Helping to make change work in the NHS
Creating a new organisation
Substantial changes have been imposed on parts of the NHS. We helped redesign a major Primary Care Trust into Commissioning and Commissioning Support Organisations. Much of previous change in the NHS had been in name only: no real changes to the work happening on the ground. Changes to how work is carried out would now be a fundamental change to working practices, reflecting the new purpose of these new organisations. Previously funded by the government to provide services to General Practitioners (GPs), funding was about to be given directly to GPs who could choose which providers they would buy services from. The new Commissioning Support Organisations (CSOs) would have a more commercial role than previously in the NHS and would eventually need to win business for their future survival.
We analysed the needs of the situation by collecting views of needs and practical constraints from providers, job holders and purchasers. This information, combined with task and activity data, was used to: define new roles; establish job performance criteria; and, to identify organisational change priorities.
Job performance criteria and organisational change priorities informed our design and implementation of a bespoke suite of assessment and appraisal tools to support a new organisation capable of fulfilling its new purpose. We also provided training and additional support, for users of these tools, to ensure new staff would match the new requirements and to help staff transferring from the old organisation to establish a personal targeted development plan to get them ready for the new challenges.
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