Bradford District Care Trust Culture Change to Enable Transformation

1. Bradford District Care Trust Culture Change to Enable Transformation September 2014

2. Context • Significant change within BDCT:- • Transforming Community Services • Transfer of Learning Disabilities Services to new providers • Foundation Trust application • Transformation agenda (agile/new ways of working) • Integration of H&SC • Changing commissioning climate • Financial and Economic climate

3. Our Vision • A values based culture, marked by autonomy, empowerment and innovation • Resilient, capable and engaging leaders • Open, honest climate with responsive feedback • Increase performance, capacity and capability • Foster a learning culture

4. Ensuring a cultural shift • Cultural change possible if …… existing cultural themes + change intervention + sustainable leadership+ generative dialogue + active cultivation of new cultural norms.

5. Burke Litwin Model

6. Building the foundations • Vision of cultural shift required • Clear set of values & behaviours • On-going (healthy) staff engagement • Understanding that change will take time, energy and commitment!

7. Embedding our values • Role modelling • Half day workshops facilitated by CE to explore values and what they represent • Director lead Values session on induction programme • Annual awards • Built into HR processes; appraisal, recruitment • On-going awareness building

8. Values based recruitment • The drivers; Francis, 6 Cs, best practice • Identifying an approach • The National Agenda • Values Based Interview • Implementation • Evaluation

9. You are recruiting a pilot. Would you…. a. See how candidates looked in their uniform? b. See if they can drive a BMW? c. Let them have a go at flying a Boeing 747? d. Give them a flight simulation?

10. BDCT Behavioural Competencies • Developed through engagement with staff and Service Users • 6 competencies • Defined at 4 levels • Simple, accessible language • Distributive leadership • Clear statement of what is not acceptable

11. Building Understanding Putting across ideas and opinions clearly and confidently. Making the time to listen to others and taking their views on board.

12. Leadership Development • Board development • Talent conversations • Engaging leadership • BME Career development • Medical Leads programme • Accredited management development • Coaching and Mentoring

13. Leadership Development • Transformational Leadership Development Programme • Based on Leading to Quality Research • Practical focus, leaders encouraged to share learning with teams • 6 modules over 8 months • Module 1:Leading Your Team to Success • Module 2: Leading in Partnership • Module 3:Building a Shared Vision of Quality Service • Module 4:Engaging Your Team in Change • Module 5:Excellent Culture Competence • Module 6:Inspiring Your Team and Promoting Your Service

14. Building a coaching culture • Enhancement of internal coaching capacity • Managed process • Access via application form • Deliberate matching • Tracking of coaching activity • Coaching supervision (group/one to one) • Coaching skills for managers

15. Staff engagement • Staff survey • Mini temperature checks • Identification of hot spot areas and exemplars of good practice • Focus on key issues that matter to staff • Culture conversations • SFFT • Enabling staff to contribute to service redesign

16. Lessons learned • Senior Management buy-in – ready for the long haul • Remembering – things will go wrong! • Utilisation of all HR/OD colleagues • Relationships – buy-in across the Trust • Emphasis on individual responsibility • Line of sight  patients and staff aligned with vision and values • Embedding values/behaviours into key processes