TVWLA Board Meeting28th September 2018

Deputy Directors’ Report

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Meeting DateTVWLA Board meeting 28th September 2018

Report TitleDeputy Directors Report: 2018/19 April-July

Report AuthorsAvril Bryant

ApprovedAlison Jennings, Maggie Woods

Report Summary

As below

Purpose

This report is to update, informand assure the Board of allactivity in the quarter coveredby the report.

Decision

Approval

Information x

Assurance x

RecommendationThe Board is asked to read and approve the report.

ResourceAssessment Nil

Quality ImpactAssessment Positive impact

Risk AssessmentRAG rating

Green

Mitigation Membership fees have not

risen for past 5 years toensure membership‘package’ more attractive tomember organisationsfunding activity within severefinancial constraints.

Activity/bids prioritised byreview pane

Inclusion ImpactAssessment

Participation in TVWLA activity is monitored using approved EqualOpportunities data collection in line with TVWLA Inclusion strategy.

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1.0 Introduction

We hope this Deputy Directors Report will provide the board and members with an overview

of the activity undertaken by TVWLA for the leadership community across our geography

during the first four months of 2018/2019.

1.1 Highlights so far include:

Successful launch of LeaderFest 2018. This event ‘sold out’ within 3 weeks

of opening and we look forward to hearing from Baroness Dido Harding, our

other speakers and our own organisations and systems (through interactive

workshops).

Our Leadership for Integrated Care Systems research project with the

Social Care Institute for Excellence (SCIE) is nearly complete with 22 senior

leaders from ICS’ both within our footprint and beyond contributing to this

though leadership report which will be published in early October.

Greater collaborative working between South West and Kent, Surrey, and

Sussex Leadership Academies (SWLA and KSSLA respectively). This has

been further deepened by Ali Jennings and Maggie Woods offering Interim

Deputy Director leadership from July 2018 for the foreseeable future.

Our membership bids and ‘hot-house’ funding process has completed with

£73,000 investment made from a possible £100,000 to organisations and

systems with the support of Board Members on the assessment panel.

2.0 Business Plan 2018/19

2.1 The National Leadership Academy's Vision for 2018/19 remains unchanged: ‘Outstandingleadership at every level of the NHS creates cultures of compassion and inclusion thatimproves lives in local communities. The aspiration is that the NHS has the right number ofleaders with the knowledge, skills, attitudes and behaviours that are required to deliver highquality services, improve health outcomes and continually improve patient care’.

2.2 The NHS Leadership Academy (Academy) business plan for 2018/2019 is focused aroundthis vision and the three strategic objectives

System Development that enables service improvement across health and care Enable, convene, and support whole system talent management Provide leadership development interventions at sufficient scale, reach and impact.

2.3 Since the last TVWLA Board version 5 of the business plan has been approved. The

Academy has now set a total funding envelope for LLAs for 2018/19, of £11.6m. Further

information on our funding is contained in the Board Finance Paper.

3.0 National Academy Core Programmes

3.1 Edward Jenner The programme has been redesigned to offer even more flexibility;

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Launch and Foundations modules are free to access and based on-line. The programme leads to an NHS Leadership Academy Award in Leadership

Foundations. 521 people have started the programme year-to-date.

3.2 Mary Seacole 39 participants from the TVWLA region are currently undertaking Mary Seacole Recruitment for the Mary Seacole programme continues including recruitment for

community pharmacy cohorts. Details can be foundhttps://www.cppe.ac.uk/services/leadership-community 28 participants from theregion are taking part in the programme.

3.3 Elizabeth Garrett Anderson 54 participants are currently undertaking the EGA programme in TVWLA.

3.4 The Rosalind Franklin Programme On the 5th September 2018, the NHS Leadership Academy announced its new Rosalind

Franklin programme for mid-level leaders in health and care. This nine-month modularprogramme is due to open for applications later this year and will incorporate a blendedlearning style with mandatory and comprehensive online learning, face to faceworkshops and small group work.

3.5 Aspiring Chief Executive Programme Three places, (out of a total of 14), were secured by Thames Valley and Wessex region

applicants on the third cohort of the programme for people in director-level positionswho aspire to a chief executive-level role in the NHS within the next 12-24 months.

The programme is a collaboration between the NHS Leadership Academy, NHSProviders, and NHS Improvement. It forms part of a fully resourced, strategic responseto the challenge of how identifying, developing, and deploying our most senior leaders.

3.6 Senior Systems Leadership Programme for STPs

The second cohort of this programme run in partnership with Yale University closed onthe 17th September 2018. At the time of writing this report we are waiting to hear if anyof our local systems have been awarded one of the ten places available following DorsetSTPs participation in the first cohort. This programme takes three very senior leadersfrom a system (clinical, managerial, and other sector) through a modular learningprogramme focusing on real system work challenges.

3.7 NHS Graduate Management Training Scheme (GMTS) The NHS GMTS continues to be a success, the programme is in the top ten graduate

schemes in the UK. The number of trainees is set to increase next year from 9 to atarget of 41 and there will be an increased focus/encouragement for placements inprimary care. This is in line with the HEE Mandate target to have 500 participants onthe GMTS at any one time. TVWLA note the considerable increase and have raisedsome concerns around the current capacity within the team and the capacity in the widersystem to accommodate this increase. These are being considered nationally.

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GMTS Network Event was held on 16th July with an excellent turnout with 37attendees.

GMTS Steering Group held with 7 attendees. A new chair was appointed - CatherineMountford, Director of Governance, Oxfordshire CCG.

Links have been made with CEPN leads regarding placements in primary care.

4.0 Talent and Inclusion

4.1 Inclusion

Inclusion network. The June 2018 meeting was well attended. Participants value thenetworking, sharing of best practice and the support in the group.

Compassionate Inclusive Leadership Programme. The second cohort of our five-dayprogramme, designed to support the work of people in Equality, Diversity, and Inclusionroles, started on 4th September 2018. We are now planning another cohort tocommence in January 2019. This programme has now been spread to NHS LeadershipAcademy South West. We intend to work with our Inclusion Network and the programmeprovider to contextualise the next cohort of the Compassionate Inclusive Leadershipprogramme. By starting the programme in January next year, we want to provide timeto connect with those that may not otherwise be offered this opportunity

Inclusive Systems Coaching. A review of our coaching registers has prompted us toaddress the imbalance of diversity in our coaching representation. At face value, itcurrently reflects quite a narrow demographic and is not representative of thepopulation we want to connect with. We are taking positive action in commissioning anILM Level 5 Coach development programme aimed at under-represented groups. Wewould like your support to encourage leaders in your organisations, and the systemsyou connect with, to identify and sponsor people who you feel would flourish as acoach and add a richness of diversity to our register.

4.2 Talent Management (TM)

National work stream. Work continues to mobilise the system talent managementblueprint project. TVWLA continues to be an active member of the National TM Networkwhere all TM work is being jointly designed and developed to support the enabling of asystem-wide (NHS-wide) approach to TM, along with increased collaboration acrosssouth region local leadership academies.

Regional Talent Boards (RTBs). Work is underway to form the South East RegionalTalent Board. This initiative is a partnership between NHSI/NHSE and Health EducationEngland and seeks to provide a consistent and aligned approach to identifying aspirantExecutive Director talent across a regional geographic footprint. This follows asuccessful pilot in Midlands and East with both the North and South West RTBsexpected to formally meet in the Autumn. A working group will be established soon towork on the design of the RTB and a local CEO will be required to volunteer to Chair.We suggest inviting Martin Hancock, Director of Talent Management at the NHSLeadership Academy to come and present to the Board at the January 2019 meetingabout the SE RTB.

Self-discovery days. As a regional positive action development opportunity to thoseindividuals who applied for /showed interest in the national Academy Stepping UpProgramme last year, we are offering an interactive and informative workshop, forBAME (Black, Asian and Minority Ethnic) Health and Care staff, to explore self and

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career journeys. We ran a third cohort in July with another seven cohorts planned for2018/19.

Leadership Communities of Practice. Planning is underway for a combined Communityof Practice event on the 25th September where we will be working with Leadership, OD,Inclusion and Talent Leads to raise awareness regarding Regional Talent Board roll-outand other TM offerings.

5.0 Alumni

5.1. TVWLA has commissioned a research report into National Programme Alumni. The aimis to look at how TVWLA can continue to support staff from across the region following theirparticipation in national NHS Leadership Academy (NHSLA) programmes and equally whatlocal employing organisations can do to help participants use and embed their learning.

TVWLA wishes to: better understand where alumni from the different programmes are currently working

across the TVWLA area map examples of good practice where alumni are working together on local projects add value to the national programme offering, by thinking through how alumni from

across all the NHSLA programmes could continue to be supported / support eachother to keep delivering great patient-centred and forward-thinking care across theregion

better understand how the collective power of the alumni can be better harnessed tokeep the learning from the national programmes alive back in Thames Valley andWessex

be given some ‘options for consideration’ as to how TVWLA can support the careerprogression opportunities for staff and support organisations to manage their stafftalent even more effectively

The survey was sent to the Chief Executives of all the organisations in the TVWLA area thathave sent participants on NHSLA courses in the past three years. A similar time-scale wasused for alumni participation.

A summary of the survey results with some representative comments can be found atAppendices II (Alumni) and III (CEOs). One third of the CEOs responded (10) with an 80%completion rate and over 150 alumni completed the survey with an 85% completion rate.

We are planning a focus group in October where participants will form the design group forrecommendations for next steps.

6.0System Leadership6.1 Transformational Leadership: Sustainability and Transformation Partnerships andIntegrated Care Systems and geographies

TVWLA is supporting system leaders and leadership / organisational development in thefour STPs/ICS within our region through:

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Expert facilitation and consultation – drawing on a bank of experienced systemsfacilitators who can hold the space for difficult, challenging, or transformationalconversations to take place.

TVWLA have provided facilitation support to the Executive Delivery Groups in HIOWSTP and Frimley ICS and BOB STP.

Members of TVWLA attend Local Workforce Action Boards and HR Director networks.

OD expertise - using internal expertise and where appropriate providers such as theKings Fund or Tricordant to support the development of system OD plans. We aresupporting several our STPs and ICS’ with this support.

Local OD and Leadership Community development - communities of practitionerswho can then be used by their local systems to develop OD plans and furthertransformation work in a more sustainable way.

Through network events and sharing best practice TVWLA are supporting each STPor ICS local community of OD practitioners.

In-place funding - to support system transformation and collaboration. See 6.2below.

In-place programmes - running our standard programmes in a locality or thedevelopment of bespoke programmes such as the 2020 programme in Frimley.

Talent Management System Blueprint - this is a tool we are developing on behalf ofthe National Leadership Academy to support local systems to collaborate onnumerous different aspects of talent management. See section 4.2 above.

Thought leadership - developing new insights and sharing learning from ourcollaborative work with The Leadership Centre and Social Care Institute for Excellenceand emerging learning from across the NHS Leadership Academy. We are alsocurrently writing a case study comparing the 2020 Frimley Leadership Programme witha similar place-based programme in the devolved Manchester system to look for keyingredients in successful place-based programmes.

TVWLA commissioned the Social Care Institute for Excellence (SCIE) to undertakeresearch into the emerging challenges, opportunities, barriers, and enablers to effectivesystem leadership in Integrated Care Systems. The research phase of the project iscompleted, this involved interviews with 22 key stakeholders / leads. The report isexpected to be published in early October and we have been successful in securing aplace to present the findings at NHS Expo on the 5th September 2018. This work willalso be a key part of our LeaderFest event (see 11.3 below).

Supporting individual system leaders – using coaching, mentoring, diagnostics, andindividual programmes to offer reflection space and increased self-awareness on style,behaviour, and impact.

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6.2 ‘In Place’ Leadership Innovation Fund

Funding (£150,000) was released by the NHS Leadership Academy and therefore TVWLAmanaged a rigorous process in allocating funding according to set criteria.

TVWLA allocated a total value of £579, 632 ‘In-Place’ funding through further HealthEducation England (HEE) South investment support. Fifteen projects are being supported.

Current evaluation status All project leads have submitted an evaluation except for one, which has been

written and we are waiting to receive following senior approval Many of the evaluations are interim reports as the projects are ongoing and a

full analysis will not be possible until late 2018/early 2019 5 reports have been submitted to NHS Leadership Academy, 2 reports have

been submitted to the National Talent Management team NLA will provide an overall report on all In Place projects A final overarching LeaDER report for In Place is to be submitted by TVWLA by

end of financial year.

. Headline activity per individual STP or ICS is noted below:

BOB (Buckinghamshire, Oxfordshire, Berkshire West): TVWLA attends themonthly Berkshire West ICS Workforce meeting to provide input into theemerging OD and Leadership Plan. Berkshire West ICS has commissioned alocal System OD consultancy skills programme which is being fully funded byTVWLA.

The Buckinghamshire ICS is interested in developing a 2020 type placed-basedprogramme which we have been supporting them to explore. Our associate, LizSaunders, continues to work with BOB STP to provide liaison and support to localsystem interventions, including the Care Leadership Programme (see 11 LocalInterventions below for detail). TVWLA attends the NHSE hosted monthly Matrixmeeting hosted by NHS England.

Frimley: Cohort two of the 2020 Leadership Programme is in progress. An indepth case study evaluation is in progress. TVWLA has been part of thedevelopment of a local digital leadership programme, planned for launch inAugust.

TVWLA continues to support the system OD leads and as a board member ondevelopment of the Frimley ICS improvement academy. TVWLA attends theNHSE hosted monthly Matrix meeting.

Dorset: TVWLA has participated in the interview process for a Leadership

Lead on behalf of DWAB. This role will drive the design and delivery of a

Leadership framework and the system TM programme. TVWLA continues to

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consult with Dorset ICS to ensure synergy and alignment between the ICS TM

programme and the emerging South West Regional Talent Board (SW RTB).

Hampshire and the Isle of Wight (HIOW): TVWLA continues to coordinate theOD plan (now in phase 2) for HIOW, which includes the system reform and ODprogrammes, working with the Executive Delivery Group, Chairs, and otherleaders. TVWLA is supporting the placed based OD leads and the developmentof a systems OD plan. TVWLA has commissioned and facilitated the clinicaldirectors programme for Hampshire Hospitals Foundation Trust.

The OD report to support system reform was discussed at the July ExecutiveDelivery Group.

TVWLA are working with the Local Delivery System to develop a Hampshire 2020programme.

6.3 Organisational Development (OD)

National update. TVWLA attended the joint NHSI and Network of Academies subgroupto design a delivery model for the collaborative delivery of Culture and Leadershipprogramme for vulnerable organisations. This work-stream will have resourceimplications for each of the local Academies

TVWLA has been working with DoOD (NHS Employers and NHS Leadership Academy)on an OD Virtual mentoring programme which has been shortlisted for CIPD awards.

We are participating in the network of Leadership Academies systems leadershipsubgroup. Actions include collating and thematically analysing all the local academiessystem interventions which is then being mapped the systems framework domains.

Consultancy. We have provided consultancy and funding to support the formation of aPost-Doctoral network, which is now self-supporting. Initial anecdotal feedback showsincreased confidence and influence in managing the academic/clinical dichotomy.

TVWLA led the Board workshop for HIOW local maternity system, facilitated by MyronRogers (Leadership Centre). This has led to a Board development programme focusingon how the Board can deliver on the Better Births mandate within the STP.

System Consultancy Skills programme. The first cohort of this nationally rolled-out

programme started in June (completing in October) with another cohort commissioned

for BOB STP to commence in September. TVWLA is the cluster lead for the national

evaluation of the programme.

OD practitioner programmes. TVWLA ran an Action Learning Set (ALS) for the first two

cohorts of our local OD Essentials Programme in July. The programme had excellent

feedback - “The OD essentials programme gave me a fantastic grounding in all aspects

of OD which enabled me to re-evaluate what I was doing and challenge myself about

our plans for the future… being able to work alongside colleagues from across health

and social care was an invaluable learning opportunity. The programme provided me

with knowledge and skills which enhanced my confidence greatly and was a key part in

my developing our draft OD and Leadership Strategy”.

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We are planning the next OD alumni meeting for October and an OD Summit in Spring

2019.

7.0 Building Capacity and Capability

7.1 Healthcare Leadership Model (HLM)

TVWLA facilitated a HLM ‘Mapathon’ event with four volunteer organisations in our

region. The event involved the live mapping of programmes to the Healthcare

Leadership Model using an online platform that TVWLA has co-designed with JCA (the

digital providers for the national HLM tool). The event was considered a success - we

now have proof of concept and are waiting for the national HLM team to take the

mapping tool forward.

We are commissioning a new facilitator training programme to commence in January

2019 to develop our faculty of HLM facilitators.

7.2 Coaching and Mentoring

The taught element of the ILM level 7 Supervision Training Programme completed in

June 2018. Participants will now be undertaking their portfolio of supervision hours,

supported by their own organisations, and facilitated through TVWLA Supervision and

CPD days.

TVWLA ran a CPD and Supervision day in June focused on adopting a systems

perspective in coaching and mentoring, to develop our coaches and mentors to support

leaders working within and across systems. We are rolling this out with two further

events planned for December and January.

Our new Virtual Coaching Programme launched for applications and we have a full

cohort of ten ready to start in September. The programme has been developed for

experienced coaches who have been coaching across the system so that they can

coach in a virtual environment using Skype or Facetime.

Virtual Supervision of Supervisors is being commissioned to support our supervisors.

Dorset LWAB has re-launched the Coaching Re-energiser programme to now run in

October and this will also be promoted across the TVW coaching community to ensure

full uptake.

8.0Patient and Citizen Leadership8.1 In partnership with NHSE FMLM RCGP, NHS Horizons and NHS Collaborate theNHS@2030 programme launched in July, with 70 delegates. @2030 is a new developmentprogramme to support our future primary care leaders. It is designed to grow individualconfidence, courage, and the conviction to transform care, and establish a system ofcontinuous quality improvement for patients and primary care teams alike. TVWLA are alsosupporting the programme with Coaching and HLM 360.

8.2 We continue to support and co-facilitate the Leading Empowered and Health Communities(LEHC) programme, which is a co-produced cross system leadership programme. This

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programme is uniquely developed and facilitated by service users/citizens. Cohort 7 is openfor applications with a closing date of 6th September 2018.

9.0Clinical Leadership9.1 Directors of Nursing Network. TVWLA continues to support local Directors of Nursing anda joint Thames Valley and Wessex workshop was hosted in April with Chris Ham from theKing’s Fund. We hosted a Wessex Deputy Directors of Nursing Community of Practice day inMay. TVWLA developed and facilitated a workshop for the Directors of Nursing, which washeld in July and facilitated by Helen Bevan. The unconference style format of the event enableddiscussions on various topics such as talent management and system leadership. TVWLA arealso supporting events for responsible officers and medical directors and a Wessex widepaediatricians’ system leadership meeting.

9.2 We are facilitating events for Directors of Medical Education nationally and are leading ondeveloping a toolkit for medical trainees, the ‘Learning to Lead’ toolkit. TVWLA has facilitatedevents for medical educators/supervisors on how to "teach" leadership, and developingcoaching skills for educators

9.3 The General Practice Nurse (Wessex) Leadership programme, run in partnership withHealth Education Wessex, has secured funding for a fourth cohort, which we have beenrecruiting to.

9.4 TVWLA continue to facilitate the Leaders in Primary Care programme (see detail in 11.Local Interventions below) which both clinical and non-clinical staff in primary care participatein.

10.0 Evaluation10.1 The ninth Evaluation Collaboratory, (a co-sponsored initiative with South West LeadershipAcademy and the University of West of England), was held in July 2018 which our Evaluationlead, Richard Mann, co-designed and presented.

10.2 We continue to attend the national LeaDER meetings in Leeds and work with the LeaDERframework for the evaluation of our programmes. We have submitted six of a target of nine forlast year, with a further two remaining reports being reviewed in September. As oneprogramme did not run, we will finish with 8 in total for 2017/18. Two reports submitted to NLAby TVWLA in 2016/17 have been chosen as exemplars for their national summary report(please see Appendix IV).

11.0 Local Interventions

11.1 ‘Hot-house’ Membership bids. TVWLA have run a membership bid process. We

received 25 applications, with a mixture of organisation focus and system focus. These

have been reviewed with final decisions made in partnership with Board members. In

Summary:

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Total number of bids received was 25, with requests totalling £416,120. 7 were eitherfull or partially funded.

Total allocated = £73,420o Membership Money =£29,020o TVWLA Local Interventions, national funding =£44,400

Several applications are still to be considered for STP funding

All applicants now notified of decision and awaiting Memorandum of Understanding

11.2 Leadership Summit - entitled LeaderFest. In July we launched this one day collaborative

event (November 7th 2018) for health and social care senior leaders to connect, collaborate

and to make a difference and to celebrate the best of leadership. The day includes national

and local speakers along with interactive workshops. We are delighted to confirm our

keynote speaker is Baroness Dido Harding, Chair of NHS Improvement. The event is fully

booked.

11.3 Developing Leaders in General Practice programme. Two cohorts of this programme, for

staff in general practice, including nurses and practice managers, in Thames Valley are

currently running. We are meeting with the Wessex CEPN in September to discuss

delivering this in the Wessex region.

11.4 Care Leadership programme. We have collaborated with Health Education England

Thames Valley and Oxfordshire County Council to deliver three cohorts of this programme

(previously the Care Home Managers’ Leadership Development Programme). The

programme is targeted at Care Home Managers and Domiciliary Care Leaders. The first

cohort commences in September 2018.

11.5 MBTI. Our work continues with Kent Surrey and Sussex Leadership Academy in jointly

running bite-sized MBTI® webinars. The first one of this year ran in June - ‘Using the MBTI

‘temperaments’ to work with Leaders’. The next ones are planned for October, December,

and March.

11.6 Knowledge Services Senior Managers. The second cohort of the national programme for

Knowledge Services Senior Managers, commissioned by Health Education England is in

progress. TVWLA designed and co-facilitate this programme. During the programme the

delegates undertake in-place quality improvement projects.

11.7 Please see appendix 1 for a summary of our activity year to date.

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12.0 Communications and Engagement

12.1 Social media analytics can be found in Table 1 below:

Table 1. Social media analytics

MonthWebsite Pageview/sessions

WebsiteClick

throughrate/page

views

WebsiteUnique

Visits/newvisitors

Website

Uniqueopens

Tweetimpression

sTwitter

followersApr-18 2313 4197 1550 1901 27900 1571

May-18 2335 4216 1553 1717 47700 1599

Jun-18 2008 4276 1379 1532 21800 1612Jul-18 1951 3573 1375 10200 1627

11.2. Website/ Branding. The Academy has issued new branding guidelines and elements.However, there are still some final decisions to be made on use. We are working through therebranding of our website, social media platforms and our marketing collateral appropriately.

11.3. We are progressing actions required to comply with General Data Protection Regulationswith the Academy and Health Educations England’s Information Governance and Head ofPublic and Parliamentary Accountability.

13.0 TVWLA Team Update

13.1 We are currently recruiting a joint appointment for a Stakeholder Engagement post withKSS.

13.2 One of our Leadership Programme Co-ordinators, Jan Smith, retired in June and is notbeing replaced.

13.3 Julia Petherbridge, Senior Leadership and OD Consultant, has resigned to seek nowopportunities and spend more time with her grandchildren. We are currently planning torecruit to this role on a fixed-term basis and interviews are in early October.

13.4 We continue to explore the opportunities for working collaboratively across the SouthLocal Leadership Academies.

13.5 Ali Jennings and Maggie Woods are now offering Deputy Director Leadership and linemanagement of the consultant team in KSS on an interim basis for the foreseeable future.This provides a great opportunity to look at the work of KSS and TVWLA and seek everfurther efficiencies, shared learning, and collaboration on our work.

Ali Jennings and Maggie Woods

September 2018

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Appendix

Appendix 1 - Quarter four activity

Activity Month ofactivity/programme

finish date

Numberscompleting

fullprogramme/

eventattendees

Coach to Lead AprilJune

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Coaching & Mentoring Supervision & CPD June 28Developing Leadership in General PracticeProgramme

May (start) 26 (2 cohorts)

Deputy Director of Nursing Network (Wessex & TV) May 6Directors of Nursing day (TV & Wessex) July 34General Practice Nurse Leadership Programme -Wessex

Cohort 3 (start) 12

GMTS Network Meeting July 34GMTS Steering Group Meeting July 7Inclusion Network meeting June 34MBTI CPD Webinar – figures for TVW only June 4OD Essentials ALS July 6Self-Discovery Day JulySystem Consulting Skills July 18 12

As at end NumbersCoaching register – registered Coaches July 252Mentoring register – registered Mentors July 361

Appendix II Alumni Survey results - Alumni

TVWLA Alumni survey

Summary data.pdf

Appendix III Alumni Survey results - CEOs

TVWLA CEO Survey

Summary data.pdf

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Appendix IV NHS Leadership Academy 2016/17 national LeaDER Summary Report

A compilation of

LeaDER reports from the Network of Academies 2016-2017 (Final Draft).pdf

Appendix V Membership Bids

Full Funding Partial FundingOrg/Sys Amount Comment Org Amount Comment

RBCH £15,000 Specialisttraining forPatientEngagementLeaders

BucksHCFT

£7,500 The road toinclusivity throughReverseMentoring andNetworkDevelopment

Royal Berks £6,520 Investment InExcellenceprogramme

PooleHosp

£7,500 LeadersSupporting Staffthrough Change

SouthamptonUni Hosp

£14,400 RegionalDisabilityRights UK(DRUK)LeadershipAcademyProgramme

SouthernHealth

£7,500 Bespoke 'Next InLine' developmentProgramme

Bucks ICS £15,000 ExecutiveTeam Buildingfor ICS