Organisational Development Strategy - The Royal Wolverhampton ...

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