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Table 4 Results of the needs assessment and translation into action plan

From: Evaluating the implementation process of a participatory organizational level occupational health intervention in schools

  Main content of advisory report delivered by facilitator Main content of action plan a constructed by management team
School A i) professionalize the teams; The director, assisted by an HM facilitator, translated the recommendations into an action plan with three goals, six changes and a set of quick wins.
GOALS: i) unambiguous management control; ii) competence and professionalism in the teams, and iii) adequate facilities
CHANGES: (i) compliance to the workload policy, (ii) structured performance reviews; (iii) a continuous dialogue on the organization of the educational programs; (iv) a leading team activities plan; (v) weekly work meetings; and (vi) personalized competence development plans.
QUICK WINS: create adequate facilities by creating a staff room at both locations; place extra walls in some classrooms; place beamers in all class rooms; improve the service by the facilitation services office.
(ii) professionalize the management;
(iii) improve the administrative support and facilities.
School B (i) create adequate and effective management control by installing a management team that is approachable, coaching and leading; The directors of the management team decided to integrate the facilitator’s recommendations in the annual agreements (ie a Management Contract) they made with the Executive Board, instead of writing a separate action planb. A third party coach was attracted to support teams in a previously initiated change towards becoming self-managing.
GOALS in the Management Contract were formulated in five headlines: i) strategy; ii) education; iii) personnel; iv) organization; and v) business operations.
The most important CHANGE per headline was: i) form alliances with care partners in the region; ii) change the class bound curriculum of two educational programs into more concentrated ‘learning units’; iii) implement performance review policies; iv) make teams function as self-managing units; and v) develop a multi-annual housing plan for the school.
No QUICK WINS were formulated.
(ii) strengthen the power of teams within the school, by letting them develop a team program that can guide their daily work and makes them actually ‘self-managing’;
(iii) make administrative procedures more efficient.
  1. aAction plan was termed ‘Management Contract’ in school B
  2. bHeading 12 of the results section (targeting) describes that middle managers (other than the two directors) and participants did not see how the advisory report was translated into the Management Contract