TRENT MANAGEMENT DEVELOPMENT INITIATIVE PROJECT …TRENT Management Development Initiative [TMDI] Purpose This Project Mandate begins to translate the vision of the National Management

TRENT MANAGEMENT DEVELOPMENT INITIATIVE

PROJECT MANDATE

VERSION CONTROL STATEMENT Version One Owner Rosalind Maxwell-Harrison, Leadership Development Manager Author Nicky Spencer, Independent Management Consultant Document Name

TRENT Management Development Initiative [TMDI]

Purpose This Project Mandate begins to translate the vision of the National Management Development Initiative into practice within Trent. As such it forms the reference document, describing the broad programme of work (and structures) that will be embarked upon to deliver the initiative. It also ensures that the initiative is successfully implemented – and sustainable in the long term - alongside other development opportunities within the area.

Creation Date

November 10th 2004

CHANGE CONTROL STATEMENT (Significant Changes since last version) Date Version Action Required Change Details November 10th 2004

0.1 RMH to approve outline

None – this is the first edition

November 24th

0.2 RMH to comment First Draft

November 30th

0.3 Check by RMH Included as Appendices: Structure/Terms of Reference; Budget; Project Plan available

December 6th 0.4 Review by Leadership Steering Group

Revised financial plan. Red items to be competed at final draft. e.g. page numbering, appendices and annexes.

December 14th 2004

1 NMDI review Introduction of generic cohort and ‘Trent themes’ in line with LSG requirements.

Terminology • ‘Project’ refers to the whole process of activities involved in setting up, delivering, evaluating

and mainstreaming the initiative • ‘Programme’ refers to the Development Programme in which middle managers will take part.


PROJECT MANDATE

Document: C611-ProgMandate(version0.3) Status: RMH Amend Owner: Maxwell-Harrison Author: Spencer 1/31

CONTENTS

Page

Contents 1

1. Background 2

2. Aim, Benefits (Success Criteria), Principles and Objectives

3

3. Quality and Constraints and Dependencies (including Finance) 5

4. Stakeholders, Structure and Communications 6

5. Deliverables (and Project Plan) 8

6. Risks (and their amelioration) 11

Appendices

1. Project Structure and Terms of Reference 13

2. Detailed Project Plan (Available on Request) 15

3. Financial Plan

19

Annex

A. Background Documentation Associated with the Mandate 20

B. Knowledge and Skills Framework 21

C. Options for Managing Delays in Availability of Development Centres

27

D. NMDI Development Centre: Option 2 29


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BACKGROUND 1.1 The Trent Management Development Initiative falls within a dynamic context of national and

local policy drivers and initiatives. 1.2 The NHS aims to move closer to world standards in health and health services – with

greater demands and pressures upon NHS managers. The NHS needs to ensure it is ‘Managing for Excellence’ and that managers operate according to a clear ‘management code’ within a pluralistic health and social care system.

1.3 More recently, the Race Quality Action Plan (February 2004) places emphasis on greater

prominence to race equality as part of the drive to improve health. The plan states that a full range of development programmes should be offered to encourage appropriately qualified leaders from ethnic minorities.

1.4 In response to these requirements, the NHS Leadership Centre and NHS University have

jointly established a National Management Development Initiative [NMDI] for 2000 middle/senior (third and fourth tier) managers across all professions in the NHS. The initiative is to be delivered and managed by Strategic Health Authorities [SHAs] in close liaison with NHS organisations, Chief Executives and individual managers.

1.5 Trent Strategic Health Authority comprises the five health communities of North and South Derbyshire, Nottingham and Central Nottingham and Lincolnshire. The configuration includes six acute Trusts, three mental health Trusts, two ambulance Trusts and nineteen PCTs. One Foundation Trust lies within the SHA boundaries - with two more Trusts expecting Foundation status during 2005. Importantly integration between the SHA and the Workforce Development Confederation is also due by April 2005.

1.6 Central to Trent SHA’s business plan and declared as one of five key objectives, is the development of strong leadership. Active in pursing this ambition and as a commissioner of Leadership Development programmes, the SHA strives to act only in areas where value is added by working across organisational boundaries – and not to duplicate or supersede any activity that should properly be undertaken at organisational level.

1.7 Within this approach, Trent’s special leadership development function seeks to

a) Produce an overall framework in which individuals and organisations can develop a clear view of leadership needs and current competencies

b) Clarify relative roles in the provision of leadership development programmes of the SHA, Organisations and other National Bodies.

c) Coordinate planning for leadership development, identifying opportunities for synergy between development activity and overall Service Improvement: by June 2005, Trent Leadership Steering Group [LSG] will have produced a Leadership Strategic Framework for Trent.

1.8 With plans already in place for the development of a Talent Management Programme (aimed at managers capable of stepping into Director or Chief Executive posts within one-to-three years), the SHA welcomes the opportunity to trial and test a complementary programme for its middle managers – thus extending the continuum or scope of its existing leadership development programmes.

1.9 This mandate was endorsed by the Trent Leadership Steering Group in December 2004. It draws on the best of project management principles to draw up a clear plan of action to deliver a comprehensive and sustainable local ‘brand’ of the NMDI programme – the Trent Management Development Initiative [TMDI].


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1.10 A note of key documentation associated with the development of this mandate is provided in

Annex A. 2. APPROACH: AIM, BENEFITS, SUCCESS CRITERIA, PRINCIPLES & OBJECTIVES 2.1 The aim of the project is to deliver a comprehensive and sustainable management

development programme for the full range of middle managers across the health communities of Trent Strategic Health Authority.

2.2 The primary benefits sought for Trent’s participants in the programme, organisations,

patients and public are a) Added value to the management role of the participants, increased performance,

enhanced competencies and careers (including better career management) b) Increased capacity amongst management groups across the health system and more

opportunity for succession planning c) Acceleration in improvements in service provision and patient care d) Enrichment of future leadership opportunities locally e) Increase in managerial talent amongst the diverse range of backgrounds (e.g. BME,

gender, disability, age, etc) resulting in health care provision more appropriate to the local community.

2.3 The specific success criteria associated with these benefits will be identified in the

evaluation plan. As a minimum, they will include:- a) Attrition rates – by stages of the programme b) Participant’ evaluation of quality of the programme – stage-by-stage, by development

opportunities c) Stakeholder’ evaluation of service improvements resulting from the programme d) Sponsor’ (Chief Executive) evaluation of changes in participant performance (against

originally agreed objectives and learning plans) e) Measurement of increased capacity as a result of the programme f) Outcome measures – by stages in the programme and to include tracking of participants’

career progression and choices post programme for three years g) Career progression for participants from diverse backgrounds h) A sound methodology for monitoring the diversity mix of this level of management.

2.4 The key principles upon which the project is based are:-

a) Integration across national and local programmes and needs: i. National MDI and Trent’s Strategic Framework for Leadership Development; ii. TMDI with existing and emergent development initiatives – nationally (e.g. NHSu

‘Managing Health and Social Care’, Leadership at the Point of Care, LEO); pan-Trent (e.g. Clinical Leadership Programmes, Talent Management Programme) and based within individual health organisations

iii. Mapping of TMDI against the Knowledge and Skills Framework (Annex B)and national other initiatives including Agenda for Change

iv. National and local organisations


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v. Work-based and experiential learning opportunities

b) Flexibility: i. locally: NHS Organisations, Chief Executives and individual managers ii. regarding the participants: development needs, learning styles, circumstance, role iii. in the programme: content, delivery, evaluation, designing sustainability

c) Diversity - including the full range of managerial groups and managers:

i. Professions ii. Organisations iii. BME, gender, disabilities, age etc.

d) Sustainability in outcomes from the outset:

i. Development of the participants - including options for tracking their progress ii. Performance of the individual, their service, their organisation (and if possible health

system) for the ultimate benefit of patients and the public iii. Translation into an effective ongoing local programme of development and means of

succession planning e) Resource Maximisation:

i. Building on (and contributing to) best practice in design, delivery and sustainability ii. Effectively utilising all available national and local development opportunities and

resources iii. Increasing capacity and capability amongst management groups across the NHS.

f) Ownership of the TMDI across national and local organisations and people evidenced in

contributions to the development and delivery of the programme as well as gains in the short, middle and longer term.

2.5 The primary objectives of the project are to:-

a) Design and deliver a programme of management development that i. Addresses local development needs ii. Addresses local service needs iii. Focuses on improving management practice iv. Is consistent with the principles of NMDI

b) Ensure local development opportunities, interventions, processes and capacity are in place to support management and leadership development – and that these reflect and are integrated with local organisational and development policies

c) Contribute to the identification of existing opportunities, working with the national team to develop local capacity and capability where gaps are identified

d) Establish an SHA-based steering group as determined locally but drawing on local providers, organisation-based development advisors and a multi-professional team of users

e) Create a culture where opportunities offered are valued as both vehicles for development of management practice and also positioned as part of local and national succession planning and career development


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f) Support the national evaluation process as requested and evaluate the effectiveness of the initiative within Trent to inform and influence future developments of this and other leadership initiatives

g) Plan for the successful ‘main-steaming’ of the initiative into local leadership strategy and programmes.

3. EXPECTATIONS, CONSTRAINTS & DEPENDENCIES 3.1 NMDI has set down its quality expectations for the local programmes:-

a) Appreciation and recognition of need for building capacity and capabilities amongst managers; a programme including all professional groups from all organisational types

b) An evaluation of the impact of the programme on the individual and the organisation in order to maximise patient care and service benefits – with contributions to be made to national learning and specifically through the NMDI evaluation

c) Local Development Opportunities for work-based and experiential learning to be identified and included wherever appropriate – with organisations investing in and benefiting from the work-based element of the local programme

d) A sustainable programme in the longer term with potential for ‘mainstreaming’.

3.2 In addition, the Trent Leadership Steering Group (representing key stakeholders from the health communities) require that the pilot Programme:- a) Seeks nominations from each organisation across Trent b) Comprise eighty participants divided into four ‘generic’ cohorts, each cohort aiming to

develop skills and behaviours, expertise and knowledge in strategically important ‘theme’ areas for Trent, such as: i. transformation ii. service redesign iii. modernisation iv. technology led change v. leadership and leadership styles

c) Complement existing Leadership Development Programmes and sit alongside the Trent

Talent Development Programme by focusing upon people who have the potential to develop to Director positions within three years

d) Evaluation inform the Trent Leadership Development Strategic Framework 3.3 Costs, in the first and pilot year, should ideally not exceed the allocation from the NMDI:

£100,000. 3.4 The TMDI will be subject to the following dependencies and links with other projects and

initiatives a) The principles, approach and delivery of the NMDI – especially

i. the quality and availability of its tools i.e. the online application, Diagnostic Development Centres, database of existing opportunities and interventions

ii. commissioning and/or management of some elements of the NMDI (e.g. accreditation of local facilitators)


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iii. the pace and approach to evaluation iv. support to the Trent MDI and assistance is encouraging best practice, sharing learning

and developing expertise

b) Workforce and leadership initiatives and issues within Trent - especially: i. The integration of the Trent SHA and Workforce Confederation due in April 2005 ii. The development of Trent Leadership Strategy (due in June 2005) iii. Alignment with other local development programmes – those that are existing and

those that are emerging iv. Fit with development of initiatives in which participants may already be engaged e.g.

MBA c) Availability of local development opportunities for this management group either in

existence or that can be generated afresh through the Programme (and particularly its Steering Group)

d) Approach and responsiveness of local organisations to supporting the initiative.

4. STAKEHOLDERS, STRUCTURE & COMMUNICATIONS 4.1 A range of parties have various interests in the programme and its outcomes. The major

groups and their likely areas of interest are mapped in Table 2.

Table 2: Major Stakeholder Groups & Likely Areas of Interest Stakeholder Group Area of Interest / Expectation NHS Leadership Centre (especially those involved with the NDMI) and the NHS University

Consistency and compatibility with national objectives for MDI Quality contributions to NMDI including evaluation Appropriate use of funding

Strategic Health Authorities and Workforce Development Confederations - especially Trent

Greater local capability and capacity across the range of middle-senior managers Increased opportunities for workforce (middle-manager) development

Trent’s Health Communities including the Chief Executives, Directors of Human Resources and Senior Staff

As above Consistency with organisational objectives and personal development policies

Participants’ ‘Host’ Organisations As above Improvements in Service Provision and Patient Care

Participants or ‘Users’ of the Programme Increased capability and competencies. Pertinent local development opportunities Career progression to director level.

National and International [Health] Development Providers and Advisors – including existing and new academic providers

Opportunities to develop and/or provide services Linkage with existing development programmes

Public and Patients (especially those within the host organisations)

Improved Service Provision and/or Quality of Patient Care


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4.2 The project structure has been designed to ensure all stakeholders are engaged appropriately. It will require one new structure to support the working relationships – one formal and one informal network:-

a) The TMDI Steering Group will be a formal subgroup of the existing Trent LSG (TLSG),

accountable through the TMDI Project Director (the Director of Organisational and Clinical Development). The TLSG will report to the NMDI and use its established links to ensure local development bodies are involved. The TMDI Steering Group will be responsible for the ultimate delivery of the project and its benefits and for ensuring that all activities comply with the strategic priorities of the NMDI, Trent SHA, Trent health communities and organisations. Membership will reflect this role and include two participants from each cohort - to be elected by their peers.

b) The TMDI Project Manager will be responsible for the day-to-day delivery of the project.

Accountable through the TMDI Lead Executive, this will include coordinating and ‘joining up’ the work with related programmes, ensuring timely reporting to the Steering Group and communication with key stakeholders. Communication between the TMDI Project Manager and Programme advisors and participants will be flexible and virtual rather than through formal meetings.

4.3 The terms of reference for the TMDI Steering Group and the responsibilities of the TMDI

Project Manager can be found in Appendix 1. Accountability and reporting lines are presented in Diagram 1 below.

Diagram 1: Accountability for the TMDI

Leadership Development Steering Group

TMDIProject Manager &

Administrator

1 2 3 4

NHSu & Modernisation Agency – Leadership Centre

NMDI

NHS OrganisationsAccountability

Structures (including Trent SHA)

TMDI Steering GroupProject Director; NHS Organisation Leads;

8 Programme Participants

Advisory Group: Providers of

Development Programme

Advisory Group: Providers of Work-Based OpportunitiesCohorts


PROJECT MANDATE


4.4 In addition, a communications plan will be devised by the TMDI Team to provide opportunities for two-way communication with the fullest range of stakeholder interest – especially those not represented directly on the Steering Group.

5. DELIVERABLES

5.1 The project will commence in January 2005 and will conclude, with mainstreaming, in

September 2006. The first TMDI programme will run from April 2005 – February 2006. However, delays in the availability of Development Centres will mean slippage in the delivery of the Programme but not in the delivery of the overall Project (Annex C – alternative project timescales).

5.2 Table 1 presents the main deliverables (together with dates) of the project.

Table 1: Major Deliverables and Timeframes Deliverables Duration Start Finish Project Mandate Approved by NMDI

2 weeks Mid December

End December

TOTAL DURATION 18 months

January 2005

July 2006

1. Project Initiation

1 month January February

2. Participants Recruitment (including Induction) 2 months February March

3. Development Plans Available (including Diagnostics and April Development Centre – preferred option in Annex D)

3 months April June

4. Development Needs Met 8 months July March

5. Stakeholder Review Available 1 months April 06 April 06

6. Evaluation Complete 14 months

March 05 June 06

7. Plan for Mainstreaming Available 1 month July 06 July 06

8. Mainstreaming September Ongoing

5.3 Key characteristics of the TMDI will include

a) Cohort Composition

i. A focus on developing a cohort of twenty participants

ii. Each cohort will comprise the full range of managers (organisation, profession): cohorts will also be encouraged to pursue issues that develop cross-sector and/or cross-organisational (including social care) working


PROJECT MANDATE


iii. Aim to reserve five places on each cohort set aside to encourage diversity within the programme and future leadership

b) Sound Initiation - dedicated period to establish strong supporting infrastructure:

i. Clear communication structures established: the TMDI structures and a communications plan to enable strong but appropriate ‘two-way’ links with all relevant parties from launch to conclusion of TMDI

ii. Confirm all responsibilities to the NMDI have been fulfilled especially selection of the preferred Development Centre; mapping of existing local development opportunities; contributions to the national evaluation

iii. Establish the detailed selection programme and evaluation process

c) Robust Recruitment, crucial to the success of the TMDI, with features including:

i. A selection procedure (and selection criteria), the design of which will be consistent with the principles of the TMDI - especially to ensure diversity of participation: professional, organisational as well as traditionally marginalized groups

ii. Effective communication of the launch of TMDI. A ‘dual’ invitation process that both requests nominations from chief executives and includes special measures to assist diversity in application e.g. ‘self-nomination’ and proactive targeting of BME managers

iii. An application process, the style of which generates sufficient evidence on candidates to assist the selection process, minimise attrition rates and secure foundations for NMDI:-

• Participant’s fulfilment of key criteria – including career achievements, aspirations for TMDI and the fit of the initiative within their Continual Professional Development portfolio, personal assessment of needs

• Chief Executive commitment to support (and aspirations for) the candidate through TMDI as well as confirmation of the consistency of the TMDI with organisational objectives and HR policy; commitment to meet travel and accommodation expenses

• Submission, against agreed criteria (which will include assessment against Trent strategic themes), of a proposed strategic, work-based assignment for the duration of the programme – together with potential development opportunities within the organisation for other TMDI participants.

d) Appropriate Programme of development for participants based on the participant’s initial learning contract and subsequent personal development plan resulting from the ‘Development Centre, will

i. be expected to take part in ‘core’ development opportunities

• Four Learning Exchanges in which all eighty participate to share learning and undertake common development experiences e.g. TMDI induction (including preliminary diagnostics to the 360º appraisal against the Trent standard – the Leadership and Qualities Framework) and a post-programme ‘review’ event

• Eight Action Learning Sets, supported by experienced, local facilitators. Each set will comprise a complementary group of six-to-eight participants from the same cohort. These sets will provide the essential reflective forum. The aim: to


PROJECT MANDATE


accelerate personal learning and development as well as providing advisory support through the programme and in taking forward the work-based assignments.

• Strategic, work-based assignments lasting the duration of the programme and identified at the point of application – and to include the Trent themes

ii. select from other ‘bespoke’ opportunities:-

• Any relevant development opportunities available through and negotiated with the National MDI

• Provided through the Trent Improvement Network including arrangements of all large scale events; local, web-based support to the programme including a dedicate or ‘restricted’ area and discussion forums for participants; data-base of local pre-existing development opportunities

• Developed specifically for the requirements of the participant e.g. mentoring; job secondments, swaps, budding or shadowing; distance or individual learning; group development or training

e) Extensive Evaluation

i. Evaluation to span ‘set up’ and ‘recruitment processes’ through to the conclusion and tracking of the programme participants beyond 2006.

ii. Review Phase will lend opportunity for detailed work with all stakeholders in evaluating the Programme and its effect on participants, their organisations, work-based projects and service provision. It is during this phase that the shape of ongoing evaluation methods (e.g. tracking of participants) and timescales will be confirmed.

iii. Regular, staged monitoring and feedback to inform mainstreaming options; to be undertaken by a local academic institute and involve the use of ipsative evaluation techniques

f) Sure Sustainability

i. Plans for all aspects of sustainability to be in place and commence at the outset of the programme: this should include a commitment for ongoing funding (subject to evaluation) from the Trent LSG or other appropriate body

ii. Ongoing development opportunities for all middle-managers – and especially ‘graduates’ of the TMDI and its successor – to be identified through the Trent Leadership Development Strategic Framework

iii. Integration of the TMDI into the Trent Leadership Development Strategy Subject, subject to evaluation, funded through resource realignment resulting from the integration of the Workforce Confederation and the Trent SHA (Due in April 2004).

5.4 The following items are not within the scope of this mandate:-

• Development and Delivery of Competence Framework, Diagnostic Centres, IT infrastructure and data capture; Faculty Procurement; external national evaluation – all responsibilities of the NDMI


PROJECT MANDATE


• Nominations and applications to the TMDI – the responsibility of local NHS organisations and managers (but to be encouraged by SHA marketing of the TMDI).

5.5 The detailed project plan, including key responsibilities, for the delivery of the TMDI is

depicted in Appendix 2. It includes the tasks Trent will undertake in supporting the NMDI – including hosting the Development Centres and building the learning contract.

5.6 Based on this mandate, the outline financial plan is presented in Appendix 3 and estimated

at just over £110,000. 6. RISKS (and their amelioration) 6.1 The following risks have been identified with the delivery of the project (and its components)

together with the means of amelioration. ID Ref

Risk Probability

Impact Counter Contingency

1 Delay in availability of Development Centres from the NMDI (at time of writing to September 2005)

High Medium: Programme Overrun

Book 80 places immediately Close links with Development Centre

Reschedule Plan Renegotiate funding period

2 Lack of participants for the programme due to existing organisational and workload pressures etc.

Medium High: Cohorts not viable

Extend and develop advertising process Actively ‘head hunt’ through existing Steering Group and contacts

Cohorts at 20 people: viability would continue as low as 16 Link with current Talent Management Programme and Proposed Clinical Network Programme

3 Local of applicants due to strenuous process may place on middle managers: resulting in a lack of applications.

Medium Medium: Lack of applications

See Risk 2 above

Evaluation of the TMDI will include an assessment of the effectiveness of the selection process to inform future initiatives.

4 High Attrition Rates from Programme

Low High Strenuous Application and Recruitment Process to include Learning Contract

Cohorts at 20 people: viability would continue as low as 16

5 Low local ownership amongst health organisations leading to lack of appropriate work-based projects

High High: Programme not viable

Identify as part of application process Robust Support to be engendered from LSG and Trent Chief Executives’ Forum

Programme adjusted to personal development with key benefit of healthcare improvements and team-working development options lost.

6 Sustainability of funding threatened by the integration of the Workforce Confederation and Trent SHA

Low High: future programmes not made available

Before application, seek commitment to ongoing funding from LSG [LSG] Early lessons from evaluation to be continually relayed to LSG and into

Integration of learning from national and local evaluation into local leadership strategic framework


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ID Ref

Risk Probability

Impact Counter Contingency

mainstreaming plan 7 Unrealistic, raised

expectations amongst participants regarding future progress

Medium Medium: participants disappointed; reputation of future programmes jeopardised

Manage effectively in communications plan, marketing materials, recruitment and through Learning Exchange (especially induction programme)

Candidates review 360º at the end of programme as part of exit plan: potential of each candidate to reach the required professional standards confirmed with expectations managed accordingly.


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Appendix 1 TERMS OF REFERENCE: TMDI Steering Group and Responsibilities of the TMDI Project Manager

TMDI STEERING GROUP Accountable to: The National MDI, Trent SHA and local health organisations though the Trent Leadership Steering Group. Aim: To ensure the delivery of the Trent MDI and the realisation of the identified benefits within the resources available. Tasks 1. Provide strategic leadership and insight to the project, ensuring that developments are in line

with national and local requirements. 2. Approve the final Mandate and all Plans for the Programme e.g. Communications,

Mainstreaming 3. Authorise budget expenditure and address funding issues. 4. Ensure new structure is effectively in place and fully functional and that effective connections

are made with other associated projects, initiatives, partnerships and stakeholders through the Communications Plan.

5. Oversee the development of the TMDI Team and delivery of its tasks, receive advice and give ongoing direction especially in relation to the development of the four cohorts.

6. Monitor progress through regular interim and final progress reports; where necessary agree remedial actions, resolve difficulties and disputes, provide solutions.

7. Ensure risks to the project are fully identified and managed 8. Confirm the evaluation arrangements for the Programme 9. Authorise the end of the pilot phase. Membership Role Name, Designation Programme Director David Dawson, Director of Organisational and Clinical

Development Cohort Sponsors (& Strategic Advice)

To be appointed

Programme Participants Eight to be appointed (2 from each cohort) Meeting Arrangements • Meetings will be scheduled in line with the delivery of milestones in the Plan. • The Project Manager will provide exception reports, against the Plan, at each Board Meeting –

together with a clear note of any significant implications for the delivery of the Programme. • The Project Manager will attend each meeting. • A copy of the agenda and key action notes of meetings will be produced and circulated, by the

Project Manager to any relevant parties – such as advisors of programme participants for information and relevant onward communication.


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PROJECT MANAGER’S KEY RESPONSIBILITIES Accountable to: The TMDI Steering Group Aim: To deliver the Project Key Tasks 1. Lead the development and continual review of the Project Mandate and other Plan(s) for

approval by the Steering Group. These will include:- • A Communications Plan to ensure effective communication with stakeholders and

appropriate liaison with associated projects and initiatives. • A detailed plan for the integration of the Programme with the Leadership Strategic

Framework and mainstreaming of the Programme (subject to evaluation). 2. Deliver key milestones within the scope of the Mandate in order to realize the benefits.

3. Proactively report significant delays or problems (i.e. that are likely to jeopardize the delivery of the Project and its benefits) to – and work to resolve these with – the Project Director and Team.

4. Continually review, identify and manage the risks associated with the delivery of the Project.

5. Manage the budget.

6. Confirm and set in place an evaluation process.

7. Produce agreed, interim and final progress reports for the Steering Group, alerting them to • The satisfactory completion of each deliverable / stage within the Programme • Significant delays or problems in delivery (that are likely to jeopardize the delivery of the

Programme and its benefits), presenting options and the preferred option for addressing these.

Informal Network

Role Name, Designation Project Manager To be appointed Admin Assistant To be appointed Advisors (to advise and attend meeting as required) Role Designation Providers of Work-based Assignments To be appointed Providers of Development Programme To be appointed Meeting Arrangements

• Coordination and communication between the TMDI Project Manager, advisors and cohorts will be flexible and virtual rather than formal

• Frequency of any formal meetings will be in line with the requirements of the Project Plan. • The Project Manager will be responsible for producing the agenda and summary of each

meeting.


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Appendix 2 DRAFT PROJECT PLAN – To be revised in line with availability of Development Centres (Gantt available in Project Management software version only) Task Duration(days) Start Finish Dependencies Lead (if not Project

Manager) 1 PROJECT INITIATION 20d Mon

03/01/05 Fri 28/01/05

2 Structure Signed on 20d Mon 03/01/05

Fri 28/01/05

3 Steering Group in place 5d Mon 03/01/05

Fri 07/01/05

4 TMDI Team & Advisors in place

20d Mon 03/01/05

Fri 28/01/05

5 Potential Providers Identified 20d Mon 03/01/05

Fri 28/01/05

6 Communication Plan in Place 20d Mon 03/01/05

Fri 28/01/05

7 Programme Preparation Complete

10d Mon 10/01/05

Fri 21/01/05 "22,3"

8 Selection Criteria Confirmed 5d Mon 10/01/05

Fri 14/01/05

9 • participant 5d Mon 10/01/05

Fri 14/01/05

10 • chief executive support 5d Mon 10/01/05

Fri 14/01/05

11 • workbased projects 5d Mon 10/01/05

Fri 14/01/05

12 Diversity plan in place 5d Mon 10/01/05

Fri 14/01/05

13 Dates confirmed: 10d Mon 10/01/05

Fri 21/01/05

14 • Recruitment Dates 10d Mon 10/01/05

Fri 21/01/05

15 • Learning Exchange Dates

10d Mon 10/01/05

Fri 21/01/05

16 • Action Learning Sets Dates

10d Mon 10/01/05

Fri 21/01/05

17 • Evaluation Review Dates 10d Mon 10/01/05

Fri 21/01/05

18

Essential Personnel Booked 10d Mon 10/01/05

Fri 21/01/05

19 Recruitment Materials Signed Off

5d Mon 10/01/05

Fri 14/01/05

20 National Elements in Place 20d Mon 03/01/05

Fri 28/01/05

21 IT Platform in Place 20d Mon 03/01/05

Fri 28/01/05

22 Diagnostic Centre Booked 0d Mon 03/01/05

Mon 03/01/05

23 Development Options Confirmed

20d Mon 03/01/05

Fri 28/01/05

24 National Evaluation Links In Place

20d Mon 03/01/05

Fri 28/01/05

25 National Elements Signed Off 0d Fri 28/01/05 Fri 28/01/05 "21,22,23,24" Steering Group 26 27 PARTICIPANTS

RECRUITED 40d Mon

31/01/05 Fri 25/03/05

"3,99,7"

28 Advertising Campaign 20d Mon 31/01/05

Fri 25/02/05 8

29 Applications Returned 10d Mon 28/02/05

Fri 11/03/05 28 Participants

30 Applications Shortlisted 3d Mon 14/03/05

Wed 16/03/05

29 Steering Group Panel

31 Recruitment Interviews / Event 5d Thu 17/03/05

Wed 23/03/05

30 Steering Group Panel

32 4 Cohorts confirmed (& reserves)

0d Wed 23/03/05

Wed 23/03/05

31

33 Unsuccessful candidates informed

2d Thu 24/03/05

Fri 25/03/05 32


PROJECT MANDATE


Task Duration(days) Start Finish Dependencies Lead (if not Project Manager)

34 35 RESCHEDULE hereonin re

DC DATES Mon

03/01/05 Mon 03/01/05

36 37 DEVELOPMENT PLANS

AVAILABLE 127d Mon

03/01/05 Tue 28/06/05

38 Learning Contract Available (application)

10d Mon 03/01/05

Fri 14/01/05 Participants

39 Diagnostic Phase Complete 59d Mon 04/04/05

Thu 23/06/05

60

40 Self Assessment Complete 59d Mon 04/04/05

Thu 23/06/05

41 Participants Briefed & Registered

10d Mon 04/04/05

Fri 15/04/05 60

42 On line Self-Diagnosis Complete

15d Mon 18/04/05

Fri 06/05/05 41 Participants

43 ? Facilitated Feedback 1d Mon 16/05/05

Mon 16/05/05

42FS+5d Participants

44 Draft PDP Complete 5d Tue 17/05/05

Mon 23/05/05

43 Participants

45 Development Centre (?date) 2d Tue 31/05/05

Wed 01/06/05

"22,44FS+5d"

46 Facilitated Feedback 1d Thu 09/06/05

Thu 09/06/05

45FS+5d Feedback facilitators

47 PDP Complete 5d Fri 10/06/05 Thu 16/06/05

46 Participants

48 Identify Development Options 5d Fri 17/06/05 Thu 23/06/05

47 Participants

49 Feedback to Evaluation 3d Fri 24/06/05 Tue 28/06/05

48 Evaluators/PM

50 51 DEVELOPMENT NEEDS

MET 317d Mon

24/01/05 Tue 11/04/06

7

52 LOCAL FACULTY AVAILABLE

182d Mon 24/01/05

Tue 04/10/05

53 Existing Development Opps Mapped

20d Mon 24/01/05

Fri 18/02/05

54 Gaps Identified 20d Wed 29/06/05

Tue 26/07/05

37

55 National Programme Availability Confirmed

20d Wed 27/07/05

Tue 23/08/05

54

56 Required Programmes Identified

10d Wed 24/08/05

Tue 06/09/05

55

57 Required Programmes Commissioned

20d Wed 07/09/05

Tue 04/10/05

56

58 CORE ELEMENTS DELIVERED

317d Mon 24/01/05

Tue 11/04/06

59 LEARNING EXCHANGES IN PLACE

317d Mon 24/01/05

Tue 11/04/06

60 EXCHANGE 1: Induction 50d Mon 24/01/05

Fri 01/04/05

61 • Facilitator Booked 5d Mon 24/01/05

Fri 28/01/05

62 • Speaker(s) Booked 5d Mon 31/01/05

Fri 04/02/05 61

63 • Venue Booked 5d Mon 31/01/05

Fri 04/02/05 61

64 • Delegate Materials Despatched

5d Thu 24/03/05

Wed 30/03/05

"61,62,32"

65 • Event Held 0d Wed 30/03/05

Wed 30/03/05

"62,63,64"

66 • Delegate Evaluation Complete

2d Thu 31/03/05

Fri 01/04/05 65

67 Exchange 2: Post-Diagnosis 0d Tue 12/07/05

Tue 12/07/05

"37FS+10d,66"

68 Exchange 3: Mid Programme 0d Tue 22/11/05

Tue 22/11/05

"67FS+40d,80"

69 Exchange 4: Celebration & Review

0d Tue 11/04/06

Tue 11/04/06

83FS+25d

70 ACTION LEARNING SETS in 292d Mon Tue 7


PROJECT MANDATE



PLACE 24/01/05 07/03/06 71 • Facilitators Booked 20d Mon

24/01/05 Fri 18/02/05 7

72 • Dates Confirmed 5d Thu 24/03/05

Wed 30/03/05

32

73 • Set 1 Held: Orientation 15d Wed 29/06/05

Tue 19/07/05

"72,37,60FS+10d"

74 • Delegate Materials Despatched

10d Wed 29/06/05

Tue 12/07/05

ALS Facitlitators

75 • Set Held 0d Tue 12/07/05

Tue 12/07/05

74

76 • Evaluation Complete 5d Wed 13/07/05

Tue 19/07/05

75 Evaluators/PM

77 Set 2 Held: Projects 0d Tue 16/08/05

Tue 16/08/05

73FS+20d

78 Set 3 Held: Development 0d Tue 20/09/05

Tue 20/09/05

77FS+25d


Tue 25/10/05

78FS+25d

80 Set 5 Held: Mid Review 0d Tue 22/11/05

Tue 22/11/05

79FS+20d


Tue 27/12/05

"68,80FS+25d"


Tue 31/01/06

81FS+25d

83 Set 8 Held: End Review 0d Tue 07/03/06

Tue 07/03/06

82FS+25d

84 WORKBASED PROJECTS COMPLETE

150d Wed 20/07/05

Tue 14/02/06

73

85 Draft Projects Reviewed (application)

10d Wed 20/07/05

Tue 02/08/05

27 Steering Group

86 Projects Refined (based on needs)

10d Wed 17/08/05

Tue 30/08/05

77 Participants

87 Projects Signed on 0d Tue 30/08/05

Tue 30/08/05

"86,77" Steering Group

88 Project Delivery & Reporting 110d Wed 31/08/05

Tue 31/01/06

87 Organisation & Sets

89 Projects Signed Off 5d Wed 01/02/06

Tue 07/02/06

88 Steering Group

90 Feedback into Evaluation/End Review

5d Wed 08/02/06

Tue 14/02/06

89 Evaluators/PM

91 'BESPOKE' ELEMENTS DELIVERED

105d Wed 05/10/05

Tue 28/02/06

"37,57"

92 [to be confirmed] 100d Wed 05/10/05

Tue 21/02/06

Participants


Tue 21/02/06

Participants


Tue 21/02/06

Participants


Tue 21/02/06

Participants

96 Feedback into Evaluation/End Review

5d Wed 22/02/06

Tue 28/02/06

"92,93,94,95" Evaluators/PM

97 98 MAINSTREAMING PLAN

IN PLACE 383d Mon

03/01/05 Wed 21/06/06

99 Programme Evaluation in place

20d Mon 03/01/05

Fri 28/01/05 PM

100 Brief Compiled & Shortlist Providers

5d Mon 03/01/05

Fri 07/01/05 PM

101 Evaluators Selected 15d Mon 10/01/05

Fri 28/01/05 3 Steering Group Panel

102 Evaluation Undertaken 288d Mon 18/04/05

Wed 24/05/06

103 Evaluation Feedback Point 1 10d Mon 18/04/05

Fri 29/04/05 60FS+10d Evaluators/PM

104 Evaluation Feedback Point 2 10d Wed 27/07/05

Tue 09/08/05

67FS+10d Evaluators/PM

105 Evaluation Feedback Point 3 10d Wed 07/12/05

Tue 20/12/05

68FS+10d Evaluators/PM


PROJECT MANDATE



106 Stakeholder Review Available 76d Wed 25/01/06

Wed 10/05/06

"7,105FS+25d" Evaluators/PM

107 design confirmed 10d Wed 25/01/06

Tue 07/02/06

PM/Evaluators

108 review undertaken 15d Wed 29/03/06

Tue 18/04/06

"107,69FS-10d" Evaluators

109 review information compiled 10d Wed 19/04/06

Tue 02/05/06

108 Evaluators

110 review complete 5d Thu 04/05/06

Wed 10/05/06

109 Evaluators

111 Final Evaluation Complete 10d Thu 11/05/06

Wed 24/05/06

106 Evaluator Providers

112 Mainstreaming Plan Drafted 20d Thu 25/05/06

Wed 21/06/06

111 PM

113 Mainstreaming Plan Agreed 0d Wed 21/06/06

Wed 21/06/06

112 Steering Group


PROJECT MANDATE


Appendix 3 FINANCIAL PLAN

NMDI TMDI Participant's (Host)

Organisation

Item Details

£ 000's £ 000’s £ 000’s TOTAL 0 110.4 0 Project Manager (0.5 WTE) On Costs at 17%; Travel &

Expenses 0 25 0

Administrative Assistant (0.5 WTE)

On Costs at 17%; Travel & Expenses

0 10 0

NMDI Steering Group 0 In kind In kind

NMDI Project Team 0 In kind In kind

National Evaluation 0 0 Local Evaluation to include dissemination of

learning to mainstreaming, NMDI etc

0 10 0

0 0

360º Assessments of 80 participants

0 3.6 0

Feedback Facilitator Support Session (by experienced professional)

Practiv 0 0

Development and Delivery of Diagnostics and Development Centres

Feedback Facilitators x 80 sessions (incl. expenses)

Practiv 0 Estimated at £115 / person for overnight

stay Venue and Delegates x 100 0 10 0 Facilitator's Fees @ £750/event (including travel and expenses) 0 3 0

Development and Delivery of Learning Exchanges (full day) x 4

Speaker's Fees (including travel and expenses) x 8 @ £600 (incl travel and exp) 0 4.8 0 Venue and Delegates x 20 delegates 0 9.6 0

Development and Delivery of Action Learning Sets (0.5 days) x 8 sets x 4 cohorts

Facilitator's Fees @ £450/set (including travel and expenses) 0 14.4 0

Cohort Support Budgets x 4 Development needs 'bespoke' to the cohort @ £5000/cohort 0 20 0

All Participants’ Accommodation and Travel

Diagnostic Development Centres x 2 days £115/person for

overnight stay; Action Learning Sets x 8; Learning Exchange x 4

0 0

NOTES Day Delegate rate costed at £25/head per day; £15 / head per half-day All other costs to be met within existing budgets


PROJECT MANDATE


ANNEX A

BACKGROUND DOCUMENTATION ASSOCIATED WITH THE DEVELOPMENT OF THIS MANDATE

A. “Aiming for World Standards in Health – Implications for Management Development

Discussion Paper for the Top Team”, November 2003, Kate Barnard

B. “Managing for Excellence”, October 2002, Department of Health

C. “Code of Conduct”, October 2002, Department of Health

D. Background rationale, approach, model and current delivery of the NDMI

a. “National Management Development Initiative”, January 2004, Karen Lynas, NHS

Leadership Centre and NHSU

b. ‘Progress Updates 1-6’, NMDI

E. Local documentation

a. Trent SHA Business Plan, 2004/5.

b. Minutes of the LSG, 13/7/04 and 10/12/04


PROJECT MANDATE


ANNEX B Mapping of Management and Leadership Standards relevant to NMDI to

NHS Knowledge and Skills Framework (KSF) and Leadership Qualities Framework (LQF)

Management and Leadership Standards KSF Dimension LQF Dimension

Managing Self and Personal Skills

• Managing own resources and professional development – managing personal resources (knowledge and understanding, skills, experience, time, etc) and professional development in order to achieve work objectives and career and personal goals

• Developing personal networks – developing personal networks to support current and future work, based on principles of reciprocity and confidentiality.

Dimension 2: Personal and People Development – contribute to own personal development (level 1)

Personal qualities: Self awareness – knows own strengths and limitations and understands own emotions and the impact of behaviour on others in diverse situations Self management – able to manage own emotions and be resilient in a range of complex and demanding situations Personal integrity – a strongly held sense of commitment to openness, honesty, inclusiveness and high standards in undertaking the leadership role Self belief – has inner confidence to succeed and can overcome obstacles to achieve the best outcomes for service improvement Drive for improvement – a deep motivation to improve the performance in the health service


PROJECT MANDATE


Providing Direction

• Developing and implementing operational plans for an area of responsibility – planning, monitoring and controlling operational plans that will help to achieve the general goals and aims set out in the business plan

• Mapping the environment in which the organisation operates – having clear and up-to-date picture of the environment in which the organisation operates, and producing information which can be used for planning and operational purposes (includes both external and internal operating environments)

• Developing a strategic business plan for the organisation – focusing on the future and providing a clear vision for where the organisation wants to go and the route it will follow to get there. Developing the vision and producing flexible plans to make the vision a reality

• Putting the strategic business plan into action – transforming plans into action. ‘Selling’ the strategy to staff, agreeing standards for success, monitoring the strategy and making adjustments along the way.

• Providing leadership for an area of responsibility – providing direction to people in a clearly and formally defined area or part of the organisation and motivating and supporting them to achieve the vision and objectives for the area.

• Ensuring compliance with legal, regulatory, ethical and social requirements – acting responsibly in relation to staff, service users and communities; obeying the law in key areas such as health and safety, employment, finance; working within professional regulations and ethical frameworks; taking account of the views of the community on a range of issues where the organisation effects people’s lives

• Developing the culture of the organisation – encouraging values and behaviours consistent with the organisation’s strategy and vision; ensuring that personal behaviour, communications, policies and systems consistently reinforce agreed values

• Managing risk – assess risks associated with aspects of management and leadership (eg health and safety, finance, new ideas in services and working methods, recruitment, projects and planning) and make sure there are suitable measures in place to manage those risks and protect staff, service users and stakeholders

• Promoting equality of opportunity and diversity in an area of responsibility – actively promoting equality of opportunity and diversity. Going beyond compliance with equality legislation and

Dimension 4: Service Improvement – work in partnership with others to develop, take forward and evaluate direction, policies and strategies (level 4) Dimension IK3: Knowledge and Information Resources – access, appraise and apply knowledge and information (level 1) Dimension 1: Communication - develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations (level 4) Dimension 3: Health, safety and security – maintain and develop an environment and culture that improves health, safety and security (level 4) Dimension 5: Quality – develop a culture that improves quality (level 4)

Setting direction: Broad scanning – taking the time to gather information from a wide range of sources Intellectual flexibility – the facility to embrace and cut through ambiguity and complexity and to be open to creativity in leading and developing services Seizing the future – being prepared to take action now to shape and implement a vision for the future development of the service Drive for results – a strong commitment to making service performance improvements and a determination to achieve positive service outcomes for users Political astuteness – showing commitment and ability to understand diverse interest groups and power bases within organizations and the wider community, and the dynamic between them, so as to lead health services more effectively Personal qualities: Drive for improvement – a deep motivation to improve the performance in the health service Delivering the service: Leading change through people – communicating the vision and rationale for change and modernization, and engaging and facilitating others to work collaboratively to achieve real change


PROJECT MANDATE


moving toward a situation where there is awareness of and commitment to the need to ensure equality of opportunity and the benefits of diversity.

Dimension 6: Equality and diversity – develop a culture that promotes equality and values diversity (level 4)


PROJECT MANDATE


Facilitating Change

• Encouraging innovation in an area of responsibility – encouraging and supporting the identification and practical implementation of ideas from people (including yourself) focusing on: new services; improvements to existing services; improvements to existing practices, procedures, systems, ways of working, etc. within the team or the wider organisation or with service users

• Leading change – taking control and providing a lead within the overall organisation or part of the organisation for a specific change or a wider programme of change. Involves selling the vision in terms of what the change is aimed to achieve and supporting people involved in the practicalities of making the vision a reality

• Planning change – developing a strategy to make the change that is needed, taking note of barriers, risks and the need to put appropriate monitoring and communication systems in place

• Implementing change – putting into practice the strategy and associated plans for a specific change or programme of change. Involves putting in place the necessary resources and supporting systems, including monitoring and communications, to turn the ‘vision’ into a practical reality

Dimension 4: Service Improvement – work in partnership with others to develop, take forward and evaluate direction, policies and strategies (level 4) Dimension G2: Development and innovation – develop new and innovative concepts, models, methods, practices, products and equipment (level 4) Dimension 1: Communication - develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations (level 4)

Setting direction: Drive for results– a strong commitment to making service performance improvements and a determination to achieve positive service outcomes for users Intellectual flexibility- the facility to embrace and cut through ambiguity and complexity and to be open to creativity in leading and developing services Delivering the service: Leading change through people - communicating the vision and rationale for change and modernization, and engaging and facilitating others to work collaboratively to achieve real change Personal qualities: Drive for improvement – a deep motivation to improve the performance in the health service

Working with People

• Developing productive working relationships with colleagues and stakeholders –building productive relationships with colleagues and stakeholders who are relevant to achieving the aims of the organisation; communicating effectively with people; identifying and sorting out conflicts of interest and disagreements; exchanging information and resources as appropriate

• Recruiting, selecting and keeping colleagues – ensuring that the most suitable people are employed (directly or indirectly) by the organisation, and that the organisation keeps the people it needs

• Planning the workforce – considering the strategic plans of the organisation to decide whether they should be expanding, maintaining or contracting the workforce. Considering whether there is an appropriate mix of people to achieve the organisation’s aims and whether any problems can be sorted out by recruiting staff, moving staff to other positions, or making staff redundant

• Allocating and monitoring the progress and quality of work in an area of responsibility – ensuring that the work required is effectively planned and fairly allocated to individuals and/or teams. Monitoring the progress and quality of the work of individuals and/or teams to ensure that the required level or standard of

Dimension 1: Communication – develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations (level 4) Dimension 6: Equality and diversity – develop a culture that promotes equality and values diversity (level 4) Dimension G6: People Management – Plan, develop, monitor and review the recruitment, deployment and management of people (level 4)

Delivering the service: Collaborative working – being committed to working and engaging constructively with internal and external stakeholders Effective and strategic influencing – being able and prepared to adopt a number of ways to gain support and influence diverse parties, with the aim of securing health improvements


PROJECT MANDATE


performance is being met, and reviewing and updating plans of work in the light of developments

• Providing learning opportunities for colleagues – using the range of development methods available to help colleagues to improve their performance. Developing a learning culture within the organisation so colleagues can take responsibility for their own learning, and are supported in this by the organisation.

Dimension 5: Quality – develop a culture that improves quality (level 4) Dimension 2: Personal and People Development – develop oneself and others in areas of practice (level 4) Dimension G1: Learning and development – enable people to learn and develop (level 2)

Delivering the service: Empowering others – striving to facilitate others’ contributions and to share leadership, nurturing capability and long-term development of others Holding to account – the strength of resolve to hold others to account for agreed targets and to be held accountable for delivering a high level of service

Using resources

• Managing finance for an area of responsibility – managing money to achieve goals and aims, drawing on the expertise of financial specialists as appropriate

• Obtaining additional finance for the organisation – identifying the need for and obtaining additional finance to fund the organisation’s proposed activities, eg investment in new equipment or proposed changes to services. Identifying sources of additional finance and funding providers appropriate to the particular needs of the organisation, drawing on the expertise of financial specialists as appropriate

• Promoting the use of technology within the organisation – making sure that the organisation gets the technology it needs and uses it in the best way possible. Assessing the use of technology and improving it (this may mean making better use of what is in place or even shifting to a lower-tech solution), drawing on technological specialists as appropriate.

• Ensuring health and safety requirements are met in an area of responsibility– managing the overall health and safety process in an area of responsibility to create a situation where health and safety considerations are firmly embedded in the planning and decision-making processes and the ‘culture’ of an area of

Dimension G4: Financial Management – Plan, implement, monitor and review the acquisition, allocation and management of financial resources (level 4) Dimension G3: Procurement and commissioning – commission and procure products, equipment, services, systems and facilities (level 3) Dimension G7: Capacity and capability - work in partnership with others to develop and sustain capacity and capability (level 4) Dimension IK3: Knowledge and Information Resources – access, appraise and apply knowledge and information (level 1)

Delivering the service: Holding to account– the strength of resolve to hold others to account for agreed targets and to be held accountable for delivering a high level of service Setting direction: Intellectual flexibility - the facility to embrace and cut through ambiguity and complexity and to be open to creativity in leading and developing services


PROJECT MANDATE


responsibility Dimension 3: Health, safety and security – maintain and develop an environment and culture that improves health, safety and security (level 4)

Achieving Results

• Managing projects – basic project management of straightforward project by non-specialised project managers, with each project having a clear start, middle and end point

• Managing a programme of complementary projects – managing a specific programme of different projects which are independent but still depend on each other. Taken together these projects contribute to achieving a bigger strategic aim.

• Managing business processes – managing business processes to make sure the organisation delivers outputs that meet service users’ needs, stakeholders’ needs, and organizational and legal needs

• Developing a customer focused organisation – ensuring that the organisation puts customers first and that the organisation’s vision, values, processes and systems should all be clearly driven by and geared to satisfying customer needs (internal and external)

• Managing the achievement of service user satisfaction – ensuring that process and services delivered achieve service user satisfaction

• Improving organizational performance – overseeing the continuous improvement of the overall performance of the organisation with emphasis on identifying and implementing changes which will add value in the eyes of service users and other key stakeholders

Dimension G5: Services and project management – plan, coordinate and monitor the delivery of services and/or projects (level 4) Dimension G7: Capacity and capability - work in partnership with others to develop and sustain capacity and capability (level 4) Dimension G8: Public relations and marketing – undertake public relations and marketing activities (level 2) Dimension 5: Quality – develop a culture that improves quality (level 4)

Setting direction: Drive for results -a strong commitment to making service performance improvements and a determination to achieve positive service outcomes for users Personal qualities: Drive for improvement - a deep motivation to improve the performance in the health service Personal integrity – a strongly held sense of commitment to openness, honesty, inclusiveness and high standards in undertaking the leadership role


PROJECT MANDATE


Dimension 4: Service Improvement – work in partnership with others to develop, take forward and evaluate direction, policies and strategies (level 4)

1 The Management and Leadership Standards have been used and adapted with permission of the Management Standard Centre, London. Based on the national occupational standards for management and leadership published on www.management-standards.org.uk Oct 2004, and Knowledge and Skills Framework Oct 2004

http://www.management-standards.org.uk/


PROJECT MANDATE


ANNEX C OPTIONS FOR MANAGING DELAYS IN DEVELOPMENT CENTRES

Option A: July Availability of Development Centres

Deliverables Duration Start Finish TOTAL DURATION 19

months January

2005 August

2006 1. Project Initiation

2 months January 2005

February 2005

2. Participants Recruited (including Induction) 3 months March 2005 April 2005

3. Participant Induction 1 month May 2005 May 2005

4. Development Plans Available (including Diagnostics and July 28th-29th Development Centre)

3 months June 2005 August 2005

5. Development Needs Met 7 months September May 2006

6. Stakeholder Review Available 2 months June 2006 July 2006


February 2005

July 2006

8. Plan for Mainstreaming Available 3 months June 2006 August 2006

9. Mainstreaming - September 2006

Ongoing

Key Features: extended period of recruitment and evaluation and specific induction period – releasing more information and marketing to participants (and growth in local development opportunities), more notice of induction.

/ continued


PROJECT MANDATE


ANNEX D (continued) OPTIONS FOR MANAGING DELAYS IN DEVELOPMENT CENTRES

Option B: September Availability of Development Centres Development Dates including September 20/21 or 22/23 or 29/30 September or October 6/7

Deliverables Duration Start Finish TOTAL DURATION 18

months February

2005 August

2006 1. Project Initiation

2 months February 2005

March 2005

2. Participants Recruited (including Induction) 3 months April 2005 June 2005

3. Participant Induction 1 months July 2005 July 2005

4. Development Plans Available (including Diagnostics and September Development Centre)

3 month August 2005 October 2005

5. Development Needs Met 7 months October 2006 June 2006

6. Stakeholder Review Available 2 months July 2006 July 2006


April 2005 Mid-July 2006

8. Plan for Mainstreaming Available 1 months August 2006 August 2006

9. Mainstreaming - September 2006

Ongoing

Key Features: Delayed and Prolonged Project Initiation, Recruitment and Induction Period: releasing further opportunity for improving information and communication of Programme; growth in local development opportunities; more notice of induction Shorter periods for Stakeholder Review, Evaluation and Planning for Mainstreaming – all requiring good advance planning and advertisement/notice of activities and review meetings (as required)


PROJECT MANDATE


ANNEX D NATIONAL MDI: DEVELOPMENT CENTRE – OPTION 2 Objectives

To explore the management activities, some of the key skills and behaviours associated with each activity and what they mean to each individual in their role To give each participant an opportunity to assess themselves and receive feedback on their strengths and development areas, in the context of the management activities framework, using real-life scenarios To give participants the opportunity to make sense of their 360 feedback To help participants begin to form a development plan based on their strengths and development needs What happens on the event On Day 1 participants will begin to explore, through forum theatre, what the activities mean; what they look, sound and feel like. This will then be continued in small groups of four, working with a facilitator and a roleplayer. They will focus on three of the activities and each person will get the opportunity to develop a real-life scenario which they can work on with the rest of the group and the roleplayer in order to practise and develop key skills and behaviours associated with that activity. They will also spend time on Day 1 looking at their strengths and motivation using the SDI Inventory. This helps people understand better how they behave when things are going well and also what happens when under stress. It is a way of helping people to understand and explore how their attitudes, values and beliefs affect the way they work, how they relate to others, and the management skills and behaviours they are seeking to develop. On Day 2 they will explore the other three activities in small groups, they will have a one-to-one session with a facilitator, helping them to make sense of the feedback they have received from the Development Centre and from their 360 feedback. They will spend some time looking at Learning Styles and they will also have the opportunity to work in more depth with the role players in a flexible session where the agenda will be set by the participants’ needs. This might include working on impact and influence, practising some more real-life difficult scenarios. This session also allows time for reflection, either individually or in a pair. The basis for the whole event is that it is a learner-led event. The programme will be structured to allow each individual to explore the areas that are most important to them. Pre-work For this event to be successful, participants must have completed the NMDI self-assessment and some form of 360 feedback. The programme is designed for people who are self-motivated when it comes to development and who already have a clear idea of their strengths and areas for development.

Documents

TRENT MANAGEMENT DEVELOPMENT INITIATIVE PROJECT …TRENT Management Development Initiative [TMDI] Purpose This Project Mandate begins to translate the vision of the National Management