Following an operationally intense period, the Cardiff and Vale University Health Board executive team needed to support the organisation to refocus on delivering the UHB’s Shaping Our Future Wellbeing strategy for 2025
There were many different initiatives and projects, but a lack of clarity as to how they fit together, or whether they were delivering effectively
There was a lack of alignment around a single plan to execute the SOFW strategy
The UHB did not have the capability or capacity needed to deliver its strategic projects and also transform and recover services after the impact of COVID-19
It did not have sufficient focus on developing our own leaders and had an over-reliance on consultancy
We undertook a diagnosis exercise, interviewing over 80 people in the UHB to confirm the need for strategic clarity, prioritisation and delivery resource
Commenced a series of strategic workshops with the executive team, running every other week
Supported the executive team to clarify the strategy and make it more easily measurable by developing an Outcomes Framework
Supported the executive team to identify a shortlist of key priority, cross-organisational strategic programmes
Worked closely with the executive team to define their role in sponsoring the programmes, and design a way of working and governance rhythm that would ensure their effectiveness
Supported the scoping and planning of these priority programmes, setting standards for their presentation of plans, timelines and benefits to the executive team
Began a practice of regular reporting on the priority programmes, providing transparency of delivery to the management executive team
Developed a proposal to expand programme delivery resource in the UHB in the best-value way, reducing reliance on external consultancy
From an original list of 40+ projects/programmes, a list of 9 clear strategic programmes have been confirmed by the executive team
The UHB’s programme delivery resource is being expanded, guided by a new Change Hub, a centre of excellence which is setting standards for programme delivery, providing tools, training and a common way of reporting progress
The expanded capability will support the 9 priorities to deliver our strategy and champion a culture of change leadership in the UHB
Strategy review sessions are now a regular feature for the management executive and the 9 priority programmes regularly report into these to assure of delivery
The Outcomes Framework is being developed and will measure progress against the SOFW strategy
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