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

Facts about the Belfast TrustFacts about the Belfast Trust 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

The ChallengesThe Challenges

First part of the Public

Sector to be re-organised

Time Constraints

Management Capacity

Financial

Environment

Vacancy Controls

Business Continuity

The ChallengesThe Challenges

Performance Targets

Potential for precedent

No blueprint

We were not our own

masters

Meaningful

consultation with our

Trade Union

colleagues

Political Environment

The Approach - ExternalThe Approach - External

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 ApproachThe Approach

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 ApproachThe Approach

Career direction seminars and interview training

Morale Issues

Developing the new cohort

Letting go of the old

Team Effectiveness

While juggling

The ApproachThe Approach

Business Continuity

Financial Control Challenges

Targets

Patient and Client Safety

Creating a New Organisation

CommunicationCommunication

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

Hello and Goodbye letters

Dedicated Placement and Support unit

of all new structures and who populated them

Staff Counselling, Occupational Health

Communication

General Principles re StructureGeneral Principles re Structure

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

No such thing as the “right structure”

The ResultThe Result

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 ResultThe Result

Strategies for re-training

Personal development planning being put in place

Communication, eg newsletters, e-mail communication,

face-to-face

Managing the fallout

The ResultThe Result Meeting targets

Provision of service

Breakeven

Commence OD Plan

Creation of the new organisationCreation 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

So what have we said so farSo what have we said so far

HOWStaff 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

So what have we done to date?

Process started to set a strategic direction

5 THEMES

Setting a Strategic DirectionSetting a Strategic DirectionPurpose Improve health and well being and reduce health inequalities

Business In partnership with others and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care

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

Setting a Strategic DirectionSetting 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

•MOREValues and Behaviours

Respect and Dignity Openness and Trust

Accountabilities Learning and Development

They are all inter – relatedThey 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

And what else …………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

And what else …………And what else …………

People Management Strategy- Improving Working Lives

(Staff Survey)- Cycling Scheme- Summer Schemes- Discount Schemes- Family Friendly Policies- Widening Participation/Social Responsibility

And what else …………And what else …………

Leadership and Management Strategy

- Medical Leadership- Clinical Leadership- Managerial Leadership- Personal leadership- Leadership Events

And what else …………….And what else …………….

Team Development

Personal Contribution Framework

Recognising and valuing contributions

- eg Chairman’s Awards

And what else……………..And what else……………..

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

Some final thoughts…………….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

Some final thoughts…………….Some final thoughts…………….

Recognise resilience is needed

Recognise the emotional journey

Hold to account

Manage ambiguity

Acknowledge and celebrate success