West Midlands Leadership Academy · Paula Clark Chair of the Leadership Transformation Board,CEO, University Hospitals of North Midlands NHS Trust ... year and the pace and high standard

West Midlands Leadership Academy Annual Review 2018/19

3 Foreword: Paula Clark

4 Foreword: Suzanne Harris

5 Introduction

6 Governance Model

8 Leadership Transformation Board Members 2018/19

9 Outputs from the Big Leadership Conversations 2017/18

10 Spotlight on Programmes

20 Events and participation

23 Look Forward 2019/20

Contents

Welcome to West Midlands Leadership Academy’s Annual Review for 2018/19. As ever I am delighted to share with you some of the excellent work that has been achieved by the team and their NHS colleagues over the last year.

As an ambassador for leadership for the West Midlands I am incredibly proud of the work that we have initiated and achieved through the West Midlands Leadership Transformation Board. I hope my fellow board members will agree with me that the Board is a dynamic, proactive and action focused forum that understands local needs in the West Midlands and endeavors to act upon them.

I hope that during my time as Chair I have been able to orchestrate and facilitate work that has seen the West Midlands Leadership Academy remain at the forefront of leadership development. I have been enormously proud of what the Academy has achieved in recent years.

We will see significant changes in the leadership landscape over the coming year with the transfer of the NHS Leadership Academy to The People’s Directorate and changes in regional footprints to match those of other Arm’s Length Bodies. I am confident this is a change that will be met with confidence and openness by our Local Academy in the West Midlands with the benefit to our front-line staff and our patients at the forefront of the team’s ethos and thinking.

The last twelve months has seen me continue to champion leadership and have a seat on the Regional Midlands and East Local Education Transformation Board (LETB) where I am able to represent leadership which supports and enables the sharing of good leadership practices.

The country’s first Regional Talent Board where we have joined forces with strategic partners to realise our ambition to develop a pipeline of world class leaders for the NHS continues to go from strength to strength as a trailblazer for this vital work.

The team has continued to lead on engaging with local System Transformation Plans (STPs) with the implementation of the Organisational Development (OD) Tool and I am delighted to see this is being adopted on a regional level in the East Midlands and East of England. This is a testament to the innovative nature of the tool and its effectiveness in our region. It is so encouraging to see the West Midlands leading the way in this.

The West Midlands Leadership Academy has

shown its flexibility and innovative approach in

its numerous bespoke interventions.

The team has been a great support to our organisations facing leadership challenges and engagement centered around the specific needs of any given organisation is the only way we can approach the development of leadership capability across our local organisations.

I have enjoyed immensely my time as Chair of the West Midlands Leadership Transformation Board, and it is not without a heavy heart that I step down form the post for 2019/20. However, I know that I am leaving the Board in extremely capable hands and that the team will continue to go from strength to strength over the next year.

Paula ClarkChair of the Leadership Transformation Board,CEO, University Hospitals of North Midlands NHS Trust

Foreword:

3West Midlands Leadership Academy Annual Review 2018/19

FOREWORDS & INTRODUCTION

GOVERNANCE MODEL

EVENTS AND PARTICIPATION

LOOK FORWARD 2019/20WM LTB OUTPUTS

SPOTLIGHT ON PROGRAMMES

I am delighted to share with you our annual review. It has been another very busy and productive year and I hope you enjoy this insight into our achievements.

I have received great feedback from colleagues and stakeholders across our region. My understanding is that what we do as your Local Leadership Academy adds true value to you as individuals and to your organisations. I value all feedback from our colleagues across the West Midlands and encourage you all to contact me any time you wish. We know that it is strong engagement and communication that helps us understand what to provide for you and this remains vitally important to how we shape our offers of support to you.

We have received recognition this year, winning the ‘Shining Light National Advisor’ at the Asian Fire Service Awards ceremony and in being shortlisted at the HSJ Awards for our Forward Thinking Leaders programme which is all about developing inclusive and compassionate leaders and communities to deliver an NHS for tomorrow and beyond. This is an apt thought as we head into a new year with new possibilities. It was a real honour for us to be recognised in this way and is great testament to our work.

We have now closed our annual Big Leadership Conversations. I hope this approach has enabled us to really get into the detail of your specific needs and understand your ideas through the accelerated design process. We plan to take the outputs further as we shape and co-design development opportunities with our stakeholders through our local networks.

I am very proud of our accomplishments this

year and the pace and high standard of work

we continue to maintain is incredible.

I am very proud of our accomplishments this year and the pace and high standard of work we continue to maintain is incredible. I hope you enjoy reading through the report and continue to support and engage with us through the work we do.

Suzanne HarrisDirector of Leadership & OD West Midlands Leadership Academy

Foreword:



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• We launched the ‘Leadership Edge’ journal which shares best practice in Leadership across the West Midlands

• Our successful Triumvirate leadership programme model has been scaled up and adopted by other local Academies who are now delivering the programme in their regions

Since April 2018 we have also supported:

• 283 people to undertake their Healthcare Leadership Model 360s

• 464 people to complete a Healthcare Leadership Model self-assessment

At West Midlands Leadership Academy we strive for greatness and are always searching for new and innovative ways to encourage participation from our stakeholders.

Due to the pace of work it can be easy to overlook our great achievements, so here we pause and reflect on some of the team key achievements for 2018/19.

• We have undertaken three Sustainability and Transformation Partnership (STP) Organisational Development (OD) model interventions and worked with 2 further STPs. By undertaking 360 approaches to leadership behaviours and skills within STP boards, we’re supporting them to formulate OD strategies and plans. As a result of our successful outcomes, two STP OD Model interventions have also been rolled out in the East of England

• We have supported over 100 clinical leaders across Midlands and East by providing leadership development and reflection. Through this work we have identified key themes that will inform and enrich our work in 2019/20

• We initially devised and led on the pre-registration healthcare curricula guidelines which were nationally launched in November 2018 by Health Education England

• The West Midlands Women’s Network was launched this year and is now in place to meet regularly moving forward to help create a happier, healthier workforce and to shape an NHS leadership that is truly diverse and inclusive at every level

• We were nominated for a HSJ Award for our work on the ‘Forward Thinking Leaders: Developing inclusive

compassionate leaders and communities to deliver an NHS for tomorrow’ programme. This was a fantastic achievement and we would like to thank everyone involved for their support

• Sue Harris won the ‘Shining Light National Advisor 2018’ award at the 2018 Asian Fire Service Association Awards. This type of recognition shows how valuable Sue’s contributions to the wider community are

• A total of 57 DiSC Psychometric Tools have been undertaken with colleagues across the West Midlands

Introduction



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We are extremely grateful for the support we receive from our stakeholders who are passionate about leadership development.

People engage with us on a variety of ways as highlighted in figure 1 below which demonstrates the flow of information and meetings which help to inform, shape and hold us to account for the delivery of leadership investment and activity locally.

This year the team have been aligned to a Local Workforce Action Board (LWAB) and have been able to support them with their leadership priorities.

Governance model

Health Education England

(HEE)

LWAB Shropshire

LWAB Staffordshire

LWAB Hereford and

Worcestershire

LWAB Coventry and

Warwick

LWAB Black

Country

LWAB Birmingham and Solihull

National Leadership Academy

(NLA)

Leadership Transformation

Theme Board

Local Leadership Delivery Group (LLDG) across six patches in

West Midlands wider area

Figure 1



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The Board strives to create greater momentum and pace of change and to:

• Be Bigger, Bolder, Braver

• Increase leadership capability and development in the West Midlands

• Secure return on investment

• The WM LTB has the following key principles:

» Citizens and patients at the centre of our work

» A focus on in place leadership

» A “no wrong door” policy – enquiries resourced and most appropriate expertise and experience allocated

» Target resources to align with the strategic framework

» Signpost as appropriate

» Learning will be captured and shared

» Services developed will become sustainable

» An emphasis on transformation and improvement

» Encouraging the integration of health and care

Chaired by Paula Clark (Chief Executive University Hospitals North Midlands NHS Trust) the function of the LTB is to advise and support the West Midlands Leadership Academy (WMLA) for delivery of its business plan in line with expected outcomes to deliver the national leadership strategy and Health Education England (HEE) mandate.

WMLA is managed formally by the NHS National Leadership Academy (NLA) as part of HEE and falls under the remit of HEE’s policy and development directorate.

• The role of LTB is to serve as a West Midlands wide body with wide ranging stakeholder membership. The steering group actively engages representatives of all relevant organisations across the West Midlands, through its defined governance arrangements and wider stakeholders including commissioners, NHS providers of health and care, higher education providers, service users and other appropriate bodies.

In 2018/19 The West Midlands Leadership Transformation Board (LTB) has…

• The LTB is responsible for collaboration to ensure leadership workforce priorities are identified, opportunities for transformation are maximised and programmes of work are scaled and spread across the system.

• The Board maintains broad membership representation from Provider Trusts, Clinical Commissioning Groups (CCGs), Local Authority, Sustainable Transformation Plans (STPs), Local Workforce Action Boards (LWABs), Primary Care, Medical, Clinical, Mental Health, Allied Heath Professionals (AHPs), Higher Education Institutes (HEIs), Human Resources (HR), Social Care, Patients and Citizens.



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NAME, TITLE REPRESENTING ORG

Paula Clark (Chair), Chief Executive Chair University Hospitals North Staffordshire NHS Trust

Sue Harris, Director West Midlands Leadership Academy Health Education England

Lynda Austin, Deputy Director West Midlands Leadership Academy Health Education England

Lucille Legiewicz, Business Transformation Programme Manager West Midlands Leadership Academy Health Education England

Dawn Simmonds, Business Manager & LTB Secretariat West Midlands Leadership Academy Health Education England

Louise Nickell, Head of Education Black Country LWAB Leadership Lead Royal Wolverhampton NHS Trust

Alice McGee, Head of HR and OD Black Country STP SRO for Leadership Sandwell CCG

Karen Martin, Chief Workforce and Information Officer Coventry & Warwickshire STP SRO for Leadership University Hospitals Coventry & Warwickshire NHS Trust

Tracey Wrench, Director of Nursing & Quality Coventry & Warwickshire LWAB Leadership Lead Coventry & Warwickshire Partnership NHS Trust

Lucy Noon, Workforce and Leadership Lead Hereford & Worcester STP SRO for Leadership Redditch & Bromsgrove CCG, Wyre Forest CCG

Jan Ditheridge, Chief Executive Shropshire, Telford & Wrekin STP SRO for Leadership Shropshire Community Health NHS Trust

Sonia Orr, Head of Organisational Development and Leadership Shropshire, Telford & Wrekin LWAB Shropshire Community Health NHS Trust

Caroline Donovan, Chief Executive Staffordshire STP SRO for Leadership University Hospitals of North Midlands NHS Trust

Helen Lancaster, Director of Nursing Nursing Lead South Warwickshire NHS Foundation Trust

Sharon Arkle HEI Lead Faculty of Education, Health and Wellbeing, University of Wolverhampton

Yvonne Thomas, Principal Lecturer and Academic Lead for Allied Health Professions Allied Health Professionals University of Worcester

Katharine King, Associate Post Graduate Dean Primary Care HEE West Midlands

Steve Stanier, Organisational Development, Transformation and Human Resources CCG Dudley CCG

Siten Roy, Orthopaedic Consultant & Theatres Director Medical Sandwell and West Birmingham Hospitals NHS Trust

Pam Bradbury, Chair Patients and the public Health Watch Dudley

Helen Wilcox, Director OR Judith Salmon Social Care Woodford Homecare, Representing Black Country Partnership

Chris Murphy Medical West Midlands Postgraduate School for Psychiatry

Renny Wodynska Skills for Care Rep Head of Area (East & West Midlands)

Clenton Farquharson Voluntary Sector Community Navigation Services

Patricia Daley L & D Manager, B’ham Local Authority Rep. Birmingham Local Authority

Julie Southcombe Citizen representative

Leadership Transformation Board Members 2018/19The members of the West Midlands Leadership Transformation Board are made up from a wide variety of NHS and Care professions across the region. We are grateful for their contribution, experience, expertise, passion and commitment to the leadership agenda.



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Outputs from the Big Leadership Conversations 2017/18

Our annual Big Leadership Conversations enables us to actively engage and listen to the needs and requirements of our stakeholders. They also provide an excellent opportunity to explore new ideas and to co-design future leadership activities.

Thank you to everyone who participated in our engagement events. The outputs of the Big Leadership Conversation 2017/18 helped us to form our business plan for 2018/19.

Overall there were 19 high level ‘Big Ideas’ where stakeholders were asked to identify 3 priority areas to take forward. You voted on the ideas you would most like to see progressed. All 19 are listed and the top three are shown in 1-3:

Patient involvement:

use it or lose it

The conversation

never ends

The norm is coaching

conversations

Clarity on issue to attract 3%: empowering

leadership

Create an enabling environment

and self- belief

One budget: system reset

Building community

capacity to enable citizens to become

ambassadors

Developing social capital: by inclusively

including, engaging and

valuing all

1

2

3

Culture is our individual responsibility:

cultural leadership at a system

level

Diversity of thought: recognise & value different

types of thinkers - broaden ‘in

groups’

Be self-aware, question personal motivations first:

conversations with self and others on

ceeding power

How do we have the space to develop

and do everything else with compassion &

authenticity

Leadership skills flip valuing vulnerability &

courage: how do address the risks

of macro leadership

Create shared development of

core skills for people across public service

Ask specifically

for positive stories and feedback:

Staff and citizens

Motivation is as individual

as the individual: creating motivation

& engagement

Creating a space where everyone can

inclusively develop & co design for improve

culture: pooled knowledge ideas/

stories

What are the challenges out

NHS leaders are faced with: leaders will always

be faced with challenges, but a good leader will build resilience within

themselves and staff

We need to

lever the space for interconnected

organisations to bring old and new power

together: a compelling story to bring them

together



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Whilst we offer a wide range of development opportunities, we would like to update you on some areas of work that has really evolved over the last 12 months over pages 10 and 19.

For further information regarding our featured programmes please get in touch via email [email protected] or by phone 0121 695 2368.

Leadership e-Learning Zone

Our blended approach to leadership development opportunities has really progressed this year. We appreciate not all staff can access face to face sessions, and the Leadership Learning Zone offers a variety of e-learning modules including:

• Coaching skills

• Influencing stakeholders

• Talent management

• Time Management

• Stress management

• Introduction to Leadership

• Understanding yourself

• Managing people

• Managing through change

• Inclusion and unconscious bias

• Generational learning

• Interview Skills – has just been tested and will be live soon

You can access the eLearning site here: http://leadershipnhs.uk

See page 32 for a schedule of modules to be developed.

Spotlight on Programmes



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Integrated Care

The integrated care programme is

• A Programme for senior leaders within health and social care and will be offered on a ‘neighbourhood’ footprint

• Co-designed and co-delivered by citizens

• Skills for care and NHS staff to explore effective working across sectors and supporting participants to experience system behaviours, ways of working and support them to develop a cross service/sector improvement project.

• The programme is delivered over 3 days and incorporates coaching and shadowing opportunities

• A pilot programme run last year resulted in a number of improvement projects. The evaluation suggested that the cross sector relationships that were the result of the programme was a step change to true integrated working in the Black Country and Birmingham STP areas.

Clinical Leadership

The West Midlands Leadership Academy was asked to assess and support the development of clinicians across Midlands and East

• A series of interviews were undertaken to understand the leadership challenges that affect clinicians who operate within a ‘Deanery’ / School environment (corporate role) as well as in a clinical / trainee supervisor role. Interviews were undertaken with nursing, AHP and medical staff.

• Responses were themed against the following areas:

» Behaviours and relationships

» Shared purpose and vision

» Leadership development

» Risk, innovation and shared learning

» Performance management and governance

» Individual’s leadership development, personal development plan and appraisals

Rich data was collected and findings presented to Clinical Leadership Teams with recommendations for future development agreed.




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Triumvirate

• The Triumvirate concept is unique in that it brings together three different kinds of health professionals e.g. Medical, Clinical and Managerial to develop as leaders both individually, and as a ‘tri-leader’ team. As a team of change agents to practically apply their leadership, improvement science and organisational development learning to transform their organisational culture through a sustainable change project.

• It develops them in a ‘train the trainer’ approach, encouraging them to take back their learning and inclusively develop their wider team to pass on the skills and learning.

• Train the trainer approach undertaken in Yorkshire and Humber and East Midlands

• Costs for delivery are minimal as our NHS staff associates from West Midlands Trusts, design and deliver the programme so we own the intellectual property and have a cadre of staff who can deliver

• We have accreditation from Royal College of General Practitioners and in the process of gaining Royal College of Nursing accreditation

Primary Care Homes Project

Working with the National Association of Primary Care Homes to bring together a range of health and social care professionals to work together to:

• Raise awareness of Primary Care Homes and align to emerging Primary Care Networks

• Learn from national and international best practice examples

• Inspiring and energising local action across the West Midlands

• Build a faculty membership and representation in the West Midlands




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Forward Thinking LeadershipDeveloping inclusive leaders and communities today to deliver an NHS for tomorrow

Work has been underway to embed the inclusive framework within organisations across the West Midlands which has required local organisational sign off with their boards to the approach and support with implementation plans. This creates a sustainable and integrated approach for inclusive system leadership

The Forward Thinking Leadership Framework was recently a finalist at the 2018 HSJ Awards. It features as a case study within the following publication “Building an Inclusive Organization Leveraging the Power of a Diverse Workforce” by Stephen Frost, Raafi-Karim Alidina published February 2019.

The great work we do across the West Midlands and beyond to support and develop diversity and inclusive practices could not be achieved without working with our partners and colleagues who share our passion. The Black History Month conference with RCN West Midlands was a huge success and it was inspirational to hear the lived experience of those present. There is always much to do to ensure diversity and inclusion are at the heart of all we do at West Midlands Leadership Academy and we were proud to see a member of our team Lucille Legiewicz awarded for her outstanding contribution for inclusion. Lucille’s energy and commitment for this agenda has vastly exceeded the original vision and expectations and it is heartening to see many citizens, staff and organisations benefiting from the Forward Thinking Leadership: Developing inclusive leaders and communities today to deliver an NHS for tomorrow framework.

The benefits of our partnership working have evolved into wider relationships with different sectors with the Police and Fire Service who are interested in adopting our inclusion work and working across systems in collaboration to solve health and social care challenges in local communities, which is being supported through our bespoke leadership development. We have received recognition with “A Shining Light” Award for the work we do with our excellent cross sector organisations and promoting and enabling inclusive practices to flourish.

We have strengthened inclusive partnership working with local organisations and partners such as MERIT Vanguard, Royal College of Nursing West Midlands and NHS Employers to maximise our resources and create a greater impact.

The team have aligned internally within Health Education England (HEE) through the Midlands and East AHEAD group. During inclusion week 2018/19 blogs and masterclasses were offered to stakeholders covering 5 key themes:

1. Values

2. Inclusion and Unconscious Bias

3. Coaching

4. Maximising Potential

5. Improvement.

Annual board engagement sessions are held entitled ‘Going Beyond the Conversations’ to ensure the work underway around inclusion is supported, adopted and sustained at board level and beyond. Cohorts of the inclusion programme ‘Forward Thinking Leaders’ have been oversubscribed. They are well established and a sustainable feature within our business plan and prospectus.



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Citizens Leadership Academy

Here in our local Academy we strive to work with our citizens/patients to achieve true co-production.

The Citizen Leadership Academy was formed to create a sustainable culture of improvement, engagement, inclusion and innovation working with our local population through Citizen/patients leaders equipped with the skills, capabilities, confidence, competence and capacity to make a difference to the NHS system and its partners. We have worked with our citizens/patient design team to shape the Citizen Leadership Academy Framework, which is continually evolving and is widely supported by NHS Improvement and NHS England.

We are creating an academy of people who work with the joint purpose of building and supporting the NHS, from the perspective of the citizen/patient, to function better with systems/structures, to be a listening NHS, to tell the story of individuals and share lived experience.

As a result of undertaking training, development and sharing lived experience there will be a cadre of people equipped with the skills, confidence and capabilities to operate within systems from the perspective of the citizen/patient as ambassadors for West Midlands Leadership Academy, who can facilitate, influence and deliver leadership development interventions in partnership with us, growing our associate model and truly holding the citizen/patient and the heart of all we do.



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Mary Seacole Local

• Mary Seacole Local has been devised to enable organisations and STPs to deliver a high-quality nationally developed programme on a local basis therefore increasing the number of staff who can access the development with associated reduced costings.

• The programme is focused on first time leader development and some organisations are now using this model rather than their internal own leadership programmes.

• The vision for the WM is to have a Mary Seacole Hub in STP footprints. The Hub will consist of up to 8 trained Mary Seacole facilitators who will deliver cohorts of the programme to meet local demand each year within the STP area.

• We will work with organisations to ensure alignment to talent management strategies and plans both within organisations and across STPs.

Regional HEE SMT Development

• We have ongoing engagement with HEE Midlands & East Senior Management Team (SMT) with a series of development sessions held over 2017 and 2018.

• We have worked with the senior team who have undertaken diagnostic tools to ascertain their working dynamics, to:

» Build on trust based vulnerability and dealing with the right issues

» Clarity of purpose - where we can have the biggest impact

» Explore attitudes to change and conflict and hold effective dialogue

Individual care support with local trusts across the West Midlands

A number of bespoke interventions are underway with Trusts in the West Midlands including:

• Walsall Healthcare NHS Trust

• Dudley Group NHS Trust

• Sandwell & West Birmingham NHS Trust

• Black Country Partnership NHS Trust

These interventions are with organisations who may be experiencing issues in areas of Leadership development. All interventions are based on local/organisational intelligence and detailed diagnostic work undertaken by us to provide a bespoke programme of work that benefits the organization, the individuals and ultimately the patients receiving care at these organisations.




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STP OD Model: A Snapshot

Over the last two years we have been working in collaboration with our STPs to co-design an approach that supports their board and OD function. We have successfully delivered this tool in the following STP areas:

• Coventry and Warwickshire

• Hereford and Worcester

• Staffordshire

We are in the process of implementing in:

• Black Country

• Shropshire

• Birmingham and Solihull

As part of best practice, we have been collaborating with East Midland & East of England Leadership Academies who have adopted the tool which is now in use in:

East of England Leadership Academy

• Bedford, Luton and Milton Keynes

• Norfolk and Waveney

East Midland Leadership Academy

• Derbyshire

• Nottinghamshire

Twitter:@suzyh54 @HEWMleadership #MIDSSTPLETSDOIT Email:[email protected] Tel:0121 695 2368

Purpose:

This model has been developed in collaboration with NHS Health Education West Midlands to assess ‘system-wide working’ using an organisation

development approach. This includes consideration of desired behaviours and competencies for STP delivery.

Core Domains:

We have developed the model around five core domains:

1. Shared purpose and engagement

2. Behaviours and relationships

3. Leadership and consistency

4. Innovation and evolution

5. Performance and objectives

A triangulated approach:

• Deployment of 360 Survey Tool amongst STP Leadership/Board;

• Interviews with STP Leadership teams;

• Interviews with key stakeholders across the system;

• Key meeting observations; and

• A review of key STP documentation and/or inputs

Outcomes:

• An enabler for difficult, cross-system conversations;

• Feedback through STP-wide workshops and discussion sessions;

• Individual feedback, development and bespoke coaching; and

• The provision of a tool that can be tailored and used throughout the development of the STP as a leadership/collaboration health-check



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Common themes emerging from STP OD Model findingsFollowing the emerging themes we will work with our STPs to build upon the recommendations with a plan of action.

• STPs have leant towards pushing delivery rather than pushing relationships

• People still not in system mode

• A lack of trust

• Need for greater levels of openness to live STP values and behaviors

• People need time and space to connect outside of formal meetings

• Need more clarity on the vision

• STP feels separate and does not fit into the wider system

• Instances of engagement but a need for greater consistency

• Varying views on the purpose of the STP

• Communication causing a disconnect between STP board and the wider system

• Need to re-engage as programme moves on

• Need for more adult conversations

• Not at a stage where challenge is brought in, how do we develop?

• Personalities are the reason why conversations have not happened

• Challenge and debate need a high level of trust

• Governance: oversight is clear

• Capacity to deliver hinders progress

• STP can be perceived as an add on



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National Apprenticeship Programme

Mandate: Work with the Leadership Academy to encourage up-take of the Leadership and Management apprentice standards in the NHS and report to the Workforce Steering Group on the most effective delivery model for these apprenticeships across the NHS.

• Strategic Partnerships established with existing apprenticeship providers, awarding organisations and EPAs

• Workstreams developed for the national steering group linking in with key strategic partners and stakeholders

• Apprenticising of National Leadership Academy (NLA) national programmes including Elizabeth Garret Anderson (EGA), Graduate Management Trainee Scheme (GMTS), Mary Seacole, Rosalind Franklin

• Development of a future proofed sustainably plan for Leadership and Management delivery in NHS organisations

National Endorsement Project

Mandate: Implement an endorsement framework, hooked on a digital platform, that supports organisations and individuals to select high quality and good value leadership development and support interventions.

• Creation of Minimum Viable Product Digital Platform completed for end of 17/18

• Transfer of Digital Platform to NHS Leadership Academy site underway

• Self assesmenmt of all Arms Length Bodies (ALBs) Leadership & Improvement interventions underway

• Project Oversight Group, Workstream Groups (Digital, Self-Assesment, Comms) and internal Ops Group estalished

• Recruitment of Project Management Office (PMO) and Digital Teams complete for 19/20

• Development of internal and external communications delivery plan for stakeholder testing June 2019

• Development of internal and external Communications delivery plan for the official launch November 2019

National Organisational Development Network

Mandate (as part of Systems Leadership): Provide system leadership, coaching and mentoring, and organisational development support and interventions to enable teams, organisations and systems of health and care to collaborate to realise the ambitions of the Five-Year Forward View. Highlights and current status:

• OD strategic narrative & OD activity plan in place which clearly articulates ambition, delivery and impact

• OD development activity identified, designed, delivered & evaluated - numbers and impact which raises capability of internal OD/HR/ Workforce leads and Leaders in leading and enabling organisational change and transformation.

• OD strategy and OD activity plan agreed by collaborative of 10 local leadership academies. Collaborative OD workstreams agreed and signed off

• In collaboration with NHS Improvement (NHSI) the design of an operating model to build an OD support offer which could be used by trusts in all four categories of the Single Oversight Framework (SOF) to support them to develop and deliver their leadership strategies based on the culture and leadership programme developed by NHS Improvement and The King’s Fund.

• We will have identified the methodology with NHSI to evaluate the joint NHSI / NHS NLA OD intervention for categorised challenged Trusts.

• In conjunction with NHSI we will start to test the OD support and build on work so far to design the OD support offer in Q1 for potential roll out throughout 2018/19 and beyond.

National Programmes led by West MidlandsWe have led on national programmes that have been mandated as outlined below.



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Regional Talent Board (RTB)

Connecting health organisations to system Talent Management (TM) work and the RTB

The regional talent board model has been outlined within Developing People - Improving Care framework as a way of enabling strategic oversight of talent management and senior succession for geographical NHS regions. The Midlands & East Talent Board was set up in 2017 as a pilot to lead the way in achieving this ambition.

• HR Directors (HRD) chairs and colleagues have been engaged in shaping this work from the 3 HRD networks across Midland & East (M&E), in conjunction with the Regional Talent Board (RTB) operational working-group who have also explored how best to progress this in light of a constantly changing system.

• Local Workforce Action Boards (LWAB) have been identified as a potential vehicle to take forward the local TM agenda, extending their focus on healthcare workforce development into talent pipelines and enabling all their local organisations to develop a common talent management approach.

The next steps:

The HRD subgroup of the RTB is working with leadership academy leads to develop a common presentation and engagement approach to take to all LWABs across the M&E region. This will act as an awareness and engagement piece enabling understanding of the ask of LWABS and the connection to the RTB by:

• Bringing workforce leaders across M&E up to speed with the Aspire Together vision.

• Exploring roles and responsibilities for TM within the system (individual, organisation, local system and national system functions/bodies).

• Co-designing an approach to connecting all healthcare organisations to the system in a flexible and systematic way.

• The 17 LWABs will be engaged over the remainder of the financial year and the outcomes compiled into a progress report for the RTB at the beginning of next financial year



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Networks

Emerging Leaders Network

The emerging leaders network is for anyone with a passion for leadership development, who may feel they have not had access to leadership development opportunities and can offer a vast array of different generational experiences to help shape leadership priorities across the West Midlands for the future. The network provides a great opportunity to gain exposure to new people, nurture leaders across the health and care system and establish a more diverse and inclusive approach to talent.

Aligned to our emerging leaders network is the work we do with local universities with interns we are now in our successful second year. People may seem to think of emerging leaders as being part of a younger generation, but we want to challenge this belief by asking people to engage with this network if leadership is new to your role. This can be at any point of your life/career as a NHS doctor, GP, healthcare assistant, allied health professional and administrator etc.

Inclusion Network

This is a diverse network of stakeholders who share a collective understanding of diversity and inclusion and the benefits a diverse workforce brings, equally recognising the cost of exclusion on health, wellbeing, trust, accountability organisational performance and mortality. The network includes citizens whom are involved in co-production of inclusive leadership development interventions, sharing lived experience and diversity of thought.

The network hosted an inclusive leadership accelerated design workshop this year where the focus was on identifying our regional inclusion priorities for the short, medium and long term. The outcomes of the day will help shape our local business plan. We are incredibly grateful to our partner RCN West Midlands and Wendy Irwin, diversity and equalities coordinator from the RCN for delivering our development section on Civility and Intersectionality.



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Women’s Network

This network aims to create a happier, healthier workforce and to shape NHS leadership that is truly diverse and inclusive at every level. Led by women, for women, and with men the West Midlands Women’s Leadership Network’s ambition is to drive an innovative and transformative approach to gender equality that demands real and lasting change. In order to be gender balanced, NHS boards in England need another 500 women to sit on boards across trusts, Clinical Commissioning Groups and arm’s length bodies. The Kings Fund blog ‘The gender pay gap: what now? has a variety of podcasts and other resources that examine glass ceilings and the pay gap in medicine as well as wider across the NHS workforce https://www.kingsfund.org.uk/blog/2018/06/gender-pay-gap-what-now

Research shows that diversity can make a big difference for patient outcomes. It also leads to a happier, healthier and more productive workforce. Bringing diverse voices to the forefront of decision making is crucial in the delivery of innovation and sustainable transformation. The NHS has one of the most diverse workforces in the world, with 77% women and 16% from BAME backgrounds…yet the closer you get to the top the smaller the levels of diversity. We all need to think differently about diversity!

Promoting a diverse and inclusive leadership is crucial both for the development of a strong NHS workforce as well as for those concerned with equality more generally. While many female leaders are breaking through into top positions, they remain the exception rather than the rule. We are supporting

Networks

this network to enable us to explore and dismantle hidden barriers and to promote and advocate for a more inclusive NHS.

The network’s inaugural meeting in 2018 facilitated by Helen Bevan (NHS Horizons) was a resounding success with a series of engaging events scheduled for 2019.

Coaching Network

Through our coaching network we have developed our local coaching and mentoring strategy aligned to the national work underway. A diverse range of stakeholders attend the network, all of whom share a passion for making a difference to our health and care system through a coaching and mentoring approach.

Research tells us that by encouraging a coaching culture to thrive, staff feel empowered, motivated, engaged and experience increased personal wellbeing. This in turn can positively impact organisational performance through a focus on enhancement of skills, behaviours and attitudes linked to high quality care to our population.

Coaching and mentoring therefore have a key role within our local health and social care economy. Coaching principles and compassionate, open and honest relationships are the bedrock of behaviours from which our staff will develop their confidence to deal with increasingly complex issues and integrated cross sector working patterns. We therefore need to continually build capacity and capability in these skills and thread it through all that we do.

This vision is achieved by encouraging everyday coaching conversations to occur and at the same time increasing capacity and capability for people to access more formal coaching and mentoring interventions. This will encourage inclusive and compassionate leadership to flourish at all levels of the health and care system



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West Midlands Impact Number of interventions and events April 18 – March 19

• 5 Associates CPD and network meetings

• 6 Big Leadership Conversation engagement events

• 2 Citizens conferences

• 4 Citizens network meetings

• 4 Citizens leadership workshops

• 2 Cohorts of Coaching for managers programmes

• 6 Coaching network meetings

• 17 Resilience workshops & programmes

• 3 Emerging Leaders network meetings

• 15 Engagement sessions and network meetings with our GMTS

• 4 Inclusion Network meetings

• 2 Inclusion engagement events

• 4 Introduction to Coaching workshops

• 900+ eNews subscribers

• 2 Mary Seacole local mobilization days

• 13 Inclusion workshops as part of National Inclusion Week 2018

Over the past year we have engaged with the system to develop and deliver the following leadership initiatives and a total of 117 interventions.

• 6 OD and Talent Management network meetings and CPD

• OD Consultancy Skills programme

• Making team more transformative workshop

• NHS Employers I &D partners programme

• ILM 5 Coaching and Mentoring programme

• HCLM 360 CPD event

• Clean language workshop

• Pre-Reg Leadership launch

• 2 Service improvement network meetings

• 2 Triumvirate programmes

• Talent management practitioner programme

• Values facilitator training

• 3 Forward Thinking Leadership programmes

• 2 womens network meetings

• Performing Perfectly programme

• OD Toolkit conference

• Modality Partnership programme

• Catalysts tools conference

Charities

Local Authorities

Leadership Associates

Chief Executive Officers

West Midlands Police

Public Health

Interns

Agents of Change

MERIT Vanguard

Graduates

NHS England

Modality Partnership

NHS Employers

Care Homes

Fire Services

Universities

Royal College of Nursing West Midlands

Organisation Development Colleagues

NHS Improvement

Clinical Commissioning Groups



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Look Forward 2019/20

25 Welcome and introductions

29 Outputs from the Big Leadership Conversation 2018/19

Contents

We are seeing some changes and shifts in the leadership landscape for the year ahead on a local, regional and national level.

As you may know the NHS Leadership Academy is being transferred from Health Education England to NHS Improvement The People’s Directorate on 1st April 2019. This of course brings new challenges but also new opportunities. I would second the views of our national Managing Director Stephen Hart in that this transfer and the alignment of the Academy to the new NHS regional structure will put us in the most influential position to continue to serve the patients, leaders, organisations and systems of health and care.

As the transfer and associated change in regional footprints gathers momentum, we are working closely with our colleagues at the East Midlands Leadership Academy to explore our offer to you all on a regional basis.

Suzanne HarrisWelcome and introductions

We are going through a period of transition, but

this will not stop my team and we continue to

support by responding to these challenges.

Our local networks for Talent Management, OD, Inclusion, Primary Care, Citizens, Emerging Leaders and Women’s Networks have gone from strength to strength over the last twelve months and I encourage colleagues across the West Midlands to explore being a part of these dynamic, engaging networks if they are not already.

Director of Leadership & OD West Midlands Leadership Academy



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We are pleased to announce Jagtar Singh OBE as the Leadership Transformation Chair for 2019/20.

Jagtar has been a staunch ally and supporter of us for a number of years now as a key stakeholder and collaborator. In particular Jagtar’s passion and enthusiasm for progressing the Inclusion agenda in the West Midlands has seen us undertake some truly exciting and forward thinking work in our region.

Jagtar’s commitment to ensuring the best in

leadership development for the West Midlands

will serve us well as we move forward and

negotiate a period of change and new challenges.

Jagtar was appointed Trust Chair of Coventry and Warwickshire Partnership NHS Trust in September 2014 and has 40 years’ strategic leadership experience in senior public service and national roles. Jagtar will bring a wealth of expertise to the Leadership Transformation Board, including

Introducing… Jagtar Singh OBEWelcome and introductions

30 years in the Fire and Rescue Service and 12 years in Non-Executive roles in the NHS having worked as a NED in the Ambulance Service and Luton and Dunstable University Hospital NHS Foundation Trust.

Jagtar was Acting Chief Fire Officer in Bedford and Luton Fire and Rescue Service and rose from Fire Fighter to Divisional Commander in the West Midlands Service. In 2003 Jagtar received both the Public Servant of the Year Award at the Asian Achievement Awards and was awarded an OBE for his work on equality and diversity in the Fire Service. In the NHS Jagtar has been recognised for his work on equalities and inclusion and he has received awards from national bodies including the Health Service Journal (HSJ) and national Asian Achievement Awards in 2016 for most influential NHS leader. Jagtar has also served as a Trustee for the Healing Foundation, Employment Opportunities for Disabled People, Bedford Race Equality Council, and is currently Chair of Bedfordshire Police Audit Committee and a Non-Executive Director for the Architects Registration Board.

Please join us in welcoming Jagtar to the West Midlands Leadership Transformation Board.



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Local Workforce Action Boards (LWABs) Leadership & OD Development Local Workforce Action Boards were developed to bring together health and care organisations and key stakeholders to address workforce issues, to plan for the future and to support the delivery of national and STP workforce priorities. As the team are aligned to each LWAB a bespoke STP / Leadership development offer has been developed which is evolving across the West Midlands commencing with Birmingham and Solihull LWAB. Please get in touch to find out more.

To support the development of a high performing LWABs the following interventions are proposed:

Intervention Outputs Timescales

Chair Development

1. LWAB Chair and Co-Chair Development Forum sessions to facilitate networking and to deliver the development opportunities identified above. Guest speakers and external facilitators will support this forum.

2. Induction Programme – will be developed in conjunction with existing chairs and will be accessible through a variety of mediums including portal/website, meetings with key STP/LWAB staff etc.

3. LWAB board observation and feedback session to cover

• Governance

• Assurance

• Dialogue

• Accountability

1. Twelve-month Programme developed for Chairs Forum and ‘sense-checked’ and agreed by Midlands & East Chairs

2. A formal approach outlined, and e learning module developed

3. A report developed with recommendations and feedback session to each LWAB following intervention.

1. Forum meetings aligned to LWAB meetings from early 2019

2. Onboarding package to include eLearning, access to strategic reports, meetings with key stakeholders

3. January 2019 two board observation sessions per LWAB to be planned from January 2019

LWAB Team Development

Develop a series of interventions that will cover the following:

• Building Resilience

• Systems thinking

• Building effective relationships and networking

• Implementing innovation and improvement

• Building trust

• Sharing good practice

A programme will be developed to be delivered over the following year.

Series of interventions will be delivered to all LWAB members from February 2019



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• Recruiting, developing and effectively deploying outstanding leaders is a responsibility we all share and for over 60 years our NHS Graduate Management Training Scheme (GMTS) has supported this work. The future of the NHS relies on high quality leadership at every level of our organisations and systems.

• From September 2019, GMTS will expand to provide 500 trainees starting every year the biggest expansion undertaken in the history of the NHS scheme. Our West Midlands target is approximately 52 for 2019-2020: over double the previous years.

• From September 2019, the NHS GMTS will migrate to a co-funding model where costs are shared between the NHS Leadership Academy and hosting organisations.

• The cost of having a NHS GMTS trainee in a host NHS organisation from September 2019 will be about £12,000 per annum. The total contribution required for each trainee’s full training period will therefore be £24,000. This compares with the £75,000 costs for the same two year period that will continue to be met through national funds.

• Importantly, in order to help manage these new costs the National Leadership Academy (NLA) are working towards enabling host organisations to use their Apprenticeship Levy to cover their portion of the costs. The NLA’s National Apprenticeship Programme work stream will be working in partnership with the nationally selected accreditation providers to devise each of the graduate trainee roles matched to the required apprenticeship competency

standards. This will be delivered in 2 phases, with the GMTS General Management and HR role apprenticeship standards developed by September 2019. The remaining roles will follow this by 2020.

• The NLA is also investing on a national Wellbeing Service for Graduates.

• Between January to April 2019, we will be implementing our bespoke and more deep dive GMTS Expansion Engagement Plan: conducting 1-1 meetings with as many of our NHS organisations (existing accredited and non-accredited) as possible. Currently, we have 28 meetings set up to outline the new model, gain reassurance, scope linking the GMTS to their workforce strategies, troubleshooting any challenges that may arise, feeding back their comments back to the NLA, gaining approximate numbers of trainees being requested and essentially gaining increased NHS organisation’s formal commitments to the scheme.

• As part of our engagement plan, we are also conducting 3 sub-regional Roadshows in February and March, as well as a series of webinars to ensure that we have offered a diverse range of communication channels.

• Roadshows will present the new national model and our proactive, collaborative regional engagement approach. We will also hear from some of our inspiring existing graduates, as well as those who are on our regional graduate alumni. There will be opportunities for organisations to network, share ideas together and participate in enabling us to co-produce our localised model to ensure that we establish an ‘employer led approach’ – a key driver within our engagement strategy.

GMTS Expansion Programme

• As part of the nationally increased investment we will be supported by a new Regional Graduate Trainee Manager; providing direct support, wellbeing and advocacy across Midlands & East. We will be also gaining increased operational resourcing in a full time Graduate Expansion Project Lead, Coordinator and administrator.

• The assessment and recruitment of graduates will remain the same, as will the timelines for us to assure NHS organisations for placement matched to their formal Expressions of Interest (EOI) in April.

• The current enhanced approach that we have adopted has been favourably received by our NHS organisations.

As part of the mandate the Graduate Management Trainee Scheme (GMTS) is expanding here is an overview for you.



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Outputs from the Big Leadership Conversation 2018/19 In time honored tradition the team have actively engaged with our stakeholders across the West Midlands by hosting BIG Leadership Conversations within our geographical areas aligned to our STP areas – thank you to all our stakeholders whom have engaged and supported these events.

We have also taken into consideration key influential national publications/policies such as: Developing People; Improving Care, NHS Long Term Plan, Kerr, GP partnership Review, Topol Review and Kark Review whilst engaging with stakeholders regarding their leadership challenges and opportunities together we have identified 8 overarching themes.

We want to express our sincerest thanks to you for engaging with us through our webinars and Big Leadership Conversations and to the ongoing conversations being held through our networks. It has been great to see the energy, passion and commitment to the leadership agenda.

Themes from BIG Leadership Conversations…

Behaviours and Culture

• System working in collaboration (behaviours, skills, definitions)

• Accountability – prepare people to be accountable

• Compassion and kindness

• Authentic, inclusive leadership, role models

• Culture to challenge without fear

• Culture where change is at the forefront of the leadership agenda

• Difficult and honest conversations

• Connected from the board to the ward

• Move away from blame

• See failure as opportunities

• Understand what fear is – myths, permission, experiences etc

• Embed NHSi Culture tool

1. Behaviours and culture

7. System

leadership

8. Thought

Leadership

4. Talent management

2. Wellbeing

5. Engagement

3. Prevention

6. Inclusion



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Outputs from the Big Leadership Conversation 2018/19

Prevention

• Work with challenged trusts

• Emerging leaders equipped with leadership skills

• Conistency across the system – inbuilt leadership skills

• Coaching and mentoring at the heart of the system

• Work closely with public health

Talent Management

• Talent Management – inclusive, equitable and not just at the top

• Future leaders – grow, nurture etc.

• Generational differences

• Leadership from the bottom up – not just execs – develop vertically

• Use Electronic Staff Record (ESR) consistently across the system

• Link community to talent board

• Make use of stretch opportunities

• Transferrable skills

• Transformational leadership

• Rotantional and intersector opportunities

• Collaborative leaders

• Influencing/negotiating skills

• Everyone trained with talent and successions planning skills – All NHS to adopt and wider system

• Link to well-led outcomes

• Clinical leadership inc. primary care

Engagement

• Enabling communication across the system (language)

• Alumni – 2 way linked to development and return on investment, plus connectivity to others to create a cadre of inclusive and compassionate leaders and champions/advocates

• Managing messages

• How staff are spoken to

• How patients are responded to

• Engage with 3rd sector

• Healthwatch

• How does language make us feel? – link to inclusion

Wellbeing

• Resilience

• human factors

• Stress management

• Imposter syndrome

• Self-care focus – it starts with you

• Support for staff to care for patients

• Talk about people and not bands

• Be kind to yourself

• How to encourage support



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Outputs from the Big Leadership Conversation 2018/19

Inclusion

• Approaches and accessibility to learning and development through modes of delivery e.g. webinars and e-learning

• Lived experiences

• A diverse workforce to lead on cultural change

• Citizens voices – true co-production

• Hierarchy- leading without bands

• Inclusion ambassadors

• Hardwire inclusion into the system

• Diversity and inclusion who is missing out?

• Engage 3rd sector

• Co-production working with citizens – avoid tokenism – balanced with managing expectations

System Leadership

• Programme to enable collaboration specifically across boundaries

• Risk taking

• Prepare systems for Integrated Care Systems (ICS)

• Talent passport

• Prepare systems/processes to support direction of travel e.g. joint coaching and mentoring databases etc.

• Look at whole system talent and respect differences

• Join up learning and development budgets

• Simplify systems and processes

• Use of shared governance models

Thought Leadership

• Research and evaluation – cross sector learning

• Kark review – support for senior leaders

• Influence national policies

• Cutting edge of leadership innovation and development

Next Steps

• Feedback to all who have participated in the BIG LC

• Take to our networks discuss areas to take forward and shape collaboratively new areas of focus

• Agree how these areas align to our business plan

• Identify funding to support initiatives moving forward

• Develop activity plans to understand detail activity



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E-Learning New offers in 2018/19

Our current e-Learning modules are available on page 10. The modules below are new to be developed.

• System leadership

• Resilience

• Improvement

• Kindness

• How to complete talent and succession plans – aligned to Talent management

• Appreciative Inquiry

• How to run action learning sets

• How to give feedback/how to avoid giving 3rd party feedback – aligned to coaching

• Values

• Personal development for Interim Directors

You can access our existing e-Learning modules here

Please look out for our new leadership interventions coming soon and check our our full leadership prospectus here

• Kindness workshops

• Compassion Circles

• 1 day mentoring programme

• Developing Leaders programme

• Big Leadership Conversations

• Emotional Resilience workshops



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http://www.leadershipnhs.uk

https://healtheducationengland-my.sharepoint.com/:f:/g/personal/sumiya_khanam_hee_nhs_uk/En-rSqe20FJDnHP3ZbinIRIBqCuQG3-NpK-Fft4TSIgdeg?e=45cCcB

Contact us

[email protected]

0121 695 2368

@HEWMLeadership

Documents

West Midlands Leadership Academy · Paula Clark Chair of the Leadership Transformation Board,CEO, University Hospitals of North Midlands NHS Trust ... year and the pace and high standard