I.L.M. Level 5 Diploma in Leadership & Management
Candidate Name:Paul MendesCandidate Number: 0000000
Centre Name: RBHFTCentre Number: R31648
20 August 2012
Understand the specific responsibilities of middle managers in enabling the organisation to achieve its goals.
My organisation is the Royal Brompton and Harefield NHS Foundation Trust, a foundation (semi-independent) National Health Service Trust comprising of two tertiary care heart and lung hospitals, the Royal Brompton Hospital in Central London and Harefield Hospital in Harefield on the London/Buckinghamshire border. The organisation has been a single NHS Trust since 1998, prior to which it was two separate NHS Trusts. The organisation has 3104 staff of which approximately 300 are doctors, 1200 are nurses (the largest single staff group), 650 are Allied Health Professionals and the remainder are administrative. The organisation is divided into five divisions, Heart Brompton which covers all cardiac treatment at the Royal Brompton site, and also includes the paediatrics departments on both sites for both cardiac and respiratory treatment; Heart Harefield which covers all cardiac treatment at the Harefield site and also includes all transplant surgery; Lung which covers adult respiratory treatment on both sites; Medical which is a division of convenience into which all doctors are placed for employment purposes, irrespective of which division they actually work in and finally Corporate which covers Research, Clinical Support and all of the non-clinical functions of the Trust (IT, HR, Finance et cetera). Each operational division is run by a general manager, the Medical Division is run by the Medical Director and the Corporate Division has individual directors which run their own sections, including the Director of Operations to whom all the General Managers report. The organisation as a whole has clearly defined vision, goals and objectives at the level of the organisation as a whole. The Trust’s Vision, which has been largely unchanged since its establishment in 1998 has been to be “The Leading Centre for Cardiac and Respiratory Medicine in the World, combining excellence in patient care with excellence in research.” From this the organisational goals are extrapolated, and these are usually reviewed every 4-5 years depending on the length of the cycle in which they are placed. The current organisational goals which have been in place since April 2010 are as follows:
1) To make financial savings of £2 million per year every financial year until 2014/2015. 2) To resist the “Safe and Sustainable” review of the NHS, specifically their recent publication recommending the disbandment of paediatric surgery at this Trust. 3) To earn at least £8 million in research grants by Mach 2015. 4) To increase Trust turnover by £5 million by March 2015. 5) To maintain excellent standards of healthcare as judged by all our regulators.
These goals, though laudable and certainly forming a paradigm which all staff would happily given their backing are, however, of very limited within the actual workings of the organisation. No one individual, for example, could make a £2 million saving. As such it would naturally follow that actually objectives, which are SMART are required both at organisation and at operational (or corporate) level within the Trust in order to achieve this. This is done in a standard cascade methodology – the organisation vision begets the organisation goals, which beget the organisational objectives, which beget the vision for each director’s area, the their goals, then their objectives for their direct reports and so on downwards to each individual via the Trust’s appraisal system.
At organisational level the Trust’s Objectives are set annually (in April) by the Chief Executive...