January 2012 - Sandwell & West Birmingham Hospitals

organisation as a whole and its critical role as part of the Trust’s FT
application. Progress towards implementation of SLM will be monitored by the
Performance Management Board and the Trust Board.
6.3 Achieving greater organisational efficiency through a more coherent
approach to large scale change management
The creation of a centralised ‘Transformation Support Office’ (TSO)
to provide service redesign and improvement, LEAN expertise and
direct project management where appropriate to
Divisions/Directorates
The diagnostic work led by ATOS identified that the Trust does not have a
standard approach to delivering projects, resulting in variable quality of project
plans and successful delivery. The benefits of change are not always
identified or quantified adequately. In addition, the Trust had not fully
capitalised on the use of proven service improvement techniques.
The Trust has set out its approach to moving from its current position to
readiness for the new hospital (and delivery of the financial plan outlined in
the Integrated Business Plan) in a Transformation Plan. This work will be
supported by a Transformation Support Office (TSO) which will provide
enhanced project management capacity across the organisation.
The Transformation Plan encompasses a range of key projects and its aim is
to take the Trust to a level of top decile performance in a range of efficiency
benchmarks compared to peers.
Progress against the Transformation Plan will be monitored by a dedicated
steering group, the Performance Management Board and the Trust Board.
6.4 Achieving a ‘cultural shift’ – where everyone feels responsible for
the delivery of quality care
Building on our existing approach to staff engagement and
involvement, exploring new ways to achieve better levels of
engagement and commitment
The Trust has been using the ‘Listening into Action’ approach since April
2008, and it has been been widely used to address service improvement,
change management, wider corporate issues and as a methodology for
engaging patients. This approach will continue as an effective way of putting
staff at the centre of change and harnessing their ideas and enthusiasm.
However, the Trust is now piloting another complementary staff engagement
mechanism, ‘Owning the Future’, which is based on the John Lewis forum
model, and involves the use of ‘staff ambassadors’. This pilot will be
evaluated, during 2012.
The Trust continues to work on securing ever higher levels of staff
engagement to achieve its ultimate aim-a culture where every employee feels
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