Organisational Development

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Organisational Development

• Organisation momentum for improved health and
• outstanding partnership relationships

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What we will cover

• Our approach
• Historic illustrations
• The OD plan
• areas for improvement which can be supported
  through OD activity
• How OD activities have been prioritised
• Our OD partnership
• Practical examples
• Questions Discussion

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What is OD?
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What is OD?

• a system wide and values based collaborative
  process of applying behavioural science knowledge
  to the adaptive development, improvement and
  refinement of such organisation features as the
  strategies, systems, processes, people and
  cultures that lead to organisational
  effectiveness (Fred Massarick and Malissa Pei
  Carpenter)

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What is OD

• It is all about strategy!!!

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Strategy Process
Strategy Content
Strategy Context
In three dimensions
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ORIGINS OF ORGANISATIONAL DEVELOPMENT IN BENPCT

• Establishment of EBPCT from 5 predecessor
  organisations in 2002
• Original organisational design, strategy,
  participative Trade Fair, RTSC LGI
• OD support strengthened in 2005 to provide
  expertise and capacity for the organisational
  integration of EBPCT and NBPCT
• Extension of Partnership with VISTA Consulting
  December 2006

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1. Approach- Underlying concepts

• A Principle Based Approach - Dannemiller Tyson
  1980s, Robert Jacobs 1990s - People
• Think and act in real time to work out how to
  apply aspirations immediately
• Get clear on a preferred future using the best of
  the past and not getting stuck in problem solving
  or gap thinking
• Engage and include the necessary stakeholders
  whilst giving clear direction
• Expand thinking by looking outside the
  organisation and focus thinking by looking inside
  at what is really happening
• Create a sense of community in which people see
  themselves as part of the whole as well as
  belonging to a team within the whole
• Share strategic information widely to support big
  picture thinking
• Not a linear approach.
• Is iterative, affords emergent thinking and
  focuses on
• aspirations

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2. Approach - Underlying Concepts

• Jay Galbraiths Star Model - Designing
  Organisations

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3. Approach- Underlying Concepts

• CORE PURPOSE, VALUES AND STRATEGIC GOALS- STRONG
  VISION
• Collins and Porras Built to Last
• Beyond Apple Pie activity
• Revisiting and refinement to ensure long-term
  strategic, audacious goals remain relevant within
  a changing environment

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Learning Review
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Examples of work undertaken have been
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Organisational Development Plan - Diagnosis

• Informed by
• Fitness for Purpose
• Work mat data
• NHS Staff Survey 2008
• PCT Board/PEC other reviews of core purpose,
  goals, principles strategies
• Initial assessment against WCC competencies

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Organisational development Plan - strategic
levers priorities

• Look Up Not Out (LONU)
• WCC Strategic Leverage
• On Line survey results translated
• Leadership Challenges
• Organisational Design review
• Strategy Insights
• Prioritisation Matrix

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Summary of OD priorities

• A clearly articulated workforce development
  strategy with a high degree of ownership
  including provision for procurement and customer
  care skill development
• Development of knowledge management
  infrastructure, culture and processes
• A programme of work on relationships intelligence
  metrics and equality (PRIME)
• Disinvestment with associated redesign
• IT infrastructure
• Contract and relationship management

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Our OD Partners

• OJEU advert March 2008
• Contract awarded to VISTA OD Network effective
  from 1st July 2008
• Access to a range of OD providers
• VISTA, Finnamore, Tricordant, Figure-Ground, The
  Health Works, PRISM Ltd, Cohear.
• 3 year agreement

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Four Examples of OD in Action

• LEAN Systems Thinking
• PRIME health typologies
• LTC Strategy Stakeholder work
• PBC Reinvigoration

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LEAN Systems Thinking
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PRIME
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Health Typologies

• A BEN PCT specific health segmentation is
  allowing the PCT to understand their population
  in a way that no other PCT can.
• PCT staff are now able to identify at an Output
  Area the
• Health characteristics of the group
• Demographics
• MOSAIC type
• Index matrix based on age and ethnicity
• TGI media preferences
• To achieve this a long list of indicators
  covering various sources of data was compiled.
• The data used included SUS as well as local and
  nationally available datasets such as ONS.
• Indicators were chosen to represent a general
  health picture and to incorporate issues known to
  BEN PCT.

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VIDEOgtgtgt
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LTC Strategy

• 8 LTC work streams in PCT
• Stakeholder event to work together and agree a
  set of shared principles that will enable wide
  participation in LTC strategy development
  facilitating local action with strong clinical
  leadership

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Event Design

• Pre-event templates
• Learning review in teams
• Sharing across teams
• SHA Darzi input
• Living with LTC
• Principles developed

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PBC Reinvigoration

• Commissioned Kings Fund Report
• Circulated Report
• Locality Dialogues
• Visioning Event success factors
• Locality design work

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Success factors

• Full satisfaction is experienced supporting
  and rewarding all stakeholders, patients, GPs and
  PCT staff for working together and achieving
•  Patient education, empowerment creates shared
  responsibility for health and is reducing
  inappropriate presentations, and creating a
  health aware and healthy population
• NHS resources are used appropriately (with
  minimal waste) by both patients and healthcare
  workers with good financial controls and
  experience and outcome improvements
•  Together we have reviewed services in terms of
  quality, efficiency, effectiveness with redesign
  and de-commissioning as appropriate which creates
  responsive pathways with appropriate waiting
  times agreed between patients and clinicians
• Heath outcomes have measurably improved and
  inequalities have reduced with statistically
  significant shifts in key areas
• Secondary care data matches primary care data
  with timely data available and less need for
  disputes
• Savings are reinvested for the benefit of local
  services and patients and we all share
  responsibility for making it happen

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• QUESTIONS DISCUSSION?