Shared Service Review Organisational Development and Training

1
Shared Service ReviewOrganisational Development
and Training

• Approach
• Stakeholder group established
• Models from other NHS systems reviewed
• Analysis conducted of OD activity during 2004/05

2
Areas not included

• Practice Development
• Professional Development
• Health and Safety

3
Identified priorities

• Support the establishment of new management
  structure and organisational arrangements
• Culture change through effective integrated and
  team based working
• Clinical and service re-design
• Support for new performance management
  arrangements
• Address specific issues arising from staff,
  clinical and corporate governance
• Pay Modernisation
• Development plan for NHSGG

4
Public Sector Leadership Agenda

• Services designed around service users
• World class quality
• Robust and fearless process for managing poor
  performance/under-performance
• Joined up working
• Efficiency and productivity
• Clear decision making, clear strategy and public
  accountability

5
Current staffing/organisational arrangements

• Diverse models of service provision within each
  of the Divisions
• Areas of common activity
• Significant variance on scope and breadth of
  organisational development provision
• Funding models, levels of resource and management
  of current activities differ within each Division
• Several jointly funded posts/secondments and
  fixed term contracts/service funded posts

6
Shared Learning

• Comprehensive range of generic programmes
• Core learning activities to support leadership
  and management development
• Corporate and local induction
• Specific initiatives to support staff governance
  eg PDP, Open Learning
• Training issues arising from national
  policy/priorities
• Development and harmonisation of learning related
  policies across NHSGG (eg FE and Study Leave)
• Implement and support KSF
• Record and evaluate all activity
• Liasing with educational bodies on local and
  national initiatives
• Delegate management

7
Organisational Development

• Organisational, team and individual performance
• Team development and facilitation/support of
  integrated working
• Supporting change and redesign facilitation and
  diagnostics
• Design and implement initiatives to support
  organisational working, team performance and
  culture change
• Support production and implementation of
  development plans
• Developing and implementing a leadership
  framework
• Support implementation of national priorities
• Succession planning
• Consistent approach to learning needs analysis
• Consultancy or facilitation support to large
  group interventions and major initiatives

8
Perceived Benefits

• Develop and make best use of expertise
• Consolidate strengths and share best practice
• Critical mass of specialist skills
• Integrated approach to service delivery
• Maximise external consultancy spend and quality
  of external service provision
• Eliminate duplication and variation of process
  and policy application
• Provide single interface and influence Scottish
  Exective and education bodies
• Consistent development of essential
  organisational development processes eg Career
  and Succession planning

9
Close alignment to

• Senior Management Teams
• HR
• Professional Development
• Service Redesign
• Workforce Development
• ICT Culture Change
• Enhanced contribution of OD provision is
• evidenced in areas where additional local
• investment has been made in OD capacity

10
Options

• Shared Learning Services
• Aligned OD Services
• 2 models for consideration
• Shared OD function with no direct alignment

11
Sub Groups

• Open Learning
• Study Leave
• Consultant Appraisal
• Induction
• Shared training, core admin and delegate
  management
• Learning Needs Analysis approach and systems
• Leadership Development
• Measuring effectiveness
• Finance/Funding