1. Shared Service Review Organisational Development and Training Approach  Stakeholder group established  Models from other NHS systems reviewed  Analysis conducted of OD activity during 2004/05

2. Areas not included  Practice Development  Professional Development  Health and Safety

3. Identified priorities  Support the establishment of new management structure and organisational arrangements  Culture change through effective integrated and team based working  Clinical and service re-design  Support for new performance management arrangements  Address specific issues arising from staff, clinical and corporate governance  Pay Modernisation  Development plan for NHSGG

4. Public Sector Leadership Agenda  Services designed around service users  World class quality  Robust and fearless process for managing poor performance/under-performance  Joined up working  Efficiency and productivity  Clear decision making, clear strategy and public accountability

5. Current staffing/organisational arrangements  Diverse models of service provision within each of the Divisions  Areas of common activity  Significant variance on scope and breadth of organisational development provision  Funding models, levels of resource and management of current activities differ within each Division  Several jointly funded posts/secondments and fixed term contracts/service funded posts

6. Shared Learning  Comprehensive range of generic programmes  Core learning activities to support leadership and management development  Corporate and local induction  Specific initiatives to support staff governance eg PDP, Open Learning  Training issues arising from national policy/priorities  Development and harmonisation of learning related policies across NHSGG (eg FE and Study Leave)  Implement and support KSF  Record and evaluate all activity  Liasing with educational bodies on local and national initiatives  Delegate management

7. Organisational Development Organisational, team and individual performance  Team development and facilitation/support of integrated working  Supporting change and redesign – facilitation and diagnostics  Design and implement initiatives to support organisational working, team performance and culture change  Support production and implementation of development plans  Developing and implementing a leadership framework  Support implementation of national priorities  Succession planning  Consistent approach to learning needs analysis  Consultancy or facilitation support to large group interventions and major initiatives

8. Perceived Benefits  Develop and make best use of expertise  Consolidate strengths and share best practice  Critical mass of specialist skills  Integrated approach to service delivery  Maximise external consultancy spend and quality of external service provision  Eliminate duplication and variation of process and policy application  Provide single interface and influence Scottish Exective and education bodies  Consistent development of essential organisational development processes eg Career and Succession planning

9. Close alignment to:  Senior Management Teams  HR  Professional Development  Service Redesign  Workforce Development  ICT Culture Change Enhanced contribution of OD provision is evidenced in areas where additional local investment has been made in OD capacity

10. Options  Shared Learning Services  Aligned OD Services  2 models for consideration  Shared OD function with no direct alignment

11. Sub Groups  Open Learning  Study Leave  Consultant Appraisal  Induction  Shared training, core admin and delegate management  Learning Needs Analysis approach and systems  Leadership Development  Measuring effectiveness  Finance/Funding