developing leadership and management ......developing leadership and management capability and...

DEVELOPING LEADERSHIP AND MANAGEMENT CAPABILITY AND CAPACITY 1 In September 2008, the Trust Board gave its support to Developing Leadership

and Management Capability and Capacity: a Strategy for the Welsh Ambulance Services NHS Trust. This paper provides an update on the implementation of the strategy and identifies the key areas of priority and future action.

2 The Executive Management Group (EMG) gave its support to the proposals

contained within the paper at its January meeting. 3 The 2010/11 directorate budgets are currently in the process of being agreed.

Clearly any training and development programme cannot be delivered without the necessary resources which will need to be considered as part of the Trust’s overall strategic plan, aligning the budget to the agreed strategic objectives for the year. As these discussions are currently ongoing, the Board at this point is asked to note the proposed direction of travel, subject to the availability of resources.

RECOMMENDED: That

(1) the contents of this paper be noted;

(2) the implementation of the Leadership and Management Competency Framework and its ongoing development be supported;

(3) the Board continue to support the delivery of the Management Skills Learning Programme; and

(4) subject to the appropriate budget allocation, the provision of resources in relation to building leadership assessment capacity and delivery of leadership programmes be supported.

AGENDA ITEM No. 7

MEETING : TRUST BOARD DATE : 10 FEBRUARY 2010 REPORT OF : WORKFORCE & OD DIRECTORATE Contact : Jo Davies, Director of Workforce and OD Officer Tel: 01792 311710 Email: [email protected]

mailto:[email protected]

INTRODUCTION 4 The key to delivering cultural change and, therefore, service improvement in the

Trust is ensuring that our managers and leaders possess and utilise high quality leadership skills at all levels.

5 The Leadership and Management Strategy identified the following key elements:-

The development of a management structure which is fit for purpose that will facilitate the delivery of the Trust’s objectives;

The establishment of underpinning infrastructure including a leadership and management competency framework;

The assessment of the current capability of existing leaders and managers against the competency framework;

The creation and delivery of learning programmes which will assist staff to meet any learning needs identified;

Ensuring that that the effectiveness and impact of the learning is regularly reviewed; and

Embedding the structures and the programmes to ensure that they are sustainable and support the development of both the current and future leaders and managers.

6 This paper provides an update against these key elements together with

proposed ongoing action to ensure that these are achieved. PROGRESS TO DATE Development of Infrastructure 7 In September 2008, the Trust Board ratified the recommendations of the

Management Review panel. The development of the substructures has been completed and is currently under consultation within Directorates and it is anticipated that the implementation of these recommendations will largely be complete by April 2010 and fully achieved by April 2011.

8 The Trust has worked with external experts to draft a Leadership and

Management Competency Framework (Appendix 1) based on the NHS Leadership Qualities Framework (LQF). Working with National Leadership Innovation Agency for Healthcare (NLIAH) and others, a basic management competency framework has been developed covering all levels of manager (Appendix 1). This framework will be used as the basis for developing further more sophisticated leadership competencies for each management tier, with the first tier to be developed being the Executive Directors. This work will utilise the competencies used for the appointment process as part of the 2009 NHS Wales re-configuration.

Action: the Board are requested to support the adoption of the framework as a starting point.

Assessing Competence Against the Framework 9 All managers who have been involved in NLIAH Care to Lead programmes have

participated in an accredited LQF 360* feedback process to help improve their understanding of their competence, qualities and development needs.

10 The Trust has developed an LQF self-assessment tool for all staff to access

which is contained within the Staff Handbook. This tool has been supported by the NHS Institute and NLIAH who are both keen to use the results within a published article and the work is being advocated for use by other organisations as good practice.

Creation and Delivery of Programmes to Meet Identified Learning 11 Since April 2008, the Trust has developed and delivered management skills

training (through the Management Skills Leadership Programme (MSLP)) across the Trust. This provides a two level approach to management skills comprising self directed learning (normally through an accredited e-learning package) followed by face to face, action learning sessions. Table 1 details the progress that has been made against this.

Table 1 detailing MSLP activity since April 2008

Level Area Total Actual % Actual Target %

1

Managing sickness absence 130 58 75

Managing misconduct 80 36 75

Managing poor performance 67 30 75

Managing grievances 67 30 75

2

Managing sickness absence 99 44 75

Undertaking PDRs 194 87 75

Other Registered but not completed any level 35 16 0

12 Since September 2009, 24 managers have commenced on the NLIAH Leading to

Deliver programme. It should also be noted that some managers have previously accessed leadership programmes delivered by NLIAH and other providers.

13 23 managers have accessed Skills4Change programmes since November 2009,

with 12 further participants attending during February 2010. 14 Three managers have also participated in the programme Service redesign

through Workforce redesign.

Reviewing the Effectiveness of Learning 15 The MSLP modules have been reviewed for effectiveness through the use of a

post-event evaluation tool as well as providing participants with action plans to include in the Personal Development Review (PDR) discussions and subsequent Personal Development Plan (PDP).

16 The Workforce and Organisational Development (OD) Directorate have used the data gathered to evaluate and inform the further development of the MSLP modules. The Trust has not undertaken a full Return on Investment evaluation due to the extensive and intensive requirements of establishing a cause and effect of the learning on outcomes.

17 At this stage it is too early to evaluate the Leading to Deliver programmes, but

the evaluation of previous programmes in other organisations has shown improved patient outcomes.

Embedding the Strategy 18 The Workforce and OD Directorate has ensured that leadership and

management learning activity has been regularly reported to the Executive Team, EMG, the HR Committee, WAG and other stakeholders. This has had the effect of maintaining prominence for the activities.

19 Extensive scoping work has been undertaken to identify ways in which the Trust

can increase the supply of the programmes available and the sophistication of the competence assessments.

20 The Leadership Quality Framework (LQF) has been incorporated into the

development programme for Clinical Team Leaders (CTL’s) and Paramedic Supervisors and is also utilised within the PDR and recruitment and selection processes.

NEXT STEPS REQUIRED TO SUPPORT THE STRATEGY Development of Infrastructure 21 Following ratification of the Leadership and Management Framework, the Trust

will ensure that current and future leaders and managers are fully aware of the Framework and ensure that they understand the competencies and behaviours that they are required to demonstrate. This will be supported by a high profile communication campaign including the use of a simple diagram (Appendix 2).

22 The development of more sophisticated competencies will be developed to

support the framework for all posts. It will be essential that the Trust ensures that the work is consistent with work on competencies which will be developed at All Wales level under the OD Steering Group.

Assessing Competence Against the Framework 23 In order to fully assess individuals’ learning requirements against the framework,

the Trust will need to improve the sophistication of its assessment techniques and its ability to deliver these internally. As previously identified, the Trust will set up management development assessment centres which will be based on using appropriate leadership/ management assessment tools such as the MBTI, 16 PF, 360* LQF and group exercises. This will be done through a combination of accessing external support and via the training of appropriate staff (approximately £5,000 per assessor).

24 The utilisation of the LQF self assessment tool will be promoted and supported through a range of activity including as part of in house development programmes such as the CTL programme, and via line managers at PDRs etc. Action: the Board are asked to support the training of at least 4 assessors

within the Trust. Creation and Delivery of Learning Programmes

25 From April 2010, the Trust will deliver an extended range of modules as part of the MSLP to include: recruitment and selection; pro-actively preventing conflict with staff; responding to conflict with staff and conducting investigations. To achieve this, new modules are being prepared and a number of MSLP facilitators will be trained. 26 Although much of the focus is on ensuring that individuals are appropriately equipped, the HR Committee and others have identified the benefits of providing support for helping individuals to work as teams. It is proposed therefore, that the Trust will access appropriate external support to facilitate learning based on teams. It is anticipated that this will be facilitated in line with 3.2.1 and will be provided initially for each identified directorate team. The costs of this have not yet been identified but will be clarified with the Chief Executive and Director of Finance for approval prior to implementation.

27 The Trust will continue to access the award winning NLIAH Care to Lead programmes in particular by accessing Leader to Deliver which are based on developing broad leadership skills. In addition, the Trust will continue to access the Skills4Change programmes which focus on delivering service improvements and concurrently improving leadership skills. 28 Whilst much of the focus for the development of leadership skills has been on tier 3 and 4 managers (Bands 8a and 7), the Trust will also focus on improving leadership skills within tiers 1 and 2 managers (Executive Directors and bands 9- 8b). This will be predominantly be achieved through accessing NLIAH

programmes such as Leading to Inspire. However, the Trust will also participate Executive networks in the developments for very Senior Managers and Executive Directors at all Wales level. As part of this work, Public Service Management Wales (PSMW) will develop a programme of development for Executive Directors in line with developments in the new Local Health Boards (LHB’s).

29 The Board must also ensure that it continues to develop its leadership skills. Again, this will be achieved through accessing specific and tailored NLIAH/PSMW leadership programmes. 30 The Trust will also continue to ensure that it access leadership development

through:

Learning from colleagues in the Trust, the wider NHS or beyond. This will include the setting up of coaching and mentoring networks in which managers will be expected to participate;

The creation of tailored learning activities within the Trust;

Providing the time and space for individuals to access appropriate learning material and reflect upon this; and

Accessing external formal learning opportunities. Reviewing the Effectiveness of Learning 31 The Trust will ensure that all elements of the strategy are reviewed for their

effectiveness through evaluating the outcomes through a range of methods. This will include participants self-evaluation, measurement of results (particularly through the Skills for Change and Care to Lead programmes), assessment of delivery against agreed outcomes and other indicators such as workforce information data (e.g. sickness absence rates), staff satisfaction surveys, incidents of complaints etc.

Embedding the Strategy 32 The Trust will need to invest to increase its internal capacity by accrediting a

number of assessors with the non-recurring cost of training each internal assessor being no more than £5,000.

33 In order to ensure that the Trust’s ability to access and deliver leadership

programmes is not limited by external factors, the Trust will ensure that sufficient facilitators participate in “train-the-trainer” programmes for the Care to Lead and Skills4Change programmes. Discussions are at an advanced stage as to who the facilitators are and how they will be trained. It is expected that facilitators will be fully trained by September 2010.

Leadership and Management Framework Welsh Ambulance Services NHS Trust

Appendix 1 – Draft Leadership and Management Framework

WELSH AMBULANCE SERVICES NHS TRUST

Leadership and Management Framework

This framework has been developed to identify the basic and key leadership and management requirements in the Trust for each level of manager. It is intended to provide support for individuals and their managers as well as ensuring that management learning is developed to meet these core requirements. The core skills and competencies should be built into all managerial KSF outlines as part the ongoing review of post outlines. All staff within the Trust who have staff management responsibility are required to ensure that they develop the leadership and management skills identified within this framework. Supplementary more sophisticated leadership frameworks will be developed for each tier of managers and once completed, it is expected that this will be fully utilised. This framework is effective from the 1st February 2010 and will be reviewed by the 31st January 2011. Alan Murray Chief Executive


Management & Leadership Levels

Tier 5 Team

Leader/Supervisor (e.g. CTL)

Tier 4 First Line Manager

(e.g. Locality Manager)

Tier 3 Middle Manager

(Band 8a)

Tier 2 Senior Manager

(Band 8b-9)

Tier 1 Executive Director

1. Leadership Competences (LQF)

Personal Qualities;

Self Belief

Self Awareness

Self Management

Drive for Improvement

Personal Integrity

Delivering the Service

Leading change through people

Holding to Account

Empowering Others

Collaborative Working

Effective and Strategic Influencing

Delivering the Service

Leading change through people

Holding to Account

Empowering Others

Collaborative Working

Effective and Strategic Influencing

Setting Direction

Broad Scanning

Intellectual Flexibility

Seizing the Future

Political Astuteness

Drive for Results

Setting Direction

Broad Scanning

Intellectual Flexibility

Seizing the Future

Political Astuteness

Drive for Results

Progressive accumulation of competence

2. Management & Leadership Competencies (NOS)

Manage your own resources and professional development

Develop and implement operational plans for your area of responsibility

Provide leadership for your team

Promote equality of opportunity, diversity and inclusion in your area of responsibility

Encourage innovation in your area of responsibility

Implement change

Develop productive working relationships with colleagues

Allocate and monitor

Build and manage teams

Lead meetings

Recruit, select and keep colleagues

Manage a budget

Manage risk

Ensure health and safety requirements are met in your area of responsibility

Provide learning opportunities for colleagues

Help team members address problems affecting their performance

Reduce and manage conflict in your team

Initiate and follow disciplinary procedures

Develop your professional networks

Put the strategic business plan into action

Manage finance for your area of responsibility

Ensure compliance with legal, regulatory, ethical and social requirements

Provide leadership in your area of responsibility

Plan change

Manage knowledge in your area of responsibility

Support team and virtual working

Manage a programme

Map the environment in which your organisation operates

Lead change

Develop productive working relationships with colleagues and stakeholders

Plan the workforce

Develop a customer focussed organisation

Improve organisational performance

Ensure an effective organisational approach to health and safety

Promote knowledge management in your organisation

Build your organisation’s

Develop a strategic business plan for your organisation

Provide leadership for your organisation

Develop the culture of your organisation

Promote equality of opportunity, diversity and inclusion in your organisation

Encourage innovation in your organisation



Tier 5 Team





(Band 8a)


(Band 8b-9)


the progress and quality of work in your area of responsibility

Participate in meetings

Support individuals to develop and maintain their performance

Ensure your own actions reduce risks to health and safety

Manage physical resources

Communicate information and knowledge

Monitor and solve customer service problems

Initiate and follow grievance procedures

Take effective decisions

Manage the achievement of customer satisfaction

Manage a project

of complimentary projects

Manage business processes

Support customer service improvements

Manage quality systems

understanding of its market and customers

Build and sustain collaborative relationships with other organisations

Progressive accumulation of competence

3. Qualifications (CQFW)

Level 3/4 in Team Leading

Level 4/5 NVQ in Management

Level 6 Honours Degree in Management

Level 7 Management/ Strategic

Level 7 Management/ Strategic

4. Mentoring Mentoring from external middle or senior manager

Mentoring from external middle or senior manager

Mentoring from external senior manager

Mentoring from external executive director

Executive Mentor

5. Coaching Development coaching from line manager

Development coaching from middle or senior manager

Development coaching from internal or external Senior Manager

Development coaching from external senior NHS professional

Executive Coaching

6. Assessment & development planning Tools

LQF self assessment Competency profile

Full LQF 360 feedback Competency profile

Full LQF 360 feedback 16 PF



7. Leadership Programmes

Leading to Deliver Leading to Deliver Aspiring Director programme

Board Development Aspiring Chief Executive



Tier 5 Team





(Band 8a)


(Band 8b-9)


(NLIAH) that can be accessed*

Leading to Inspire programme Master classes/networks Executive Coaching

8. Management skills learning that can be accessed through the Trust*

Skills4Change: Yellowbelt MSLP level 1 MSLP level 2 - Sickness absence - PDR - Grievance - Discipline - Performance

management - E&HR - Recruitment &

Selection

Skills4Change: Greenbelt MSLP level 1 MSLP level 2 - Sickness absence - PDR - Grievance - Discipline - Performance


Selection

NLIAH Role Redesign PSMW Practice for Change Skills4Change: Greenbelt MSLP level 1 MSLP level 2 - Sickness absence - PDR - Grievance - Discipline - Performance


Selection

NLIAH Role Redesign PSMW Practice for Change Skills4Change: Greenbelt MSLP level 1 MSLP level 2 - Sickness absence - PDR - Grievance - Discipline - Performance


Selection

Skills4Change: Leadership for Improvement Board Development activities

* It should be noted that where leadership and management skills, knowledge and behaviour can be demonstrated that meets the requirement of the role, managers are not expected/required the programmes that are offered unless there is a need for them to do so.


Core Management Skills

Core Skills Competency Description KSF & level

Supervisor/ Team Leader

6 or below

Middle Mgrs

7 & 8a

Senior Mgrs

8b & 9 Execs Non-

Execs

Communication Design and implement varying questioning styles e.g. open, closed etc C1-3 √ √ √ √ √

Actively listen to individuals and record verbatim responses C1-3 √ √ √ √ √

Use clear and concise words to explain issues C1-2 √ √ √ √ √

Record concise summary's to enable senior staff to formulate decisions (1/2 page with bullet points) C1-3 √ √ √ √ X

Submit an effective two page report for Directorate Board meetings (level 2, 3 & 4) C1-4 X √ √ √ X

Submit an effective EMG/ Trust Board paper C1-4 X X √ √ X

Deliver uncomfortable / difficult information striving to maintain motivation C1-3 √ √ √ √ √

Deliver uncomfortable / difficult information appropriately to peers, the public etc. C1-3 X √ √ √ √

Ensure employees remain informed of organisational issues C1-3 √ √ √ √ X

Communicate clearly employee job objectives; develop action plans; review improvement processes; prioritise future workloads C1-3 √ √ √ √ X

Investigation Skills

Undertake an informal investigation into an event (s) in line with the relevant policy C1-3 √ √ √ √ X

Undertake a formal investigation into an event (s) in line with the relevant policy C1-3 √ √ √ √ X

Chairing a meeting Chair an informal meeting of subordinates and peers C1-3 √ √ √ √ √

Chair a formal meeting of subordinates and peers C1-3 X √ √ √ √

Time Management

Prioritise own workload to ensure timely planning and delivery of urgent tasks/issues C5-2 √ √ √ √ X


Prioritise others workload to ensure timely planning and delivery of urgent tasks/issues C5-3 √ √ √ √ X

Reflective Learning

Reflect upon own performance and behaviours, identify when help is required C2-2 √ √ √ √ √

Enable colleagues to reflect upon their performance and behaviour and identify when help is required C2-3 √ √ √ √ √

Role Model Act as role model; Treat team members with respect and honesty C6-3 √ √ √ √ √

Act calmly in pressured situations, take a consistent approach to the management of staff C6-3 √ √ √ √ X

Demonstrate problem solving skills. Manage problems rationally. Follow up problems. Address issues in timely manner C1-3 √ √ √ √ X

Mediation Act as mediator in conflict situations. Manage conflicts objectively C6-3 √ √ √ √ X

Management Competencies

Subject Competency Description

KSF &

level

Team Leader/

Supervisor 6 or below

Middle Mgrs 7 & 8a

Senior Mgrs 8b

& 9 Execs Non-

Execs

Sickness Absence Undertake a Return To Work interview G1-2 √ √ √ √ X

Ensure contact with staff who are absent from work G1-2 √ √ √ √ X

Chair a formal sickness review with staff and nominated representative C1-3 √ √ √ √ X

Undertake dismissal of staff in line with Trust policy G6-4 X X √ √ √

Sit on an appeal panel & consider relevant issues G6-4 X X √ √ √

Grievance Address problems / issues in a timely manner G6-2 √ √ √ √ X

Encourage staff to discuss perceived grievances C1-3 √ √ √ √ X

Keep employees updated C1-3 √ √ √ √ X

Facilitate an informal grievance C1-3 √ √ √ √ √


Chair a formal grievance hearing C1-4 X √ √ √ √

Disciplinary Follow organisation's disciplinary procedure C1-3 √ √ √ √ X

Seek guidance from HR Department relating to correct procedures C1-3 √ √ √ √ X

Informally discipline a member of staff C1-3 √ √ √ √ X

Formally discipline a member of staff C1-4 X √ √ √ X

Undertake staff dismissal in line with Trust policy C1-4 X X √ √ √

Sit on an appeal panel & consider relevant issues C1-4 X X √ √ √

Poor Performance Monitor and guide staff who are not performing G6-2 √ √ √ √ X

Provide fair and reasonable feedback on individual performance G6-2 √ √ √ √ X

Identify areas for improvement G6-2 √ √ √ √ X

Formulate robust, achievable and appropriate plans to improve performance G6-2 √ √ √ √ X

Review & revise team member's learning to ensure effectiveness G6-2 √ √ √ √ X

PDR's Review staff member's performance using appropriate competency outline (e.g. KSF) C2-3 √ √ √ √ X

Set objectives against organisational, team and personal requirements C2-3 √ √ √ √ X

Ability to agree a robust, achievable and appropriate Personal Development Plan C2-3 √ √ √ √ X

Regularly review team member's learning for effectiveness and reset appropriately C2-3 √ √ √ √ X

Coaching & mentoring Share experiences with service users, students and staff C2-3 √ √ √ √ X

Provide fair and reasonable feedback on individual performance C2-3 √ √ √ √ X

Recruitment & Selection

Review job purpose, description, person spec and competency outline to ensure appropriateness G6-3 √ √ √ √ X

Provide clear evidence through appropriate control process for job rationale G6-3 √ √ √ √ X


Provide clear information about the job role to support advertising process G6-3 √ √ √ √ X

Provide positive, appropriate and clear information informally to candidates G6-3 √ √ √ √ X

Use on-line vacancy management system to short-list candidates, send reject and short-list letters G6-3 √ √ √ √ X

Ensure that appropriate selection methods are used for the role G6-3 X √ √ √ X

Participate in selection processes such as assessing at interview stage, or observing practical assessments G6-3 √ √ √ √ X

Chair selection process such as interview panels ensuring fair decisions G6-3 X √ √ √ √

Provide feedback to candidates relating to performance G6-3 √ √ √ √ X

Project Planning Formulate a project plan and undertake actions identified and ensure others do the same G5-2 X √ √ √ X

Financial Management

Structure a budget statement and identify potential surpluses and deficits G4-2 X √ √ √ X

Prioritise resources and make decisions about areas for increased/decreased expenditure G4-3 X X √ √ X

Service Redesign

Identify areas requiring redesign. Scope any potential benefits, risks, costs and barriers to implementation C4-2 √ √ √ √ X

Integrated Planning

Understand the strategic direction and integrate planning (internally and externally) so that the workforce and budgets are properly planned for G6-2 X √ √ √ X

Equality and Human Rights

Recognise the importance of people’s rights and act in accordance with legislation, policies and procedures C6-2 √ √ √ √ √

Treat everyone with they come into contact with dignity and respect C6-1 √ √ √ √ √

Act in ways that acknowledges and recognise people's expressed beliefs, preferences and choices. C6-2 √ √ √ √ √

Identify and take action when own or others' behaviour undermines equality and diversity C6-2 √ √ √ √ √


Appendix 2 – simple explanation of the strategy

WAST Leadership & Management Strategy

Identify Learning

Needs

PDR

LQF self-assessment

Agree a development

plan

Management & Leadership Framework

Access appropriate

learning

Care to Lead

MSLP

Skills4Change

Other

Celebrate outcomes

and success

Improve effectiveness

Review effectiveness

of the learning

Delivery of learning to meet the strategy

M

S

L

P

Modules

Level 1 Level 2

Sickness Absence

E-Learning Action Learning

PDR

Documents Group Work

Avoiding Problems

E-Learning Group Work

Dealing with Problems


Recruitment & Selection


Leading

to

Deliver

Leading

to

Inspire

Board

Develop-

ment

Gre

en

be

lt

Leadership

4 Improve-

ment

BAND