BUSINESS IMPROVEMENT
• Measuring performance using criteria that really reflect the patient service and deliv- ery of the Trust’s business strategy, which may not be a set of numerical criteria. In this way Trusts can look beyond numbers to monitor the behaviours and values they expect and know will deliver, in the words of Caroline Shaw, “the best possible treat- ment and patient experience”.
• Recognising and ensuring that all employ- ClubAZ Case Study
The issues and solutions aren’t unique to the NHS. An example of the application of the prin- ciples can be observed within AstraZeneca, the FTSE top 10, £40bn global
biopharmaceuti-
cal company. Starting in 2000, it transformed its Cheshire-based sports and social club into ClubAZ, a UK-wide ‘not for profit’ independent company.
The club’s purpose and business proposition focused upon im- proving the physical, mental and spiritual wellbeing of employees and families so that AstraZeneca was a place where employees wanted to come to work, wanted to stay and for the employees and their families to be happy and healthy.
In 2006 ClubAZ had 12,500 mem- 26 | national health executive Jan/Feb 12
bers across eight sites, with each location
offering a tailor-made
wellbeing programme. The club was self-funded via a subscrip- tion and member activities, ulti- mately delivering £1.8m of well- being services to club members and contributing over £3m capital to facility development.
In 2007 the club’s service port- folio supported AstraZeneca re- ceiving both the BBC Big Chal- lenge ‘Health Works’ award and the prestigious Business in the Community (BiTC) ‘Award for Excellence’, in the Healthy Work- place category.
How was this success deliv- ered?
How would the club’s leaders an- swer the questions posed in this
way change is influenced by everyone and there are ‘no sur- prises’.
article? The organisation chart is necessary, but each individual’s focus is on delivering the ser- vices to the members by work- ing in teams across departmen- tal boundaries. And if resources are low in one service area and someone has the skills, they fill the gap; we work as ‘One Team’.
All
staff are informed and in- volved on a week to week, month to month basis, in what the club is trying to achieve; how we are progressing; the issues that arise and how to remedy them. In this
When opportunities arise to in- terpret a current process or pro- cedure, we expect them to apply common sense. Staff are well trained and supported and we encourage them to use the skills and knowledge we employed them for. Any learning is dis- cussed amongst the immediate team and shared across the club.
We recognise the benefit of having people who can lead others and encourage every individual to de- velop their leadership skills. They can then perform this role when called upon within their teams, and with contractors/suppliers, and club members, using a per- formance management process.
ees and contractors each have a responsi- bility for delivering the best possible care and also for the financial health of the or- ganisation. Everyone has roles and overall responsibility lies in the gaps between the roles, in the way the delivery is organised, throughout the organisation.
There is a set of fundamental organisation- al principles based on an interpretation of
a template for Viable Organisation (Viable System Model, Stafford Beer) developed in the 1970s and 80s but not widely in- troduced into mainstream academic and management thinking.
These principles can be used to improve performance, and underpin effective and sustainable organisation. If they are em- bedded, certain qualities can emerge (like
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