leadership annual review & look forward 2016/17
TRANSCRIPT
Leadership Annual Review
2015/2016
ContentsForeword Paula Clark
Foreword Sue Harris
Foreword Jo Chambers
Introduction
Governance Model
Strategic Intent
Rose Review
Leadership Transformational Theme Group Members
Leadership Priorities for 2015/16
Spotlight on Programmes
Testimonials
Leadership Events and Participation 2015/16
Regional Leadership Recognition Awards
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Page 5
Page 6
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Page 9
Page 10
Page 12
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Page 16
Page 18
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Welcome to the Leadership Annual Review for 2015/16. It has been an exciting year, the West Midlands Leadership Forum evolved into one of the 5 Transformation Themes of the revised Local Education Training Board operating model. This has really demonstrated the commitment there is to leadership development across the West Midlands.
The West Midlands have people that are really passionate about leadership and recognise the true value leadership development adds to organisations. I have been fortunate over the past 9 months,
through my role as the chair of the West Midlands Leadership Transformation Theme, to listen to our stakeholders and feedback to the Leadership Academy the needs of colleagues and the impact key decisions have across the NHS system.
We have established a robust engagement model through the governance structure of the Leadership Transformation Theme which ensures we are developing leadership interventions which are fit for purpose and meet the needs of our workforce in order to provide high quality care to patients.
I myself am passionate about leadership, and will continue to strive for excellence and
commitment in order for the leadership agenda for the future to have the greatest impact on the
population we serve.
Chair of the Leadership Transformation Theme GroupCEO The Dudley Group
Foreword: Paula Clark
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“ The West Midlands havepeople that are reallypassionate about leadership development ”
I am delighted to share with you the Leadership Annual Review for 2015/16 which has seen the start of the integration of the National Leadership Academy into Health Education England.
We need to equip leaders with the flexibility and capabilities to lead the NHS for the future and build resilience and talent pipelines to nurture and grow the right people with the right skills in order to sustain an ever evolving NHS for tomorrow.
To keep doing the same is not an option; we need leaders to be brave and bold to transform systems to
deliver the demands of an aging population and doing more with less money. Our role through the Leadership Transformation Theme is to create an environment that is conducive to driving large-scale change and providing a robust framework for adoption, scale and spread of leadership initiatives that have been thoroughly evaluated for impact and sustainability.
Through this report I am pleased to shine a spotlight on some of the interventions that respond to the challenges that have been set. And I look forward to working with our partners over the coming new year to set our leadership priorities.
Director of Leadership and OD, Exec Lead for Corporate AffairsHealth Education England working across the West Midlands
Foreword: Suzanne Harris
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“ We need to equip leaderswith the flexibility and capabilities to lead the NHSfor the future and build resilience and talentpipelines to nurture and grow the right people with the right skills in orderto sustain an ever evolvingNHS for tomorrow ”
As Deputy Chair of the Leadership Transformation Theme I have had the pleasure of being involved in shaping the leadership initiatives thus far. Leadership exists at all levels and I really believe in the value of succession planning.
Boards have a responsibility for the tone set for the rest of the organisation and as the pressure mounts with growing accountability we need to provide safe environments for staff progressing into new roles to feel supported. Resilience plays an important part in the NHS and we need to build this capability into our training and education structures, and create a compassionate and caring culture from our wards to the Board.
It is inspiring to be able to influence the leadership agenda, the sustainability of the NHS sits with the next generation of leaders and learning from other cultures and industries. To get different outcomes we need to do things differently and I look forward over the next 12 months to developing new
relationships with partners in order to achieve this.
Deputy Chair of the Leadership Transformational ThemeCEO, The Royal Orthopaedic Hospital
Foreword: Jo Chambers
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“ Boards have a responsibility forthe tone set for the rest of theorganisation and as the pressuremounts with growing accountability we need to providesafe environments for staff progressing into new roles tofeel supported ”
In the last year we have delivered 102 programmes of multi-professional leadership development initiatives across the West Midlands.
Our development assessment centres have helped 212 attendees and we have established a firm commitment to delivering cost savings to the NHS by establishing our associate’s model
Through the West Midlands Leadership Transformation Theme we have strengthened our governance structure and as a result have been able to respond to the needs of our stakeholders.
Our annual recognition awards in December 2015 celebrated some fantastic achievements and the amazing leaders who work effortlessly every day to deliver high quality care to our patients.
Our work with NHS England has helped develop a system of fantastic leaders to drive integrated system transformation plans. We have started the journey of true integration and multi-professional working.
The development assessment centres have been a tremendous success as they aim to provide meaningful outcomes for our workforce which aligns to local talent and succession plans. It is clear there is demand for the programmes we deliver as we now have waiting lists for the interventions that are on offer.
We are pleased to report that we have built on the success of previous years and have a full team in place to deliver the wide portfolio that has been established.
We continue to push leadership boundaries testing new ideas and supporting innovation and transformation and as a result have been able to support new programmes such as triumvirate leadership; the vanguard pilot scheme, patients as leaders and agents of change; more information of which can be found on page 18
Introduction
We held our first Leaders’ Summit in October 2015 which looked at the Five Year Forward view, Systems and Values Based Leadership
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With such a great emphasis on leadership, our West Midlands Team as part of the revised operating model felt leadership needed to be integral to the delivery of excellent education and as a result is one of the five Transformation Themes.
The West Midlands Leadership Forum was revised and revitalised to become the Leadership Transformation Theme. This was a pivotal moment for the Forum as it meant leadership was truly embedded within Health Education England and seen of equal importance, as well as having a key role to play in the success of the other Transformation Themes. As part of this transition the existing business plan (2014/15) was amalgamated to be inclusive of 2015/16 and also included the Service Level Agreement (SLA) with the National Leadership Academy. The finance allocation for leadership comes from two funding sources; from the National Leadership Academy and into the West Midlands through the Leadership Transformation Theme. Figure 2 shows how stakeholders engage through the governance model of the Leadership Transformation Theme.
Governance ModelFigure 1 Five Transformation Themes
Figure 2 Governance Model for Leadership Transformation Theme
Urgentand
Acute Careinc
EmergencyMedicine
Integration including frail and
older
Primaryand
CommunityCare
Mental Health and Learning
Disabilities
Leadership
National Steering Group for LeadershipArms Length
Bodies
Health Education England
National Leadership Academy
Local Education Training Board
Health Education England working across the West
Midlands
5 Transformation Themes of which Leadership is one
Leadership Transformation
Theme
5 Local EducationTraining Councils
5 Chairs sit on Leadership Transformation
Themes and report back to their Local Delivery
Groups and Local Education Training
Councils
5 Leadership Delivery Groups aligned to Local
Education Training Councils
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Strategic IntentOur vision, through the Leadership Transformation Theme Group and via the Local Education Training Council in conjunction with the Local Delivery Partner role is to actively engage with partners to influence, develop, implement and evaluate high quality leadership interventions.
We will ensure translation of local needs in line with Health Education England Business Plan Objectives and the NHS Five Year Forward View by challenging thinking in order to develop leaders to deliver high quality care. We will make our vision a reality by fulfilling the four high level objectives outlined below:
1. A fully functioning Transformation Theme fully engaged with stakeholders; an aligned Business Plan on track and meeting needs as defined by consultation process methodology.
2. Robust reporting metrics developed for all leadership activities.
3. West Midlands Leadership Business Plan developed and implemented which is endorsed by the Transformation Theme.
4. Influence and develop Transformation Themes for leadership interventions that contributes to an increase in system-wide leadership capacity and capability.
The Leadership Transformation Theme has been established to create an environment that is conducive to driving large-scale change and providing a robust framework for adoption, scale and spread of leadership initiatives which have been aligned to the following policy drivers:
Key National Drivers
• Health Education England Mandate• Health Education England 15 Year Framework• Five Year Forward View • Rose Review
Key Regional Drivers
• West Midlands leadership consultation events• West Midlands Business Plan
In the last 18 months we have seen a very real focus on leadership from a national level. There have been several reviews undertaken in particular the Rose Review.
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There were several recommendations from Rose which will help shape the future leadership landscape. Some key points are highlighted below, the full recommendations can be found at the following link:https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/445738/Lord_Rose_NHS_Report_acc.pdf
• Health Education England has been charged to co-ordinate the content, progress and quality of all NHS training including responsibility for the co-ordination and measurement of all management training in the NHS. At the core of this is a 90-day action cycle. Health Education England must promote cross-functional training in all disciplines and at all levels, co-ordinating the teaching of management basics such as appraisal, motivation, negotiation and leadership.
• Move sponsorship of the NHS Leadership Academy from NHS England into Health Education England.
• Include accredited/ nominated training establishments as part of a diverse training effort.
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Rose ReviewThe other function of the team in addition to being integrated within Health Education England is to deliver against 8 additional work streams (listed below), under a Service Level Agreement with the NHS Leadership Academy.
• Models & Frameworks• Talent Management• Core Programmes• Graduate Scheme
This coalition means we are a Local Delivery Partner of the National Leadership Academy. There is significant strength in the collaboration and partnership working between the 9 other Local Delivery Partners and the NHS Leadership Academy. The partnership provides opportunities for sharing resources, knowledge and expertise about local approaches to leadership development, challenges and priorities. Through the Leadership Transformation Theme Group there is a governance structure in place to monitor activity and delivery of the investment we receive from the Academy.
The Academy have developed a portfolio of development opportunities their Programme Guide can be found at the following link:
http://www.leadershipacademy.nhs.uk/programmes/
• Communication and Engagement• Organisational Development• Coaching & Mentoring• Stakeholder Governance and Operations
Partnership Working
Throughout 2015/16 we worked with stakeholders to continually refresh our membership to represent our community across the West Midlands.
We are proud of the support and commitment they make to help us develop our offer and interventions and act as advocates to share knowledge,
experience and to influence the leadership agenda.
Leadership Transformation Theme Group Members
Paula ClarkChair of the Leadership Transformation Group,CEO, The Dudley Group
Suzanne HarrisDirector of Leadership and OD, Exec Lead for Corporate Affairs Health Education England working across the West Midlands
Jo ChambersDeputy Chair of Leadership Transformation Group,CEO, The Royal Orthopaedic Hospital
Lynda AustinDeputy Director of Leadership and OD,Health Education England working across the West Midlands
Louise NickellHead of Education, The Royal Wolverhampton NHS Trust BlackCountry Leadership Local EducationTraining Council Lead and Chair of Leadership Delivery Group
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Paul DraycottExecutve Director of Leadershipand Workforce, North StaffordshireCombined Healhcare NHS Trust,Leadership Local Education TrainingCouncil Lead and Chairof Leadership Delivery Group forthe Mental Health Institute
Kim SalesAssociate Director of Workforce, Education and Development Birmingham Women’s NHS Foundation Trust Leadership Local Education Training Council Lead and Chair of Leadership Delivery Group for Birmingham and Solihull
Tracey WrenchExecutive Director of Nursing and Quality Coventry and Warwickshire Partnership Trust,Leadership Local Education TrainingCouncil Lead and Chair of Leadership Delivery Group for Arden, Hereford & Worcester
Robert CraggDirector of Leadership & Transformation,Leadership Local Education TrainingCouncil Lead and Chair of Leadership Delivery Group for Stoke on Trent and Staffordshire NHS Trust
Martin WilkinsonDirector of Post Graduate GP Education,Health Education England Working across the West Midlands
Leadership Transformation Theme Group Members
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Neil AndersonConsultant Clinical Biochemist,University Hospital Coventry and Warwickshire NHS Trust
Helen RaeProfessional Lead forAllied Health Professionals,Coventry andWarwickshirePartnership Trust
Nick HardingCCG Chair,Sandwell & West Birmingham CCG
Cherry DaleChief Operating Officer,BirminghamSouth Central CCG
Siten RoyClinical Orthopaedic Consultant,Sandwell and West BirminghamHospitals NHS Trust
Jane PerryHead of Business Development,University ofWorcester
Linda LangDean of Faculty,University of Wolverhampton
Helen YoungDirector of Nursing,Birmingham Women’sNHS Foundation Trust
Jo GaffneyProfessional Lead for Allied Health Professionals,Worcester Health and Care NHS Trust
Raffaela GoodbyDirector of Organisation Development, Sandwell& West BirminghamHospitals NHS Trust
Clare BennettResearch Fellow,University of Worcester
Nicola GouldLeadershipTraining Manager,Health Education England working across the West MidlandsLucille LegiewiczBusiness Transformation Programme Manager,Health Education England working across the West Midlands
The Leadership Transformation Theme recognise the importance of engaging with our stakeholders to understand their needs and challenges and together identify interventions that can support. We pride ourselves on the contribution of our networks in shaping our annual leadership priorities.
During 2015/16 we engaged with our stakeholders through a number of regional events, an online survey and through our networks. Outlined are what you told us and what we implemented as a result of your engagement.
Leadership Prioritiesfor 2015/16
COMMUNICATION COMMUNICATION
Clearer offerDevelop events calendarAdvanced planning to allow greater participation Website hard to navigateImprove the way you communicate Act on feedback
Work with the transformation theme group to develop a clearer offer based on outputs from consultation events that will deliver large scale changeDevelop events calendarEnsure all events advertised two months in advance Refresh the websiteDevelop engagement strategy through new transformation theme
YouSaid
PROGRAMMES PROGRAMMES
Provide master classes for topical subjectsSupport for OD / Talent Management and succession planningEmbed leadership in clinical training Different modes of deliveryNot all programmes to be accreditedRecording return on investment for organisations
Co design and co deliver programmes to suit service needsWe will ensure programmes have practical elementsScope with stakeholders plans for future talent and succession planningContinue clinical engagement to embed leadership at all levelsDevelop a QA framework Engage in national ROI network
BEHAVIOURS AND CULTURE
Work has commenced with local organisations and teams to develop meaningful interventionsWe have developed assessment centres to help staff diagnose their leadership style and potentialDeveloped and implementing new programmes that are practical based and include service improvement techniquesJoint working with CCGs / Primary Care / NHS ENG/ LAs / TDA / Monitor to enable joint conversations, tools and techniques within our interventions and service offer
BEHAVIOURS AND CULTURE
Work in a bespoke way with local organisations and teams to develop meaningful interventionsHelp us to build resilience in our staff and teams Develop frontline leaders to become agents of changeHelp our staff to deliver FYFV across systems and cross boundaries
BUSINESS
Through new transformation theme model we will adopt and scale and spread evaluative approachDevelop a robust governance / engagement and communications plan
BUSINESS
Evaluate all programmesHelp us understand the leadership landscape
YouSaid
YouSaid
YouSaid
We Did
We Did
We Did
We Did
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Spotlight on ProgrammesTriumvirate
The Triumvirate Leadership approach is about 3 key roles within a practice team (GP, Practice Nurse and Practice Manager) taking on the leadership role and promoting system change. This approach will allow the organisation to optimise its success in order to build a sustainable approach for the practice team, by working together the practice can unlock its true potential.
Vanguards
This year Health Education England working across the West Midlands have commissioned a Pilot Programme on Leadership with Modality Vanguard Partnership to deliver the new care model programme as part of the Five Year Forward View. Organisations and partnerships have been invited to apply to become a Vanguard site. All staff within the Modality Vanguard will take part in a Development and Assessment centre to identify the specific leadership programmes and opportunities that will meet their development needs. In addition to this we have implemented Teamstepps; this evidence based leadership and teamwork development programme is aimed at safer patient care by improving communication and teamwork skills among health care professionals leading to identified and evaluated improvements.
Systems Succession and Talent Management Focus
This year we re-focused and expanded our approach towards talent management in order to explore succession planning from a systems thinking perspective. This was with the view to developing a West Midlands succession planning position statement, which in turn would inform how we could then help the system respond to future talent challenges. We developed a model combining existing data that we had on system talent with gathering further organisational data, as well as engaging with senior and executive talent networks. This has enabled us to generate intelligence over 2015/16 to inform where we as a system need to invest our resources in the future, with a focus on enabling senior and executive succession development.
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Programme details can be found at: https://www.hee.nhs.uk/hee-your-area/west-midlands/our-work/
attracting-developing-our-workforce/leadership/leadership-spotlight-programmes
Development Assessment Centres - Understanding Personal Potential
Our work as part of the inclusive Talent Management programme identified the need for an impartial way for our staff to understand their career and leadership potential, away from any bias that could be found within a traditional appraisal. Having co-created, piloted and evaluated our multi-layered model of Talent Development Assessment Centres with our regional talent leads network, we were then able to fully implement the framework this year. Leadership Organisational Development Associates Faculty
With a view to helping our system becoming more self-sustaining and reducing our reliance on external consultancy, we developed our innovative NHS Leadership OD Associates Faculty. These individuals have been recruited from NHS organisations to work as an extended arm of Health Education England, using their existing expertise to develop and deliver leadership programmes and OD interventions across our region.
System Leadership
It is becoming increasingly clear that our leaders need to be enabled and empowered to work across boundaries, in partnership with multiple stakeholders/agencies, and across our ever-changing complex health and care system to truly enable patient-centred services. This year we designed and began delivery of multiple offers surrounding systems thinking and systems leadership.
To ensure that our model is evidence based, we undertook a research approach to evaluating the impact of the Centres. Part of this research into Centres has been published in the March 2016 edition of the International Journal of HRD Practice, Policy & Research.
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Programme details can be found at: https://www.hee.nhs.uk/hee-your-area/west-midlands/our-work/
attracting-developing-our-workforce/leadership/leadership-spotlight-programmes
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Coaching and Mentoring
Inclusive Coaching and Mentoring offers are available to support staff across the West Midlands to discuss, explore and challenge themselves on a variety of topics.
Leadership E-Learning Zone
The Leadership E-learning Zone has been established and now has over 400 registrants which is steadily evolving through promotion and now contains the following five modules:
• Coaching skills• Influencing stakeholders• Talent management• Time Management• Stress management
Compassionate Leadership
We would like to commend the Staffordshire and Shropshire Local Education Training Council geography for launching the compassionate leadership recognition scheme that demonstrates the importance of value and recognition; details of how to get involved and support can be found on at the link below:
https://vimeo.com/hyperfinemedia/review/147453858/a8d9629c44
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Programme details can be found at: https://www.hee.nhs.uk/hee-your-area/west-midlands/our-work/
attracting-developing-our-workforce/leadership/leadership-spotlight-programmes
TestimonialsWe value the feedback from our stakeholders and participants on leadership programmes that we commission and deliver. A sample of some of the feedback we have received from our programme participants is highlighted on pages 16 to 17.
Coaching and Mentoring – Melvyn Birch MBE – Production Manager
“It is becoming increasingly clear that our leaders need to be enabled. The ILM Level 5 Coaching and Mentoring Course has really given me a very good insight into how to approach people and look at how to assess my own behaviour.” .
Production ManagerThe Shrewsbury and Telford HospitalNHS Trust
Melvyn Birch MBE
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Aspiring Senior Leaders Programme – Gordon Bigham
“The aspiring leaders course has allowed me to develop a network of like-minded senior leaders from all aspects of health in the West Midlands.”
Clinical Service DirectorLead Allied Health ProfessionalHead of Therapy Services atBirmingham Children’s Hospital NHS Foundation Trust
Gordon Bigham
Rachel Hubball’s Experience on Graduate Management Training Scheme
“Since joining the Graduate Scheme last year I have grown so much, both professionally and personally. My first placement (Worcestershire Acute Hospitals NHS Trust) gave me a fantastic opportunity to learn about the role of an operational manager, developing existing skills and learning new ones.”
GraduateWorcestershire Acute Hospitals NHS Trust
Rachel Hubball
To read full testimonials please visit: http://www.hee.nhs.uk/hee-your-area/west-midlands/
our-work/attracting-developing-our-workforce/leadership/leadership-testimonials
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Head of OrganisationalDevelopment and Leadership Shropshire Community Health NHS Trust
Sonia Orr
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NHS Leadership Academy Elizabeth Garrett Anderson Programme Participant Feedback from Sonia Orr
“We Value our Staff is one of the three core values that drive our organisation, and so we firmly believe that to provide high quality, safe and caring services that really do put our service users first, we need to support the people who work for us so that they can give the best care possible. Developing a compassionate culture through strong leadership and employee engagement is the way in which we are working to achieve this across all of our services.”
OBE FRCNChief Executive
Neil Carr
Testimonials
“The Elizabeth Garrett Anderson programme has enabled me through continued reflection, to understand the essence of myself as a leader. I have been told that my leadership style has changed as I have become more confident and more knowledgeable. This programme has pushed me past my comfort zone to unfamiliar places where more directional leadership has been required at times. Embracing this style of leadership has provided great learning for me.”
To read full testimonials please visit: http://www.hee.nhs.uk/hee-your-area/west-midlands/
our-work/attracting-developing-our-workforce/leadership/leadership-testimonials
Developing A Compassionate Culture
GMTSDevelopment Centres (Regional)Coaching / MentoringMary Seacole GraduationElizabeth Garrett AndersonNye BevanQuality Programmes Leadership Courses (Commissioned from Trusts)Executive MasterclassesOD Network EventsKnowing Your MBTI TypeSystems Leadership Team ProgrammeInclusion Programme
Multi Professional Leadership Development Bands 4-7CEO DevelopmentPatients as LeadersLeaders’ SummitPsychiatry LeadershipConsultant LeadershipCompassionate LeadershipBig Leadership ConversationsWest Midlands Leadership Recognition AwardsFlorence Nightingale ProgrammeTriumvirate Leadership Programme
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14
12
4
8
3
18
3
6
4
1
6
12021223023518956228120966521180
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Leadership Events and Participation 2015/16
Over the past year we are pleased to have delivered a wide portfolio of multi-professional leadership interventions across the West Midlands. The impact that growth and development has on individuals and organisations is of huge value and we are proud to have played a part in the leadership journey of our alumni. Below is a sample of the programmes and masterclasses we have delivered as a Leadership Transformation Theme and as our role as Local Delivery Partner of the National Leadership Academy.
50108108605101602003072
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1
1
1
1
1
1
3
1
1
4
Type of Event
Number of
Events
Number of
Attendees
Number of
Events
Number of
Attendees
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Regional LeadershipRecognition Awards
Two great exemplars in recognition are Virgin and John Lewis. Virgin “Take care of your employees and they’ll take care of your business,” says Richard Branson, Founder of the Virgin Group. Wise words, wouldn’t you say? This principle - taking care of your people - is at the heart of creating a great place to work, where people are appreciated, engaged, productive and thriving. Where they actually want to work.
John Lewis not only focuses on reward, but also on the importance of recognition, something which is proven frequently to offer greater value than rewards. Public praise from managers and peers can boost morale significantly.
The forward-thinking approaches of The Virgin Group and John Lewis must be commended in how they have achieved high performing and happy teams through staff recognition and boosting staff morale.
All of the winners from the 10 regional events are represented at the NHS Leadership Academy national event in London.
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In time honoured fashion we held our annual leadership recognition awards and celebrated the excellent achievements of our colleagues in an evening event held at Birmingham Town Hall on December 3rd 2015.
Source: https://www.virgin.com/entrepreneur/why-is-looking-after-your-employees-so-important
Source: http://thevouchershop.co.uk/is-staff-recognition-nhs-scratch-time-motivational-medicine/
More information can be found on our website including a list of winners: https://hee.nhs.uk/hee-your-area/west-midlands/news-events/news/2015-nhs-leadership-recognition-awards-winners
Look Forward 2016/17
ContentsWelcome and Introduction
Sustainability and Transformation Plans Introduction
Our Engagement Model for Consultation 2016/17
How we consulted
Who did we consult with
Key Themes
Outputs from the Big Leadership Conversations February - March 2016
Meet the Health Education England West Midlands Leadership Team
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We have engaged and listened to our stakeholders in order to shape our leadership interventions for the coming year 2016/17. We held a series of workshops and built on the themes from previous events.
Following the comprehensive spending review we need to be prepared for a reduction in funding and will be developing interventions for consideration by the Leadership Transformation Theme for prioritisation and approval.
Two significant changes that have occurred as a result of the Rose Review are the development of the National Leadership Board represented by all of the Arm’s Length Bodies. Through this Board there will be the development of the National Leadership and Improvement Strategy.
Over the summer of 2016/17 there will be engagement events so that you and your stakeholders will be able to influence this and have your say.
In addition to this work, the second most significant recommendation was to move the National Leadership Academy into Health Education England for hosting and governance arrangements. From April 2016 the National Leadership Academy will be part of Health Education England. This will help to strengthen the relationships with Local Delivery Partners, Arms Length Bodies and the National Leadership Academy.
As part of this work we will be working with national colleagues to undertake a business review of the Leadership Delivery Partners. We will be engaging with you to help us shape our future operating model.
Through our Big Leadership Conversation Events, local network meetings and through an online survey, in collaboration with the Leadership Transformation Theme Group we will develop a 3 year business plan for leadership in line with the emergent national strategy, this also gives us the opportunity to engage our local Sustainability and Transformation Plan to help shape the system through transformation.
Welcome and Introduction
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• The NHS Shared Planning Guidance asked every local health and care system in England to come together to create their own ambitious local plan for accelerating the implementation of the Five Year Forward View.
• These local plans, called Sustainability and Transformation Plans, will be place-based, multi-year plans built around the needs of local populations.
• Sustainability and Transformation Plans must cover all areas of Clinical Commissioning Group and NHS England commissioned activity including: specialised services; primary care; local authority services – including prevention and social care and reflecting local health and wellbeing strategies
• 44 Sustainability and Transformation Plans ‘footprint’ areas have been agreed that will bring local health and care leaders, organisations and communities together.
• Footprints now have confirmed leaders in place, who will be responsible for overseeing and coordinating the Sustainability and Transformation Plans process locally.
Sustainability and Transformation Plans
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We are delighted to be given this opportunity to engage our local Sustainability Transformation Plans to help shape the system through transformation. It is recognised that to truly realise the changes required by the NHS to meet the triple aim of the quality, finance & health inequality gap, we need to enable systems to integrate and be more efficient & effective by having “one conversation” in a joined up way.
Experienced LeadersOur system leaders are all experienced and have exceptional skills to hand, however, we realise that the changing architecture will require different skill sets. Our intention therefore is to work with local Sustainability Transformation Plans to develop them to enable successful outcomes.
Our offer for Sustainability Transformation Plans is designed to accommodate differing learning approaches through our collaboration with NHS National Leadership Academy, and our highly skilled expert partners.
Our offer has been co designed with the Sustainability Transformation Plan leads, with the sole intention to ensure that the midlands Sustainability Transformation Plans have a competitive edge to enable them to truly become national leaders in workforce transformation, to deliver services that our healthcare population really need and value.
Introduction
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Our interventions are available in the following Sustainability Transformation Plans: STP Leads:Coventry and Warwickshire• STP lead: Andy Hardy, Chief Executive, University Hospitals
Coventry and Warwickshire NHS Trust
Herefordshire and Worcestershire• STP lead: Sarah Dugan, Chief Executive, Worcestershire Health
and Care NHS Trust
Birmingham and Solihull• STP lead: Mark Rogers, CEO, Birmingham City Council
Black Country• STP lead: Andy Williams, Accountable Officer, Sandwell CCG
Shropshire and Telford and Wrekin• STP lead: Simon Wright, Chief Executive, Shrewsbury and Telford
Hospital NHS Trust
Staffordshire• STP lead: John MacDonald, Chair, University Hospitals of North
Midlands NHS Trust
Our landscape:
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West Midlands Leadership Team Support:
Key Contacts For Work Around Sustainabilty And Transformation Plans
Adam Turner Staffordshire STPShropshire, Telford & Wrekin STPBirmingham & Solihull STP
[email protected] 695 2294
Suzanne HarrisDirector of Leadership and OD, Exec Lead for Corporate Affairs Health Education England working across the West Midlands
[email protected] 695 2528
Karen AdamsBlack Country STPHereford & Worcestershire STPCoventry & Warwick STP
[email protected] 695 2217
Main Contacts:
Lynda AustinDeputy Director of Leadership and OD,Health Education England working across the West Midlands
[email protected] 2237
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TransformationTheme Group
Mental HealthInstitute
Arden Hereford and Worcester
Birmingham& Solihull
Shropshire/ Staffordshire
Black Country
Lynda Austin LETC, LLDG, Link to OD LeadInternal Workforce Specialist
Karen Adams LETC, LLDG, Link to OD LeadInternal Workforce Specialist
Adam Turner LETC, LLDG, Link to OD LeadInternal Workforce Specialist
Caroline Nightingale LETC, LLDG,Link to OD Lead Internal Workforce Specialist
Lucille Legiewicz LETC, LLDG, Link to OD LeadInternal Workforce Specialist
Big LeadershipConversations
Rebels / Change Warriors Event
Google Survey:http://goo.gl/
forms/0wwqZYHVDU
Twitter:@HEWMLeadership
Our EngagementModel forConsultation 2016/17
How we consulted
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160NETWORKS
NUMBERSATTENDED
EVENTS ONLINE
FACE TOFACE
ONE TO ONE DISCUSSIONS
NUMBERSATTENDED
Who did we consult with?
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AHP NURSINGMEDICAL AND DENTALPROFESSIONALS
OD COLLEAGUES
HR
CEO
PUBLIC HEALTH
CCG’S
CSU’S
CHARITIES
LOCAL AUTHORITIES
CARE HOMES
PRIMARY CARE HOMES
MANAGERS
INTERESTEDPARTIES
CAREHOMES
Eight key themes have emerged from the analysis of the consultation discussions and events; the leadership team will work with you to develop the following:
Key Themes
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Theme
• Consider strong social networking i.e. Utilise social media, Mobile Apps• To ensure the West Midlands stakeholders receive information on all leadership opportunities including programmes and master
classes in a timely fashion• Support us to create forums, websites and blogs, share best practice and provide an open forum to support each other
• Develop coaching across boundaries• Consider interventions aimed at Bands 8 and above and 5 and below• Develop OD interventions across the West Midlands
• Explore accreditation of programmes maintaining balance with practical learning• Expand the Leadership Associate Model and Consultancy Framework• Help us to develop action learning sets• Develop multi-professional interventions• More clinical options of delivery• Shadow / Learn
Communication
Programmes
Modes of Delivery
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Theme
• Values Based Leadership• Resilience• Inclusive Leadership• Positive Language / Role Models • Radical leaders at all levels• Leaders to walk the shop floor “Go see what is going on”• Transparent and accessible /Listen to staff/ include staff in decisions• Build on current work with courageous conversations
Behaviours and Cultures
Key Themes
• Spot talent• Nurture talent• Develop regional talent maps
Talent ManagementWork with us to:
• STPs• LWABs• Partnership Working• New Models of Care• Integrated Care
System ThinkingSupport us to develop systems leadership in the context ofthe NHS today
Business • Develop a business plan aligned to the National Strategy • Work collaboratively across boundaries to share resources and best practice • Explore new operating model and pricing structure
OtherEnable us to develop people who can:
• Think differently• Challenge• Be a sustainable disruptor • Be an innovator creator
Develop Intervention around:
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Outputs from the Big Leadership Conversation: February - March 2016
Meet the Health Education EnglandWest Midlands Leadership Team
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Suzanne HarrisExecutive Lead for Corporate Affairs, Director of Leadership and OD [email protected]
Lynda AustinDeputy Directorof Leadership and [email protected]
Lucille LegiewiczLeadership Business TransformationProgramme [email protected]
Adam Turner Leadership, Talentand OD Programme Lead
Caroline NightingaleLeadership, Talentand OD Programme [email protected]
Karen AdamsLeadership, Talentand OD Programme Lead
Andrew WilsonLeadershipTraining Manager [email protected]
Jackie LawlorLeadershipTraining Manager
Nicola Gould LeadershipTraining Manager
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Meet the Health Education EnglandWest Midlands Leadership Team
Dawn SimmondsBusiness Manager
Sarah GranthamBusinessTransformationOfficersarah.grantham@wm.hee.nhs.uk
Sarah WoodwardBusinessTransformation Officer [email protected]
Sumiya KhanamBusiness Transformation [email protected]
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Contact DetailsEmail: [email protected]: http://www.hee.nhs.uk/hee-your-area/west-midlandsTel: 0121 695 2368