  Partnership working with Trade Unions on eg control of infection  Industrial Relations Machinery  User Involvement and Engagement Strategy Internal Communication Strategy  Trust Newspaper  Team Briefings  Internet  Chief Executive Face to Face  Leadership Visits

26. Some final thoughts…………….  Challenge of delivery during major change  Communicate…Communicate…Communicate…  Involve Users and Stakeholders  No such thing as the “right” structure  Appoint on basis of competence and values  Community of leaders

27. Some final thoughts…………….  Recognise resilience is needed  Recognise the emotional journey  Hold to account  Manage ambiguity  Acknowledge and celebrate success