Leadership

for a Purpose

EmailLocalEvents.TVWLA@hee.nhs.uk Websitetvwleadershipacademy.nhs.uk Twitter@TVWLA

Directors Report

Date: October 2017 Caroline Chipperfield

The report provides a high level summary of the activity for July through to September 2017 of the NHS Thames Valley and Wessex Leadership Academy.

2

1.0 Introduction

Dear Colleagues

The NHS Thames Valley and Wessex Leadership Academy (TVWLA) team has had a busy second quarter, including assessing the three national strategic objectives, re-aligning the team to them and working to create our refreshed narrative, in consultation with our stakeholders. The three national strategic objectives are:

1. Inclusive and compassionate leadership at all levels 2. Enable, convene and support whole-system Talent Management 3. Increased availability of high quality, high impact leader development

Please see Appendix One for full details.

More than 100,000 people work for our National Health Service in Thames Valley and Wessex. They face constant change, cutbacks and complexity. And together we must transform the NHS, making the Five Year Forward View a reality in every community. Our Academy exists to empower these people, by developing compassionate, inclusive leaders at every point in the system, and a culture of great, evidence-based leadership. We equip current leaders to be more effective today, we grow the next generation to lead and we promote leadership mind-sets - helping people apply their skills in working together, innovating and making change happen. We do this by:

driving organisational development

growing and managing inclusive talent throughout the system

delivering a wealth of structured learning

bringing people from different parts of the system together through our networks

providing coaching, mentoring and learning on the job

enabling conversations that lead to change. Our membership mirrors the system, enabling us to meet complex demands by co-creating the exact intervention each group needs. We’re proud to be collaborative and people-focused. We work with:

Local Workforce Action Boards

Sustainability and Transformation Partnerships and Accountable Care Systems

regional and national partners

employing organisations in health and care

excellent leadership and organisational development providers. Through this as partners, we develop connections and relationships that cross conventional boundaries. By shining a light on system leadership we provide best value and better healthcare outcomes for all in Thames Valley and Wessex.

TVWLA is taking an active and leading role in national all-academy workstreams around TM, OD, Inclusion,

Coaching and Mentoring, Accreditation, Evaluation as part of our network approach to leadership development.

The team is visible across the system network.

As ever, a huge thank you to the team, as I hope this update illustrates how they are working with you to

develop people to improve care across the patch.

2.0 Talent and Inclusion

2.1 Inclusion

We are working nationally to agree key deliverables to build a robust approach to leadership for Inclusion.

Nationally all academies are now in agreement over the deliverables of Building Leadership for Inclusion. The

3

pilot sites will include local authority and third sector and is anticipated to take place between January - March

2018.

Inclusion network meeting

Our Inclusion network is growing! A recent meeting was attended by a diverse group of professionals from all

parts of the system. Facilitated by Byron Lee, conversations about sharing great work with input on

unconscious bias generated many ideas of how we could work together in the future.

Compassionate Inclusive Leadership Programme

Our new five-day programme launched in September, designed to support the work of people in Equality,

Diversity and Inclusion roles. We are also running two ‘taster’ days for the programme in October in both

regions.

The programme aims are:

Understand compassion based approaches to leading on inclusion, including addressing unconscious bias, systems leadership and resistance to change

Learn and practice compassionate ways to approaching familiar challenges

Explore compassion-based ways to ensure staff engagement with inclusion, including senior leadership buy-in

Learn and practice self-compassion as a way of maintaining your resilience during difficult times

Inclusion Board development

We have been refining the Inclusion Board development offer for organisations. We are proposing an inclusive board development offer for Board members to come together in a safe space to develop their awareness and understanding of issues around equality, diversity and inclusion more generally and in their organisations with an intention to develop the capability to make more inclusive strategic decisions. This board development offer also speaks to the Well-led document published in September. This piece of work also speaks to the action research piece lead by NHS Leadership Academy, Building Leadership for Inclusion. Working with senior stakeholder groups is crucial to this piece of work as it requires unprecedented collaboration between senior leaders and stakeholder groups.

2.2 Talent Management

Engagement

Conversations with organisation with OD/Leadership and Development Heads continued in July and August to

understand their journey so far and how what support is required to enable further progress. These

conversations have led to thanks for the academy for the various offers and interventions over the last year

supporting individual and organisational development. Themes are being collated to inform the activity for the

remaining year and, along with intelligence from Silver Maple, we are developing a TM narrative and illustration.

Our research with each of the four STPs in Thames Valley and Wessex to scope what TM would look like if

managed across a local health and care system has now been completed and shared locally and nationally.

Please see Appendix two.

Capacity Development Programme

A second programme was launched in September. The programme is aimed at the HR community and

Leadership and OD Leads who will be responsible for supporting organisations to respond to the actions

outlined in the Developing People – Leading Care national framework.

Talent Map and succession planning data

We have decided to defer this work now until we have a more national approach to succession

planning. Organisations are overwhelmed with requests for data so, we have decided to not add to that burden.

4

3.0 The Professionalisation of Leadership

3.1 Core Programmes

Mary Seacole

Applications are open for cohort 37 Birmingham and cohort 39 Leeds both starting January.

Ready Now

This programme remains open for applications with a provisional closing date of 9 October 2017.

Ethical Mentoring

This programme is open for applications for a Leeds cohort in October and a London cohort in November. This programme provides a moral context to help people evaluate business processes and resolve conflict between business and social imperatives. Ethical mentoring is about helping others make better decisions at work that affect the wellbeing of our staff and our patients. Through our skilled community of coaches and mentors, we aim to provide timely support to all colleagues in the system who are facing ethical dilemmas.

Clinical Executive Fast Track Scheme

This is a talent scheme for 30 clinicians who are interested in moving into senior/executive leadership positions in the next one to three years. The scheme is open to all registered healthcare professionals working in NHS funded care, who are clinicians at one below board/governing body level – or equivalent. Outside nursing and medicine, this includes those working in and across the diverse professions within Allied Health Professionals, Clinical Pharmacists and Health Care Scientists.

Leadership Development Quality Framework for the NHS (accreditation)

The NHS Leadership Academy is holding engagement and consultation events with Local Leadership

Academies and NHS organisations to seek to develop a national NHS wide leadership development quality

framework which:

Assures the quality of all programmes, courses and other leadership development interventions provided for

the entire NHS system,

Assesses and demonstrates the added value to the NHS (as a whole, organisations and our workforce), of

investing in such leadership development interventions to ensure value for money, and

Contributes to increasing the leadership capacity and capability within the NHS system.

The Thames Valley and Wessex event was held on 22nd

September with eleven organisations attending. A

summary of the feedback on the day was that we need to be thinking about this from a systems stance rather

than NHS as the landscape has changed. We are also working in partnership with South West LA on this.

Please Appendix three for the slide-deck from the day.

3.2 NHS Management Training Scheme (MTS)

We are looking at a South (South West and TVWLA) strategy for MTS for 2018 onwards with the introduction of contributions for trainees and increased numbers and will also likely include development of ACS/STP placements, alumni led activities and more engagement with the system to promote placements/hosting. In August we welcomed the 2017 GMTS trainees to TVWLA with an event run by current trainees and alumni. HHFT hosted a fantastic GMTS network event where trainees, alumni and managers went across the organisation to learn about its patient safety culture and present it back to senior leads from the organisation.

4.0 Alumni

The Alumni focus group in July was not very well attended. The national team is pausing its work on alumni. After engagement with TVWLA alumni (local and national) our decision has been to provide two offers for alumni. A large Community Event (biannual) to be introduced with invitations to our key networks and communities (including alumni) and a Stretch Opportunities Programme to be developed to provide new short-term opportunities to develop.

5

5.0 System Leadership

5.1 Transformational Leadership

Sustainability and Transformation Plans:

Masterclasses The final STP OD masterclass in series one, High Impact Conversations was very well received, with participants keen that TVWLA should continue the series citing that they were relevant, timely, local and accessible and content excellent. Two participants have requested TVWLA to run similar content with specific teams within the STP. We held an internal evaluation review for the series and discussed learns and new elements for a potential series two.

Change Agents

We co-facilitated with Tricordant an STP OD leads (Change Agents) meeting 'Building a Social Movement for Change'. This workshop continues the process of building a Change Agent Community across the STPs in the Thames Valley and Wessex Region. The ‘big’ goal for the Change Agent community is to support the leadership of STPs in designing and delivering system change, so that services are better, sustainable and more appropriate for our communities. We believe the way forward is to think about the STP plans as a transformational social change programme for health and care in each of their localities.

‘In Place’ Leadership Innovation Fund

A fund to support local systems to develop innovative, inclusive and compassionate leadership and organisation/ system development to support achievement of the ambitions of the Five Year Forward View – in place.

This flexible grant offer can support organisations and systems working in new ways to develop leadership across their local health and care system to equip themselves to lead, to have the confidence when needed to relinquish power and unlock it in others, to have the knowledge to help shape new ways of working and to have behaviours that engage, empower and excite staff and activate communities.

At the end of September we wrote to all our STPs and ACSs to invite bids, via application form, by 27th October.

TVWLA is supporting leaders in the four STPs within our region by:

• Participation in STP development: LWAB member and key enabler of leadership/OD/capability-building

work-stream within the Workforce Programme for all 4 local STPs

• Process consultant: observation/facilitation of senior leadership groups; member of STP Steering

Group/Boards

• Commissioner of bespoke system leadership interventions: ‘Hothouse events’; master class series

• Funding

We have completed the stocktake report providing a high-level summary of Leadership and Development activities across the TVWLA STP geography, including BOB (Buckinghamshire, Berkshire and Oxfordshire), Frimley, HIOW (Hampshire Isle of Wight) and Dorset during 2017 and summarising the results into themes. The report is being used to develop our strategy and support for our local systems. This report has been socialised across all 4 LWABs. This is part of our asset-based approach in working with our STPs/ACS and encouraging them to share their existing leadership and OD capacity and capability. Please see Appendix four.

We have facilitated a session for STP programme directors for the south region. The aim of the session was to inform and engage with an outline of the support that TVWLA and others can provide to the STPs. Also, we wished to gather data around their needs.

6

Each of the four STP footprints have an assigned TVWLA Lead Consultant. Activity is noted below:

BOB (Buckinghamshire, Oxfordshire, Berkshire West):

Enablers from the Leadership Centre have been tasked to support the Digital Work stream and Support Workforce project from BOB STP commencing in December, which follows needs analysis conversations with those project leads.

We are considering commissioning a shared Leadership programme to support the nurse retention work stream and determining whether the apprenticeship levy will be accessible. Fiona Rodden is working to support the leadership and OD aspects of several projects within the Workforce work stream in BOB - (REAL - nurse retention; provision of ALS to support the Quality Improvement and Service Redesign programme). There is a real need for initiatives to be mapped to the apprenticeship framework so that trusts can release funds to support places (this also includes GMTS). The co-designed multi-disciplinary General Practice Leadership Programme with TV Community Education

Providers Network (CEPN) has been launched and is due to start in November.

Frimley

We have continued to support the 2020 Leadership Programme with workshops held at Microsoft in Reading

and the Thames Valley Hospice. The procurement and recruitment for cohort 2 in progress and we are in

discussions regarding a 2020 digital programme for IT staff in the STP.

We met with the LWAB chair with regards to a programme to support the senior STP leaders. We are providing consultancy on the OD plan for the GP transformation work stream. We are talking to the digital work stream lead about a leadership programme for IT staff. At September's LWAB meeting we presented the talent management paper. The report landed well and is being followed up and Frimley is forming a local HRD group. Dorset

Dorset Workforce Action Board (DWAB)

TVWLA has been a key partner working with Dorset Digital and Informatics Board and a Board observation was

conducted by TVWLA. The findings have been used in the design of a workshop intervention run in September

using the services of creative artists which TVWLA has funded.

DWAB have reviewed TOR moving the group to a focused delivery phase. TVWLA remains as a DWAB partner but will only be contributing to DWAB meetings when invited for a specific context. We continue to closely support/mentor the STP Leadership Lead with operational delivery of the workforce plan. There has been a train the trainer development session for internal system partners who will now focus on supporting internal change teams. There has been agreement in principle that a whole system TM approach will be a key area of focus for the group. Hampshire and the Isle of Wight (HIOW):

We have been arranging, and jointly facilitating, a leadership capability/capacity meeting at the Workforce

Summit with HIOW Accountable officers. We are sharing this with the STP Executive Delivery Group (EDG)

and agreeing the approach going forward. This has been shared with various other forums across the HIOW

system and will be shared with the Leadership Academy OD forum to ensure spread across STPs where

appropriate.

Following a request arising from an STP Masterclass, TVWLA has commissioned an Associate Provider work

with the HIOW Operational Delivery Group of Directors to help to think about how they can work and

communicate more effectively together.

7

We are planning the HIOW EDG development day on 4

th October with Richard Samuel and Maggie MacIsaac

(HIOW AO OD). There is agreement that our Associate Consultant will co-facilitate and will ensure linkage between this day and future development dates for the Chief Officers in the HIOW system.

5.2 Organisational Development (OD)

DoOD

National LLA OD Leads have agreed to bid for national roll out of System OD and Transformational Change

Consultancy Skills Development Programme that will take a holistic approach to developing ‘change

consultants’ who are already senior leaders within their own organisations and who can work within and across

systems to engage and collaborate to enable system transformation. It will also enable these individuals to

more effectively and confidently support/lead STP transformation activity in a change consultant-style approach.

The LLA Collaborative Virtual mentoring end of programme review was conducted in September. The

programme recruited and trained 10 experienced OD practitioners in Virtual Mentoring techniques in partnership

with Ashridge and matched with 23 OD practitioner mentees at all levels of responsibility for 3 sessions.

Mentors had 3 support and supervision sessions. The feedback is currently being collated but early data is

showing outstanding impact for both the mentors and mentees.

OD practitioner programmes

The OD Practitioner Claiming Practice Programme, jointly funded partnership between NHS Leadership

Academy, Local Leadership Academies and DoOD, has six suitable TVWLA region applicants.

Our local OD Essentials Programme, an experiential programme, run in partnership with Roffey Park running in September and November, has been re-commissioned with South West LA due to over whelming demand. Module 1 of the current cohort started in September for 12 practitioners. Feedback was about the high quality interventions and potential collaborative OD network emerging from the group beyond the programme.

We are planning a south region OD workshop on 30th November for HEE senior leaders/ teams focused on the

wiki principles.

6.0 Building Capacity and Capability

6.1 Healthcare Leadership Model (HLM)

HLM

Talent Management engagements have been held with organisations to understand how they currently use

HLM framework, and what would need to be in place to increase utilisation of the framework.

We recently met with JCA, the system provider of the HLM tool, to revisit the system development of the HLM

Mapping Tool. This concept is to establish a methodology of mapping programmes against the dimensions.

JCA are reviewing system capability and next steps will be testing.

6.2 Building Coaching Capability

Coaching and Mentoring

We continue to explore ways in which coaching and mentoring can support the Inclusion agenda, our new

Compassionate Inclusive Leadership Programme and Talent Management. We also continue to explore with

individual organisations how they can maximise their local Coaching and mentoring provision.

We have been developing a collaborative approach with other Leadership Academies (South West and London)

to further develop and strengthen the supervision service for coaches and mentors within the system. Individual

Supervision continues to be a provided by the TVW Supervisor faculty.

8

We attended the National Coaching and Mentoring Collaborative in Leeds where the group undertook a deep

dive into Mentoring with a view to sharing best practice in developing Mentoring throughout all regions. The

national Coaching and Mentoring Strategy has yet to be signed of at a National Level. It is currently being

sense checked against other national work streams: TM and Inclusion.

Supervision and CPD We are having initial conversations with local organisations in relation to joint Supervision and CPD activity to promote a shared approach across the system and pragmatic use of resources and working collaboratively with South West and London Leadership Academies to consider joint commissioning a Coach Supervisor development programme.

Our next Supervision and CPD day is planned for 11th October and is over-subscribed. The CPD topic is

‘Coaching for Emotional Intelligence’ and will be facilitated by Rosemary Cooper-Clark from the EMCC.

Programmes

A cohort of our Mentoring for Leadership Programme completed in July with 15 successful participants. A

second cohort for the Royal Nuffield Orthopaedic Hospital (Stanmore) commenced in September.

Case studies

Case studies for coaches, mentors and coachees are on our website. Please use the following link to review

those from coaches TVWLA Coachee Case Studies (full link detailed in appendix five).

7.0 Patient Leadership

The initial scoping of patient / public prevention / treatment evidence and examples has been completed. There was an invitation to submit for post doctorate funding to support research / evaluation of some of patient

leadership and arts activities in Wessex, with submission due in September.

We have continued our work with the South Bucks event for dementia with a patient leadership and an arts meeting.

8.0 Evaluation

There has been follow up of the fifth Collaboratory held on 30th June along with planning for the next meeting in

October (co-sponsored initiative with South West Leadership Academy and the University of West of England).

Our Evaluation lead, Dr Richard Mann, continues to facilitate an action learning set at the Bristol Business

School for the Collaboratory.

We continue to attend the national LeaDER meetings in Leeds and work with the framework. The framework is

being increasingly referenced in our work and at the start of intervention investigation to ensure we have a

robust process.

9.0 Local Interventions

Transformational/Challenging Conversations

A Challenging Conversations workshop for Freedom to speak up Guardians across the region has been

commissioned for December, and will be facilitated by Waverley Learning.

Learning Disabilities Transforming Care Programme

The second cohort of this programme came together for their 2nd module in July which focused on the Leadership Voice, which is a new psychometric tool identifying preferences relating to leadership behavioural approaches. The cohort continues through to January 2018.

Leading in Challenging Times Directors of Nursing Network

Wessex – A successful workshop was held in July around compassionate leadership and the next workshop is in October.

9

We are also supporting the formation of a Deputy Directors of Nursing Community of Practice and their next event is in October.

Thames Valley Strategic Clinical Network

TVWLA has supported Action Learning Set/ Whole Group Facilitation support for the Thames Valley Strategic

Clinical Network. This intervention is now being evaluated for impact.

Health Education England Thames Valley and HEE Wessex We are working with the Post Graduate Deans to take forward recommendations in the ‘Leadership Development for Post Graduate Medical Training’ report. Wessex – the second cohort of the 6-day General Practice Nurse Leadership Development Programme has been recruited to and commences in October. The programme is in collaboration with Fareham and Gosport and South Eastern Hampshire CCG, Health Education England (Wessex) and LMC Wessex. The programme

has been developed to help General Practice Nurses who have been identified as emerging leaders or who are

in a formal leadership position. The decision has been taken to commission a third cohort to start in spring 2018.

Isle of Wight

An action learning set was held in July which focussed on establishing team identity, mission and methods of communication. The next planned session is on the cultural web. Our Consultant is now launching the first one of two sessions for the next two programmes and then role model the process to the local leadership and development leads to develop 18 self-sustaining Action Learning Sets for three teams, two of which were held in September.

Care Home Managers (CHM) programme

Hampshire County Council (HCC) - we continue to deliver 14 CHM programmes, a version for First Line

Leaders and one for Registered Managers. We reviewed the work with HCC and the facilitator in September

with good feedback and no change to programme content. We also discussed how HCC will seek impact

information beyond the programme to share with us.

Thames Valley – the Oxford CCG programme completed in September and there is to be three-month period of

implementing changes and a three-month post programme review in November to share and discuss and

capture learning that has translated in practice. A cohort for Wokingham commenced in September.

Southampton GP liaison scheme

We will be specifically investigating the opportunities and challenges which may emerge from the liaison, and trying to identify possible training needs to benefit to people as future providers of healthcare, as well as the wider community. The scheme went live on the 4/9/17 and to date in Southampton:

has recruited over 50 secondary care consultants over the last few weeks with support from both CEOs of UHS and SCCCG - using the hospital staff committee as a conduit

the GP numbers are currently lower, however sustained engagement approaches continue

a pairing exercise from information on areas of interest, availability and locality began. The hosting and visiting should then take place in the next 3 months.

For the final evening event we have confirmed Professor Michael West as our chief guest speaker and Thames Valley Leadership Academy will help support facilitation.

MBTI

Our work has continued with KSS in jointly running MBTI® webinars, with the second one in September an

‘Introduction to Type and Teams’.

N Hants CCG Primary Care Strategy 'Leadership in Action (LiA)':

10

In reviewing progress of the work streams to date, the Steering Group agreed the need to re-frame the programme to ensure the leadership development aspect of the work is re-integrated and strengthened in the work streams. Personal leadership development conversations with work stream Clinical Leads and Commissioning Leads were one of four revised elements of the LiA proposal.

We facilitated an engagement session with 19 North Hampshire Practice Managers (PMs). This is a key group

to engage with the framework of the LiA programme for clinicians. There were clear messages about the

development needed to enable the PMs to deliver on the transformation agenda for Primary care.

From the meeting we have a design group of five PMs to design the first phase of a development programme

with a workshop to be run in October. TVWLA have commissioned Sue Mortlock to continue to work with the

group and facilitate the session.

In September the work continued with a session focused on Extended Access in Primary Care. The purpose of the workshop was to continue the work started in October 2016 around building resilience and trust in the Integration & Transformation Team, and develop collaborative working both internally within the team and externally with partners.

Other work

The national programme for Knowledge Services Senior Managers, which TVWLA co-facilitates, completed in

September with excellent feedback.

Cohort 6 of the Leadership for Empowered and Healthy Communities programme (LEHC) commenced in July

and continues.

Several members of the team are part of various Steering Groups. Several member of the team are coaches,

coach supervisors, mentors, HLM 360 feedback facilitators and MBTI practitioners and continue to regularly

provide support in this capacity. We continue to attend and support many conferences and summits in our

region as well as the South region and nationally.

10.0 TVWLA Team Update

Charlie Hayes has joined us as Partnership and Engagement Co-ordinator on a temporary contract and we are

now recruiting to this permanent post.

Other posts out for recruitment include Corporate Governance (Business) Manager, OD and Leadership Project

Manager and Programme Co-ordinator.

Nationally we are recruiting to the Deputy Managing Director post, Head of Programme Delivery and Head of

GMTS as well as several programme managers.

Caroline Chipperfield

October 2017

11

Appendix

Appendix One – National Strategic Objectives

Strategic Objective one:

Inclusive, Compassionate and Collaborative at all levels

12

Strategic Objective three:

13

Appendix Two – TVWLA STP Stocktake report

TVWLAStocktakereportFINAL.pdf

Appendix three – TVWLA Coachee Case Studies

http://www.tvwleadershipacademy.nhs.uk/sites/default/files/Case%20Studies%20-%20Coachees_0.pdf