What was the issue you were addressing or working on?
The creation of the Community Health & Care Partnership brought together NHS Greater Glasgow and Clyde’s (NHSGGC) and West Dunbartonshire Council’s (WDC) responsibilities for community based health and social care services within a single, integrated structure. The joint structure has responsibility for delivering planning, allocation and management of resources in clear manifestation of community planning in practice. This brought significant workforce challenges.
What you did?
Trade unions and professional organisations from the Health Board and the Council worked together with employers to develop and implement this organisational change. Key processes included:
- Key messages for staff jointly communicated and coordinated with a robust Communication and Engagement Plan established and adhered to.
- A CHCP Constitution was developed with Joint Trade Union partners, Health Board and Council, reflecting different employee relations structures, individual organisational accountability and statutory responsibilities. This was established to support the development of the workforce change process and wider workforce agenda for the CHCP.
- Refreshed Governance and Accountability Structures were implemented.
Following the agreement of the Scheme of Establishment an Implementation Plan was developed with a number of workforce elements critical to our success: These included our vision and strategy, Organisational Change Process, Joint Training and Communication and Engagement Workforce Development. The CHCP has also independently gained the Gold Healthy Working Lives award.
What were the outcomes - benefits or otherwise?
Managers and Trade Unions worked together to find solutions to issues which have no established precedent, such as joint recruitment, workforce planning and induction processes. This was and is an iterative process, crucial to our continued development. As we move towards statutory integration we share our learning through professional networks with others. Integrated teams have been achieved through consultation and transparency. Practitioners, service users and carers are crucial to this process. Positive outcomes to the impact of organisational change are reflected across services. As an integrated CHCP, our single management structure supports all our managers to have responsibility for shared services/budgets, thus enabling smoother financial planning and service development underpinned by a streamlined performance management framework. These results are jointly reported to the CHCP Committee and back to corporate (parent) bodies.
A Quality Scotland evaluation of senior management identified good quality direct services with positive client/patient satisfaction, positive and productive joint working across services and staff groups. They identified robust corporate governance arrangements, strong commitment to and a platform established for further developments, strong commitment to foster on-going engagement and constructive consultation with stakeholders and a robust track-record of and strong approach to responsible financial management. This process has led to better outcomes both internally and crucially across services, achieving efficiencies and embedded partnership across all levels of practice.
Contacts - to find out more
Serena Barnatt, Head of HR – West Dunbartonshire Community Health & Care Partnership. 01389 737538 email@example.com