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Review of the Effectiveness of Communication in Relation to the Implementation of the Review of Public Administration in

Review of the Effectiveness of Communication in Relation to the Implementation of the Review of Public Administration in Health and Social Care. MARIE MALLON DIRECTOR OF HUMAN RESOURCES BELFAST HSC TRUST TUESDAY 9 DECEMBER 2008. Came into operation 1 April 2007

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Review of the Effectiveness of Communication in Relation to the Implementation of the Review of Public Administration in

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  1. Review of the Effectiveness of Communication in Relation to the Implementation of the Review of Public Administration in Health and Social Care MARIE MALLON DIRECTOR OF HUMAN RESOURCES BELFAST HSC TRUST TUESDAY 9 DECEMBER 2008

  2. Came into operation 1 April 2007 Was a merger of 6 distinct and separate Trusts 22,500 staff £1 billion Serving population of 340,000 plus regional services for all of N.I. Comprises primary and secondary services Facts about the Belfast Trust

  3. First part of the Public Sector to be re-organised Time Constraints Management Capacity Financial Environment Vacancy Controls Business Continuity The Challenges

  4. Performance Targets Potential for precedent No blueprint We were not our own masters Meaningful consultation with our Trade Union colleagues Political Environment The Challenges

  5. HR Advisory Group Re-configuration Board at the Department of Health Central Joint Forum PSC Guiding Principles HR Implementation Group Human Resources Framework Transfer Scheme Protection arrangements Early retirement and voluntary redundancy schemes Independent dispute resolution The Approach - External

  6. Communication/Engagement Early promises re Our People Creation of new structures – tranche by tranche Procedures for filling posts Reduction in Management and other costs Placement & Support Unit The Approach

  7. Career direction seminars and interview training Morale Issues Developing the new cohort Letting go of the old Team Effectiveness The Approach While juggling

  8. The Approach Business Continuity Financial Control Challenges Targets Patient and Client Safety Creating a New Organisation

  9. Face to Face - Chief Executive - Directors - Managers - with Trade Unions - Team Briefings - Service Group Meetings E-mail/Intranet Newsletters, Publications, Bulletins Open opportunity to e-mail all questions with a quick return delivered on Communication

  10. Hello and Goodbye letters Dedicated Placement and Support unit of all new structures and who populated them Staff Counselling, Occupational Health Communication

  11. Must support organisation in meeting its objectives Cross cutting/not institutions Must focus on added value, pro-activity and professionalism Performance management culture Improve governance regime Must be affordable/savings Involve those it impacts on General Principles re Structure No such thing as the “right structure”

  12. 60,000 Health Service staff transferred on 1 April 2007 Re-structuring and re-organisation continuing Structures designed and populated Staff displaced being redeployed Exiting on voluntary redundancy Vacancy Controls/ Workforce controls The Result

  13. The Result • Strategies for re-training • Personal development planning being put in place • Communication, eg newsletters, e-mail communication, face-to-face • Managing the fallout

  14. The Result • Meeting targets • Provision of service • Breakeven • Commence OD Plan

  15. Creation of the new organisation A Structures B Policies C People D Culture and the journey continues to ensure that both staff interests and the interests of the service are taken account of

  16. So what have we said so far • HOW • Staff Engagement • Volunteers not conscripts • Communication and Recognition • Staff Surveys • Leadership Training and Development • Team Development • Individual Development • Feedback, appraisal and courageous conversations • Reliance on teams Accountability

  17. So what have we done to date? Process started to set a strategic direction 5 THEMES

  18. Setting a Strategic Direction Purpose Improve health and well being and reduce health inequalities In partnership with others and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care Business • SAFETY • Provide safe high quality effective care • Standards • Outcomes • Continuous Improvement • Assurance • MODERNISATION • Reform and renew our health and social services • Access • “Localise where possible, centralise where necessary” • Service Reviews • Aligned capital plans • PARTNERSHIPS • Improve health and well being through partnership with users, communities and partners • Citizen centred • Joint working • Civic Leadership

  19. Setting a Strategic Direction • STAFF • Show leadership and excellence through organisational and workforce development • Staff engagement • Leadership • Learning and development • Team effectiveness • RESOURCES • Make best use of resources by improving performance and productivity • Workforce diagnostics • Process improvement • Resource utilisation • VFM • Performance Management • MORE Values and Behaviours Respect and DignityOpenness and Trust Accountabilities Learning and Development

  20. They are all inter – related i.e. you have to rely on Staff as the common denominator to improve safety, achieve modernisation, work in partnership and make best use of resources Key element of OD Plan

  21. And what else ………… Business Strategy - Developing the Vision - New Direction - Goals, Objectives, Performance Management Arrangements - Organisational Values - User Involvement and Engagement - Business Partnering Arrangements Learning and Development Strategy

  22. And what else ………… People Management Strategy - Improving Working Lives (Staff Survey) - Cycling Scheme - Summer Schemes - Discount Schemes - Family Friendly Policies - Widening Participation/Social Responsibility

  23. And what else ………… Leadership and Management Strategy - Medical Leadership - Clinical Leadership - Managerial Leadership - Personal leadership - Leadership Events

  24. And what else ……………. • Team Development • Personal Contribution Framework • Recognising and valuing contributions - eg Chairman’s Awards

  25. Involvement in decision making Safer Patient Initiative involving staff at all levels Partnership working with Trade Unions on eg control of infection Industrial Relations Machinery User Involvement and Engagement Strategy Internal Communication Strategy Trust Newspaper Team Briefings Internet Chief Executive Face to Face Leadership Visits And what else……………..

  26. Some final thoughts……………. • Challenge of delivery during major change • Communicate…Communicate…Communicate… • Involve Users and Stakeholders • No such thing as the “right” structure • Appoint on basis of competence and values • Community of leaders

  27. Some final thoughts……………. • Recognise resilience is needed • Recognise the emotional journey • Hold to account • Manage ambiguity • Acknowledge and celebrate success

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