Strategic Change Management & Organisational Development
Our work on organisational development and change management spans several years and a multitude of organisations. We have developed many organisational development programmes within the NHS across the full spectrum of organisations from Primary Care Trusts to Strategic Health Authorities and acute and community Trusts. Our work has focussed on supporting organisations to identify, plan and implement strategic change. This is managed through a structured and flexible process of diagnosis, planning, implementation and evaluation, linking organisational values to processes, structures and outcomes. The examples below illustrates the kinds of projects we typically work on and the key features of our approach.
NHS Trusts and Foundation Trusts
Historically, we have worked extensively with NHS Trusts in developing their organisations. We are increasingly involved in all aspects of Foundation Trust development, from the formulation of a clear and focussed vision, to the implementation of this vision in practical terms.
Strategic Health Authorities and Primary Care Commissioners
The NHS Plan and the continued implementation of the modernisation agenda have meant important changes for all organisations in the health community, not least Health Authorities and PCTs. We are participating in these changes by working with several Strategic Health Authorities and PCT communities.
Since the first wave of Primary Care Groups several years ago, we have been closely involved in developments in primary care. Most recently, we have played a significant role in the development of commissioning for Primary Care Trusts.
Typical issues that we are currently facing with our primary care clients include:
- The appropriate number and configuration of PCTs
- Performance management
- Public consultation
- Commissioning with Foundation Trusts.
In Cornwall we have worked on the number and configuration of PCTs, and supported a public consultation exercise. Similar issues of PCT configuration, and the services they should manage, have been faced in Warwickshire and West Surrey. Elsewhere (notably Oxfordshire and Bedfordshire), we have helped to address important issues such as the services that PCTs should manage and the services that can be common, or shared, between primary care organisations. In Sheffield, we worked with several PCTs to help develop organisational strategy.
In both the London Region and Thames Valley we were invited to be involved in early development of the Strategic Health Authorities. Subsequently, we have worked closely with the Strategic Health Authorities of Avon, Gloucestershire and Wiltshire, and Surrey and Sussex, to support development of their strategic plans.