Organisational Development Strategy - The Royal Wolverhampton ...

royalwolverhamptonhospitals.nhs.uk

Organisational Development Strategy - The Royal Wolverhampton ...

Report to:Trust BoardDate: 8 th March 2010SubjectReport ByReport of Director of Human ResourcesDirector of Human ResourcesPurpose of ReportTo inform the Trust Board of the following matters:1 Organisational Development StrategyImplicationsFinancialHumanResourcesHealthcarePolicyLegalStandards forBetter HealthOther(e.g. PPI & E&D)Recommendation(s)1. Organisational Development StrategyThe Trust Board is asked to approve the update and revisions to theOrganisational Development Strategy.Page 1TB 08-03-10


1. Organisational Development Strategy (see Appendix 1)A supporting document to the HR Strategy is the Organisational Development Strategy. Thedocument outlines the future direction of travel and key priorities for the Trust with regard toOrganisational Development (OD).The OD Strategy will support the delivery of the Trust strategic objectives through enabling realand lasting change and improving organisational effectiveness and capability. In addition itclearly reflects the overarching national aims for the NHS; including the Lord Darzi report andthe NHS Constitution.The key aims of the strategy are to:• Enable a Service Line Management Model that ensures autonomy and accountability ata business unit level.• Develop effective leaders and managers throughout the organisation.• Enable performance optimisation through a cultural shift from employee compliance toemployee engagement and commitment.• Enable the organisation to embrace change.The Trust’s OD Strategy should be read in conjunction with the Human Resources Strategy andthe Education and Training Strategy.* * * * *Page 2TB 08-03-10


The Royal Wolverhampton Hospitals NHS TrustTB 08-03-10 Appendix 11February 2010


The Royal Wolverhampton Hospitals NHS TrustContentsPage1. Introduction 22. Development of the Strategy 23. The Organisational Development Strategy 43.1 Structural change to support Service Line Management 43.2 Leadership & Management Development 53.3 Talent management/Talent Plan 83.4 Cultural Change 83.5 Service Improvement Capability 114. Conclusion/Summary 12Appendices:Appendix 1 – Leadership profiles 13Appendix 2 – Strategic Implementation Plan 15Appendix 3 – Division 1 Structure 18Appendix 4 – Division 2 Structure 19Appendix 5 – Leadership and Management Career Ladder 20Figures:Figure 1 – Galbraith Star Model 2Figure 2 – The NHS Leadership Qualities Framework 6Figure 3 – The Development Framework 7Figure 4 – Staff Engagement 9Figure 5 – The Learning Organisation 101February 2010


The Royal Wolverhampton Hospitals NHS Trust1. INTRODUCTIONThe purpose of this Strategy is to outline the future direction of travel and key priorities for theTrust with regard to Organisational Development (OD).The OD Strategy will support the delivery of the Trust strategic objectives through enablingreal and lasting change and improving organisational effectiveness and capability. In addition itclearly reflects the overarching national aims for the NHS including the Lord Darzi report andthe NHS constitution.The key aims of the strategy are to:• Enable a Service Line Management Model that ensures autonomy and accountabilityat a business unit level.• Develop effective leaders and managers throughout the organisation.• Enable performance optimisation through a cultural shift from employee compliance toemployee engagement and commitment.• Enable the organisation to embrace changeThe Trust’s OD Strategy should be read in conjunction with the Education and TrainingStrategy and the Human Resources Strategy.2. DEVELOPMENT OF THE STRATEGYThe development of this strategy was enabled by involvement of key individuals through theListening into Action workstreams. In developing this strategy we considered the followingdefinition of organisational development:“Organisational Development is a positive change management process through which anorganisation develops its internal capacity to efficiently and effectively provide its services andsustain itself long term” .In practice, OD is a series of planned interventions to bring about significant improvements inorganisational effectiveness and capability. To determine what the appropriate ‘plannedinterventions’ should be for the Trust we have used the Galbraith Star model. This modelprovides a systematic way of identifying the barriers to organisational effectiveness within theTrust.Organisational effectiveness and capability is composed of both hard drivers such as strategy,structures and systems and soft drivers such as people policies and reward systems.The Galbraith Star model shows how these hard and soft drivers interrelate to one another.StrategyPeopleStructureFigure1: Galbraith Star ModelRewards- 2 -ProcessesFebruary 2010


The Royal Wolverhampton Hospitals NHS TrustThe individual factors include:• Strategy: the plan devised to maintain and build competitive advantage over thecompetition –basically the Trust’s vision, values and strategic goals as detailed in theIntegrated Business Plan (IBP)• Structure: the way the organisation is structured and who reports to whom• Processes: the flow of information and decision processes, such as our policies,procedures, ways of working etc• Reward Systems: the way we motivate our staff through performance managementprocesses and incentives• People Policies: the way we recruit, train, develop and promote our staffWhen these factors are considered individually, there is a risk of conflicting operational plans,uncoordinated resources, slower progress and a lost opportunity for sharing knowledge; thusminimising the return on investment from development initiatives.In highly effective organisations, these factors are considered holistically to drive performance,maximise efficiency and cost effectiveness and bring about sustainable improvements in theorganisation. Therefore the 5 factors must be internally consistent to enable effectivebehaviour.In considering the model, the strategy is the start point as this will drive and determine theorganisational structure that will be appropriate to ensure effective delivery of the Trustobjectives. Processes should then be developed to effectively support the agreed structure.The structure and supporting processes then define the reward and performance managementsystems and people policies. When all these factors are aligned and internally consistent theorganisation will function effectively.Following a review of the Trust strategic objectives it was identified that one of the key driversfrom an organisational structure perspective will be the implementation of Service LineManagement (SLM). This will influence the way the organisation is structured due to theincreased autonomy and accountability at a business unit level. We will therefore need toadjust our existing structures to align to and support SLM.Clearly SLM requires more than just changes to the structures to be effective and therefore ourleaders and managers will need to enhance and in some cases develop different skill sets tothose required in the current operating climate. The skill gaps will need to be identified andappropriate development interventions provided to bridge these skill gaps.In addition we recognise that to be an effective organisation requires more than just having theappropriate structures in place, supported by highly skilled leaders and managers. Wetherefore need to ensure that all our staff are fully supportive of the Trust’s vision and valuesthrough appropriately engaging with them. We need to change our culture from one ofcompliance practice to one of commitment and engagement. This cultural change will requiremultiple interventions to ensure that our staff not only want to engage with the organisation butare enabled and equipped to do so in a meaningful and effective way.- 3 -February 2010


The Royal Wolverhampton Hospitals NHS TrustTherefore taking these considerations into account the following OD priorities have beenidentified:• Structural change to support SLM• Leadership and Management Development• Cultural change programme to shift the culture from one of compliance to one ofcommitment and engagement• Develop service improvement capability across the organisationThe OD Strategy will therefore focus on these priorities and will outline the Trust approach tomeeting these needs. A detailed OD work plan that outlines the planned activity for each of thepriority areas and how we will measure the effectiveness of these interventions is included inAppendix 2.3. THE ORGANISATIONAL DEVELOPMENT STRATEGY3.1. Structural Change to Support SLMWe understand that to be an effective organisation we need to have appropriate organisationalstructures, within which staff have clearly defined responsibilities and accountabilities identifiedin their job plans/job descriptions.Currently, within the Trust, Clinical Directorates which operate as strategic business units arealigned within Clinical Divisions (Appendices 3 & 4). This structure was introduced in 2006/7after a period of staff consultation and marked a new evolution in the business operation of theTrust, allowing a triumvirate of leadership at the head of each Division (Divisional Manager,Divisional Nurse, Divisional Director), which was in turn reflected in the clinical directorates(Directorate Manager, Clinical Director, Matron). This team approach to management andleadership was the key for the Clinical Leadership and Management structure, with individualshaving key responsibilities and accountabilities, detailed in their job descriptions.There is a recognition that despite having improved performance and standards and havingmade significant progress the current management system may not be the right one to takethe organisation forward. The Core Business review and the preparatory phase of Service LineReporting will therefore form the foundation for a new business model.The guiding principle of our approach to implementing SLM will be to move towards managingthe organisation as a portfolio of service lines, the equivalent of business units in a commercialsetting. SLM will result in the devolution of autonomy and accountability to the front line –where the capability, information and patient relationships reside that can deliver improvedservice, quality and patient experience. The resulting service lines will have clear decisionmakingand accountability lines. Clinicians will hold prominent leadership roles, integrating theownership of clinical, operational and financial performance.We recognise the significant impact and potential risks to the organisation that this level ofstructural change may have and therefore change readiness assessments will be completedon each service line to ensure risks are appropriately managed. These assessments will lookat the business unit’s performance in respect of quality, finance, activity and safety beforeimplementation of SLM is considered.As previously mentioned structural change needs to be supported by appropriate processes.Therefore key processes such as decision-making processes, information flows etc. will be- 4 -February 2010


The Royal Wolverhampton Hospitals NHS Trustreviewed and changed to ensure alignment with the SLM structures as an integral part of theSLM implementation plan.In addition to the process changes it is clear that the introduction of SLM will require ourleaders and managers to acquire new skills to enable them to be equipped for the increasedlevels of accountability and autonomy they will have for the business performance of theirservices. Capability gaps will be identified as part of the development of the business modeland will be addressed as a part of the Leadership & Management Development Framework.3.2. Leadership and Management DevelopmentThe Trust recognises that it requires effective management skills and excellent leadership inorder to deliver exceptional organisational performance, resulting in high quality patient care.In particular the challenge posed by the Trust’s strategy is the need to develop leadership andmanagement capability to enable SLM to be effectively implemented.In addition it is recognised that at the Board level there needs to be an increased ability tooperate within a more commercial climate. It is therefore crucial that the Trust has a clearstrategic approach to the development of sustainable leadership capacity and capability atvarious levels across the Trust.To date, the Trust has conducted a review of the Board which resulted in new appointmentsbeing made to the non-executive directors and the Chair. In addition a programme of Boarddevelopment has also been implemented to meet both group and individual learning needs.This programme is on-going, incorporating emerging needs such as sessions on service linemonitoring and being a good corporate citizen, to ensure the Board continues to be fullyequipped to lead the organisation effectively.In addition to the customised Board development programme a range of programmes aimed atdifferent leadership and management groups across the Trust have been developed anddelivered including:• The Management and Leadership Development Programme (6 day programme)• The Ward Manager Development Programme• Leadership at the Point of Care (LPC) course• ‘Breaking Through’ and Beacon Leadership programmes• Strategic Leadership in Education course• The Management and Leadership module (M-Level module – in association withStaffordshire University)• Band 7 Leadership programme• Introduction to Supervisory Management course• Right First Time decision making• Aspiring Matron programme• Aspiring Clinical Director programmeDuring 2009 a review of the Management and Leadership programmes was conducted toensure appropriate provision across the job roles/bandings of staff within the Trust andappropriate alignment to support delivery of the strategic aims of the Trust as well as provideclarity of career progression through a Management and Leadership ‘ladder’ (Appendix 5)A significant number of these programmes continue to be offered to leaders and managers aspart of the on-going leadership and management development framework; albeit that they willclearly need to evolve to address the skills gaps identified by the planned implementation ofservice line management.- 5 -February 2010


The Royal Wolverhampton Hospitals NHS TrustTo complement in house delivery a number of Regional/National Management and Leadershipprogrammes commissioned by the Strategic Health Authority are included in the availableprogrammes, and as new programmes become available these will be added to the suite ofavailable programmes to staff.As we further develop our approach to leadership and management development we will lookto ensure that we:• Identify who our leaders are and what we expect of them• Develop a common leadership and management framework that is flexible enough toenable accelerated skill building in line with our strategic priorities for leaders andmanagers at all levels• Adopt a blended learning approach to meet different learning styles and to minimisetime away from service delivery• Ensure our programmes are underpinned by Emotional Intelligence• Incorporate NHS management standards into all appropriate programmes• Develop effective evaluation processes for our programmes and for individuals basedon output evaluationThe Trust has defined our leaders as the people with the vision and initiative to bring aboutchange through others (see appendix 1 for identified leaders and the types of leadership). Thisidentification of leaders will enable us to develop appropriate targeted interventions to equipthem to fulfil their responsibilities. Future work around Talent and Leadership mapping andTalent Planning will now be crucial in developing sustainable leadership.Our leadership and management framework will be aligned to the NHS Leadership QualityFramework (see figure 2 below), while recognising that where appropriate this may need to beadjusted to ensure full alignment with the Trust vision, values and culture.Figure 2: The NHS Leadership Qualities Framework (LQF)- 6 -February 2010


The Royal Wolverhampton Hospitals NHS TrustWe will ensure that our leaders are aware of what is expected of them at all levels of theorganisation and appropriately supported to enable them to fulfil these obligations. This will beachieved through access to appropriate programmes within the development framework linkedto the NHS Knowledge & Skills Framework (KSF) where appropriate.The development of quality leaders cannot be expected solely from the delivery of traininginterventions designed to deliver functional skills/knowledge /tools to the individual. There mustbe an accompanying blend of interventions designed to develop leadership capability,underpinned with the development of emotional intelligence to support the individual’sengagement, commitment, insight and understanding.In addition to any formal learning, the Leadership & Management Development framework willutilise opportunities that expose leaders to new challenges in a supported way e.g. throughparticipation in shadowing experiences, exposure to strong role models and through enablingthem to have influence without authority. In support of this, experiential coaching sessions willbe made available to support an individual undertaking a new task, such as undertaking aninvestigation, being a panel member of a disciplinary hearing, Chairing a meeting etc.Management and Leadership Development FrameworkTools/SkillsLeadershipEmotionalIntelligenceFigure 3: The Management and Leadership Development frameworkIndividuals undertaking management and leadership development programmes will undertakepre programme self-assessment of skills and capabilities (and where appropriate teamanalysis and team fit) against appropriate criteria to determine their individual or preferredstyles of behaviour and baseline skills set. They will then be equipped to understand thepotential impact of their personal style in different organisational situations, and how they canadjust this in order to improve their effectiveness and get the best from interactions withothers. The self-assessment tools employed will be varied and chosen appropriately for thedevelopment programme undertaken / delegate composition (e.g. Myers Briggs TeamInventory, Belbin, Team Management Profile etc).- 7 -February 2010


The Royal Wolverhampton Hospitals NHS TrustA range of programme delivery methods will be utilised (including e-learning) in order to suitdiffering learning styles, as well as supporting individual and group needs; enhancing theopportunities to ensure appropriate and effective learning is fostered. The developmentprogrammes will take account of the needs not only of the hierarchical levels of leaders, but, insome instances, will need to address the specific needs of certain functional groups, e.g.Clinical Directors.The Management and Leadership Development Framework will be used to construct multidisciplinary,multi-professional development programmes which results in the enabling ofopportunities for learning and to spread good practice and enhance working across traditionalboundaries.A key requirement for the Trust is to ensure that future programmes can support the code ofconduct for NHS managers. Therefore the Code of Conduct for NHS managers will be madeexplicit to all delegates on in-house Management and Leadership programmes, and circulatedwidely throughout the senior management of the organisation. This will provide the opportunityfor additional benchmarking for managers, upon which they can be assessed (independentlyor by self assessment) in the future. The aspiration is that these standards are included usinga Multi Source Feedback (MSF) process, in order to feed into the individual’s appraisal/KSFPDR so that objectives may be set around a framework of management behaviours as well asthe individual’s KSF outline.To ensure the Management and Leadership Development Framework delivers a return oninvestment and builds organisational capability; robust systems will be required to bedeveloped to measure the effectiveness of programmes and the success of our leaders. Partof this evaluation process will include the use of MSF (Trust tool under development for seniormanagers and Consultant medical staff) to measure successful managers and leaders againstthe various standards such as The Leadership Qualities Framework and/or appropriatevalidated standards e.g. those produced by the Royal College of Physicians. We will then beable to assess our leaders against the leadership qualities as well as there “hard” targets –assessing them on both what they do and how they do it as part of the appraisal/KSF PDRprocess. This will allow development needs to be set into the personal development plan(PDP).In addition, following Leadership development programmes, impact assessment will beundertaken to assess the changes in practice by the individual (using both self assessmentand line manager’s assessment).3.3 Talent ManagementThe approach adopted by the Trust in terms of talent management will initially focus onkeeping talent: by sustaining good quality leadership development programmes for staff, andthen progress to developing talent spotting systems and talent nurturing interventions.Talent mapping information will reveal areas that are talent rich and have robust plans forsuccession planning, as well as highlight areas that require future talent which could beprovided by talent across service boundaries.Key areas of focus will be talent within the Executive leadership team and then the serviceleadership team.3.4 Cultural Change ProgrammeAs previously mentioned we recognise that to be an effective organisation we need to ensurethat all our staff are fully supportive and engaged with the Trust’s vision and values. A critical- 8 -February 2010


The Royal Wolverhampton Hospitals NHS Trustcomponent to enable us to achieve this is having an agreed set of values owned by all thestaff.The Trust has already developed a set of values, which are:• Patients are at the centre of all we do.• Working together we will deliver top quality services.• We will be innovative in how we work.• We create an environment in which people thrive.A key challenge for the Trust is to fully embed these values to ensure that they are evident inthe way that we behave and the decisions that we take.We believe that this will only be achieved by a cultural shift and so we are looking to embedapproaches based on commitment practice rather than compliance as illustrated in figure 4below:STAFF ENGAGEMENTCommunicationCommitmentCollaborationFigure 4To achieve this cultural shift multiple interventions will be required and these are outlined notonly within this strategy but within the HR and Education and Training Strategies. Theseinclude, but are not limited to:• Communicating and embedding the values throughout our processes.• Developing employee engagement through interventions such as Listening into Action.• Developing our leaders, managers and staff.• Becoming a learning organisation.A range of communication approaches have been developed to ensure that the values areknown across the organisation. These include engaging with staff at the point of induction aswell as through other interventions such as appraisal/KSF PDR, management briefings, andteam meetings etc. We believe that this will raise the awareness and understanding of whatthe values are and what they mean for the individual and the Trust. We will also embed thevalues into other core processes such as recruitment so that we recruit individuals whosevalue sets are closely aligned to those of the Trust.We will be working with our staff to develop a Staff Charter to underpin the values. This willclearly outline what we as an organisation expect of our staff and in return what they canexpect from us. This will ensure that the values go beyond a set of words and are understoodand applied throughout the organisation.- 9 -February 2010


The Royal Wolverhampton Hospitals NHS TrustIn addition we have taken into account the findings from the work undertaken nationally whichresulted in the David Nicholson, NHS Chief Executive Publication “What Matters to ourPatients, Public and Staff” an understanding on what really matters to them. As a result of thiswe have adopted a programme of events and “Listening into Action” workstreams to supportcultural change. The programme puts staff at the centre of change and the evidence base isthat engaged staff deliver better care. Staff are fully involved in identifying and solving issuesthat get in the way of them working well and being able to deliver quality patient service. Theprogramme encourages a multi-disciplinary approach with the focus being on enabling andempowering everyone at all levels to lead, own and drive the changes we all want to see forour patients, for our staff and for the Trust as a whole. Further details of this approach areoutlined in the HR Strategy.As we have outlined in the Leadership and Management Development section of this strategywe will ensure that our leaders and managers are clear about what is expected of them interms of not only what they have to do but how they should behave while doing it. This willensure that we lead and manage our staff in a way that is aligned to and supportive of ourvalues. We recognise that employee engagement is clearly influenced by the way staff aretreated and therefore a key part of the leadership and management development frameworkwill be to ensure that they are equipped to understand the potential impact of their style indifferent organisational situations and how they can adjust this in order to improve theireffectiveness.To ensure that we can monitor the impact of leaders/managers behaviour on the levels of staffengagement we will introduce multi source feedback (MSF) as part of the appraisal process forsenior managers and consultant medical staff. This will provide evidence of any behaviouralchanges which may be required as well as a means to provide feedback on positivemanagement behaviours. MSF will also be an important tool for revalidation of Consultantmedical staff.We will continue to recognise and reward positive role models for management and leadershipthrough ‘The Royal Awards’, specifically nominations against the category ’Manager of theYear’ although other categories also reward Clinical as well as non clinical managementcapability. All Trust staff have access to the nomination process, and therefore have theopportunity to engage in rewarding good management behaviours. There has been, and willcontinue to be, a ‘shift’ in the type of nomination received from Trust employees, which canform a barometer of staff engagement across the organisation and within particular staffgroups. For example, the first year that these Awards were introduced, there was littleengagement amongst the medical staff in the organisation; this has now changed and theculture of the organisation is such that all staff groups take equal involvement in thenomination process. As the organisation develops further, it is anticipated that the range ofcategories of awards will change to keep pace with the aims and values of the organisation.In addition we believe that our aim of becoming a learning organisation will support culturalchange. The Education and Training strategy clearly sets out this aim, which will lead to ourstaff having self-belief and understanding, recognising the value of team working and viewingwork as a continuous learning experience.- 10 -February 2010


The Royal Wolverhampton Hospitals NHS TrustFigure 5 - The Learning OrganisationGiven that we recognise that having the right culture is critical to the effectiveness of theorganisation it is important that we are able to audit this to identify whether we are movingtowards our desired state. Currently we monitor our culture informally through a range ofmechanisms such as feedback from the LIA events and other staff forums, the national staffsurvey results etc. We will however be adopting a more dynamic approach to ensure that ourinterventions are effective and culture change is occurring. This will involve us developing aculture audit (potentially as part of the pulse survey for engagement referred to in the HRStrategy) to assist us in identifying any issues and enabling us to therefore developappropriate action plans.One of the key interventions to take this imitative forward will be a series of ‘Chat Back’sessions, which will be based around interactive tools to determine staff opinion organised in arange of venues; taking key questions to staff in a timely manner which will help us to drilldown into important issues and produce feedback to Directorates which is meaningful, timelyand auditable.3.5 Service Improvement CapabilityWe believe that our staff are best placed to identify and deliver changes that will result inimproved service, quality and patient experience. To enable this to happen we need to givethem the skills, tools and techniques to make this a reality. This approach not only aligns to theSLM model but fits with the cultural change programme where by putting staff at the centre ofchange we will increase their levels of engagement.In order to further develop the organisation’s service improvement capability and capacity aPerformance and Service Improvement Team were set up in April 2008. This has recentlybeen expanded to enable the team to support a programme of training in service improvementand change management techniques. In addition the team has developed a range of supportmaterials and toolkits for those staff involved in improvement projects across the Trust. Wetherefore intend to maintain the current programme of training as well as looking foropportunities to embed the key tools/techniques into appropriate leadership, management andsupervisory development programmes.As part of this approach to building organisational change capability we have commenced theintroduction of LEAN methodology as well as other service improvement techniques. This will- 11 -February 2010


The Royal Wolverhampton Hospitals NHS Trustbe rolled out across the Trust so that managers and clinicians are committed to identifying andremoving waste and duplication and improving flow within their service.The training/toolkits focus on not only technical skills but also support cultural change throughdeveloping change readiness in staff. The approach ensures that all our staff feel able andempowered to identify and address inefficiencies within the service.Demystifying change and embracing change will be increasingly important in enabling staff tomove with an evolving organisation; to support this, change management interventions for staffand teams will be also be required.In addition to the training and support there are a number of service improvement programmesactive across the Trust. One such programme is the Productive Ward Programme (a nationalproject run by the NHS Institute for Innovation and Improvement). The programme has beenimplemented in 26 wards and plans to commence implementation in all inpatient areas byDecember 2009 met their target. The programme involves staff redesigning the core taskstaking place on their ward to help them organise care better and to therefore releaseunproductive time. To-date the equivalent of 1066 shifts have been released back to care. Inaddition to the productivity improvements there has been an improvement in the quality ofpatient care as well as improvements in staff morale and reductions in staff sickness levels. Sofar, 8 of the wards have been externally evaluated, and 66% of staff would recommend theproject to others, 55% of staff said that as a result they now have more time to spend withpatients. 81% of staff felt that the project was sustainable.The “Listening into Action” programme outlined in the cultural change section of this report hasalso generated a number of service improvement projects where staff will be involved in takingthe lead on implementing the changes identified.4. Conclusions/SummaryThis Strategy has outlined the future direction of travel and key priorities for the Trust withregard to Organisational Development. Critical to this will be the achievement of a cultural shiftwhere our staff take responsibility for the continuous improvement of the service and their ownskills development. We have recognised in this strategy that our managers and leaders arepivotal to enabling these changes to occur and we will therefore be investing in theirdevelopment to ensure they are appropriately equipped.The OD Strategy through enabling real and lasting change and improving organisationaleffectiveness and capability will support the delivery of the Trust’s strategic objectives.- 12 -February 2010


The Royal Wolverhampton Hospitals NHS TrustIdentified LeadersAppendix 1Kouzes & Posner – The Leadership ChallengeThis presents a number of key aspects of leadership that can be identified and adopted within all levels of leadership at the Trust.• Challenge the Status Quo• Inspire shared vision• Enable others to act• Encourage the Heart - Model the wayLEADERSHIP PROFILESType of LeadershipTarget GroupLeadership Roles and Responsibilitiesinclude:Management Roles andResponsibilities include:PersonalLeadershipTeamLeadershipPromotes inspiration forthemselves and othersby developing individualstrengths andconfidence.Provides teamleadership to maintaineffective team workingand communication thatcontributes to thedelivery of high qualitypatient careIndividual members ofstaffStaff SideRepresentativesWard ManagersClinical ManagersTeam LeadersManagersSupervisorsSpecialist nurses• Identified facilitator• Catalyst• Interventionalist• Role model• Mediator• Takes responsibility for selfdevelopment• Provide support for teammembers• Facilitate effective teamwork andcommunication in theengagement of their staff• Promote an open culture withintheir team that facilitates thedelivery of clinical governanceand contributes to improvementsin patient care.• Promotes and supports anenvironment for innovation andlearning.• Responsibility for personalHealth & Safety• Participate in own appraisal/KSF PDR• Operate, act within andpromote adherence to Trustpolicies and procedures• Other responsibilitiesdependent on role• Undertake IndividualAppraisal/ KSF PDRs andagreeing PDPs• Line management of staff• Budget holder (usually)• Contribute to and promoteadherence to, Trust policies& procedures• Undertake risk assessmentsand act on results• Management of Health &Safety issues within area.- 13 -February 2010


The Royal Wolverhampton Hospitals NHS TrustType of LeadershipTarget GroupLeadership Roles andResponsibilities include:Management Roles andResponsibilities include:ServiceLeadershipProvides a leadershipfocus within the servicearea for the effectiveand efficient provisionof quality services topatients, minimising riskand developing thevision through theinvolvement of keystakeholdersClinical DirectorsDirectorate ManagersDivisional ManagersMatronsHeads of Service/ DeptSenior ManagersConsultant/SpecialistNurses• Provide support for Team Leaders• Lead the contribution of theservice in the development of thecorporate vision and strategy• Lead delivery of the operationalplan and achievement of keyperformance targets• Facilitate effective teamworkand communication towards the fullengagement of all staff.• Promote an open culture thatfacilitates the delivery of clinicalgovernance and identifiable ongoingimprovements in patient care.• Undertake Individual Appraisal/KSF PDRs, facilitating thedevelopment of staff• Effective staff management toensure achievement ofoperational priorities• Contribute to, promote andmonitor adherence to, Trustpolicies & procedures• Undertake risk assessmentsand act on results• Monitor Health & Safety issuesand ensure risk assessmentsare actioned• Ensure effective utilisation ofresources• Plan, organise, direct and coordinateservice provision tosupport strategy• Manage and ensure adherenceto financial budgetsExecutiveLeadershipDevelops and delivers aclear vision, set ofvalues and culture forthe organisation, whichmeets the needs of thecommunity it serves.Divisional DirectorsNon-Executive DirectorsChief ExecutiveExecutive Directors• Provide support for Service Leaders• Delivers Service DevelopmentStrategy• Delivers Trust strategies• Develops the corporate vision• Overall responsibility for ensuringkey targets are achieved• Overall responsibility for developingplans to achieve the agreedstrategic direction• Monitor financial position and takeaction as appropriate• Responsibility for ensuringcorporate and clinical agendas aremet• Overall responsibility fordevelopment and welfare of staff- 14 -February 2010


The Royal Wolverhampton Hospitals NHS TrustAppendix 2Strategic Implementation PlanOD key aim KPI Year 1 Metric Year 2 Metric Year 3 MetricStructural change tosupport SLMSeparate SLM projectimplementation plan to beproducedDevelop further theLeadership &ManagementFrameworkLeadership qualities required forthe organisation defined (based onthe NHS Leadership QualitiesFramework adjusted to reflectTrust values and strategicobjectives, in particular SLM)The required level of competencein respect of the leadershipqualities for different managementlevels within the Trust definedYear 1Green = CompletedRed = Not completedYear 1Green = CompletedRed = Not completedExisting Leaders/ Managersundertake an audit to identify theirleadership role, previousdevelopment, any gaps(particularly in respect of SLMrequirements)Year 1Green = Executive LeaderscompletedRed = Executive Leadersnot completedYear 2Green = Service LeaderscompletedRed = Service Leaders notcompleted- 15 -February 2010


The Royal Wolverhampton Hospitals NHS TrustOD key aim KPI Year 1 Metric Year 2 Metric Year 3 MetricLeadership/managementdevelopment programmesreviewed to identify degree ofalignment with required leadershipqualities and principles of theleadership framework e.g.underpinned by emotionalintelligence, blended learningapproach etc.Current programmes amended ornew interventions developed asappropriateYear 1Green = annual auditcompletedRed = Annual Audit notcompletedYear 2Green = annual auditcompletedRed = Annual Audit notcompletedYear 3Green = annual auditcompletedRed = Annual Audit notcompletedDevelop a TalentManagement planDevelop a culturalchange programmeRobust mechanisms developed toevaluate the leadership andmanagement developmentframework at both a programmeand an individual candidate levelTalent management map to becompletedEffective communication of Trustvision and values throughembedding in core processes e.g.recruitment, induction, leadershipdevelopment etcA staff charter developed to bringthe values to life - enabling staff tounderstand what we expect ofthem and what they can expect ofthe TrustYear 1Green = Talent mapcompleted for ExecutiveleadersRed = Talent map notcompleted for ExecutiveleadersYear 2Green= Evaluation completedRed = Evaluation notcompletedYear 2Green = Talent mapcompleted for Service leadersRed = Talent map notcompleted for Service leadersYear 2Green = Vision and Valuesfully incorporated into careprocesses.Amber = Incorporated intosome processesRed = Vision and Values notincorporatedYear 2Green = Staff CharterdevelopedRed = Staff Charter notdevelopedYear 3Green= EvaluationcompletedRed = Evaluation notcompletedYear 3Green = Vision andValues fully incorporatedinto care processes.Amber = Incorporated intosome processesRed = Vision and Valuesnot incorporated- 16 -February 2010


The Royal Wolverhampton Hospitals NHS TrustOD key aim KPI Year 1 Metric Year 2 Metric Year 3 MetricThe Listening into Actionprogramme/approach continues todevelopYear 1Green = LIA continues todevelop in all plannedareas.Red = LIA does not continueYear 2 Year 3Develop ServiceImprovementCapabilityAudit of culture within the Trustand development of action plansto address areas of misalignmentto the required commitment andengagement cultureNational staff survey responsesanalysed, related to levels ofengagement and appropriateaction plans developedTraining programmes to buildorganisational capability in project,change, LEAN and other serviceimprovement techniquescontinued to be developedEmbedding of Serviceimprovement key techniques intocore Leadership, Managementand Supervisory developmentprogrammesto developYear 1Green – Action plansdeveloped from ‘Chat Back’feedbackRed = Action Plans notdeveloped from ‘Chat Back’sessionsYear 1Green = Action Plansdeveloped on resultsRed = Action Plans notdevelopedYear 1Green = Trainingprogramme producedRed = Training programmenot producedYear 2 Year 3Year 2Green = Action Plansdeveloped on resultsRed = Action Plans notdevelopedYear 2Green = Training programmeamendedRed = Training programmenot amendedYear 2Green = Included in band 8internal programmesRed = Not Included in band 8internal programmesYear 3Green = Action Plansdeveloped on resultsRed = Action Plans notdevelopedYear 3Year 3Green = Included in band6 and 7 internalprogrammesRed = Not Included inband 6 and 7 internalprogrammes- 17 -February 2010


The Royal Wolverhampton Hospitals NHS TrustDivision 1 Appendix 3Divisional DirectorDivisional ManagerDivisional NurseCapacityManagerPatient and customerOfficerFinanceManagerHealthcare Governance ManagerHRManagerHRAssistantsLegal GovernanceIT GovernanceITU/Anaesthetics/TheatresCardiothoracicOncology/HaematologyRadiologyGeneralSurgery/UrologyOutpatients/General Office/OphthalmologyPathologyManagerActing ClinicalDirectorManagerClinical DirectorManagerActing ClinicalDirectorManager/Clinical DirectorManagerClinical Director(GeneralSurgery)Clinical Director(Urology)Manager –Non UrgentTransportManagerClinicalDirector(OphthalmologyHead & Neck)Clinical Director(Head & Neck)ManagerClinical DirectorMatronMatronActing MatronActing MatronActing MatronActing MatronActing Matron- 18 -February 2010


Division 2The Royal Wolverhampton Hospitals NHS TrustDivisional DirectorAppendix 4HEAD OF NURSINGDivisional ManagerHead of MidwiferyHRManagerFinanceManagerCapacityManagerHealthcare Governance ManagerHR AssistantManagerMedical StaffingCo-ordinatorCapacityTeamLegal GovernanceIT GovernanceMedical StaffingAssistantRenal/DermatologyOrthopaedicsRheumatology& OrthoticsAcuteEmergencyMedicineGastro-enterology/Nutrition &Dietetics/RespiratoryObs &Gynae/Paediatrics& Neonates/ GUMTherapyServicesCOE& Stroke/NeurologyPharmacyDiabetesDirectorateManagerDirectorateManagerDirectorateManagerDirectorateManagerDirectorateManagerDirectorateManagerDirectorateManagerDirectorateManager &DirectorateManagerRenalCDMatronDermatologyLCMatronCDMatronAssistant Directorate ManagerCD (A&E)Gastro-enterologyCD (EmergencyCDMedicine)MatronMatronNutrition &DieteticsAssistant Head ofDieteticsRespiratoryCDMatronObstetrics &GynaecologyCDPaediatrics &NeonatesCDGUMCD & LCMatrons:Gynae/NNU/PaedsOP ServicesObstetricsIP ServicesObstetricsOccupationalTherapyPhysiotherapyCOE/StrokeCDMatronNeurologyStroke LeadCDCDMatronSecretarySecretary Secretary SecretarySecretary SecretarySecretary PA/OfficeManagerSecretary- 19 -February 2010


The Royal Wolverhampton Hospitals NHS TrustSuggestedparticipantsLeadership and Management Career ladderManagement and Leadership ProgrammeSupporting frameworkAppendix 5Chair/NEDs/EDsDirectorsBand 8/Divisional Managers/Deputy Directors/Clinical DirectorsBand 8Band 7/8/ConsultantsBand 6/7/8/ConsultantsBand 6/7Band 5/6/7Band 3/4Board level developmentExecutive level developmentAspiring Directors Programme, The Health Foundation,GenerationQ ProgrammeProfessional Clinical Masters/General Masters programmes (various)Developing Leaders Programme (DLP)Management, Leadership and team-working (M-levelmodule), Applied EI courseRight First Time /Breaking Through Now Programme/Ward Manager Programme/Clinical Leadership and Management modules (various)Management & Leadership Development (MLD)Foundation degree/NVQ4 in Business AdminTailored interventionsSkills masterclassesEmotional IntelligenceCoaching (West Midlands Coaching Service)Expertise CoachingMentoring360 degree appraisalAction learning setse-learning/Technology supported learningBand 3/4Introduction to Supervisory ManagementBand 3NVQ3 in Business AdminBand 2NVQ2 in Business AdminKey:Delivered regionally through SHADelivered at various Universities/other organisationsDelivered at/through RWHT- 20 -February 2010

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