Shared Service ReviewOrganisational Development and Training

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

2004/05

Areas not included

Practice Development Professional Development Health and Safety

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

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

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

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

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

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

Close alignment to: Senior Management Teams HR Professional Development Service Redesign Workforce Development ICT Culture Change

Enhanced contribution of OD provision isevidenced in areas where additional localinvestment has been made in OD capacity

Options

Shared Learning Services Aligned OD Services

2 models for consideration Shared OD function with no direct

alignment

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