January 2012 - Sandwell & West Birmingham Hospitals

undertake a review of capabilities and capacity and update the OD strategy to
take account of those findings.
6. Our OD strategy
The Trust’s OD strategy has therefore been developed to address the issues
identified through the diagnostic work. It sets out six key objectives and
associated actions:
6.1 Achieving congruence and integration in organisational
development activity
The development of a coherent and integrated approach to
development activities to be achieved by the creation of an OD
steering group with an oversight and co-ordination function, of a
strategies and programmes identified in the Organising for
Excellence model.
The Trust has a range of programmes and strategies in place to support the
achievement of its strategic objectives, supported by performance
management and reporting systems. For the first time these strategies,
programmes, systems and structures have been mapped.
This mapping has been conducted as an organisational development
exercise, to identify linkages, overlaps and gaps, and to assist in
communication. It demonstrates, in a simple format, the complex range of
activities the Trust is undertaking.
This ‘organisational map’ (Organising for Excellence) will be used on an
ongoing basis to assess progress and will be at the heart of ongoing
organisational development activity. It will be the key reference document for
the OD Steering Group, which will ensure appropriate oversight and coordination
of OD activity across the Trust.
6.2 Driving improved business performance and focus at a local level
The implementation of the service line management model to
improve business performance, supported by a revised planning
process which will encourage a specialty led approach
The Trust has made some progress on introducing service line management
(SLM) over the last 2 years. However, a recent baseline assessment of SLM
using the Monitor self-assessment tool demonstrated that there is more to be
done, particularly in relation to the provision of accurate integrated
comprehensive line information for improved decision making and budget
management. There are also a number of other issues around the delegation
of responsibility to divisions and directorates, the performance of corporate
business units, performance management and annual planning which will
need to be addressed as part of the implementation of SLM.
The Trust will now establish the SLM programme as a free standing project in
its own right. This reflects its importance to the effective functioning of the
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