NHS Education for Scotland Board Paper Summary · NHS Education for Scotland . Board Paper Summary...

1

NES NES/14/93 Item 8c (Enclosure) December 2014 NHS Education for Scotland Board Paper Summary 1. Title of Paper Leadership Matters: The shape of leadership and management development at a national level Please note that Appendix B of the paper is attached as a separate document for ease of viewing. The paper refers to also refers to the Guide to NLU programmes, activities and resources. This detailed document will be available for Board members to see. 2. Author(s) of Paper Caroline Lamb and Hazel Mackenzie 3. Purpose of Paper To update the Board and support discussion around the shape of leadership and management development at a national level. 4. Key Issues Leadership and management development is of key strategic importance to the NHS and wider public services in delivering transformational change and improvement. Leadership and management is one of five priorities of the 2020 Workforce Vision - Everyone Matters. Within NES leadership and management supports Theme 2, Improved Quality, of our Strategic Framework. In addition it is one of the nine key outcomes for NES for 2014-19. In the NES engagement with stakeholders, leadership and management emerged as one of the six key priorities for our stakeholders. NES has a track record in providing high quality national leadership and management development interventions which support Boards and other cross service partners to enable positive change, values and behaviours. Over time the nature of NES’s contribution has necessarily shifted to respond to changing needs of our stakeholders and to reflect best practice in leadership and management development. This paper outlines:

• Key indicators around prioritising of national contributions • The shift in focus and ways of working in developing and delivering national leadership

development and in the nature of engagement with key stakeholders • A snapshot of the current NLU contribution to this important strategic theme

5. Educational Implications Leadership Matters sets out 7 principles for leadership and management development based on best practice. These principles have direct relevance to NES both in considering how we support the Boards and in how the principles are reflected in how we design, develop, deliver and evaluate the impact of our interventions.

https://ecms.nes.scot.nhs.uk/share/page/site/nes-corp-hub/document-details?nodeRef=workspace://SpacesStore/aa977d35-3cac-4f24-93af-0aa440375046

2

6. Financial Implications The current operational planning process for 2015/16 takes account of the known work of the NLU, however there may be financial implications if the priorities shift or if the demand of the NLU exceeds current resourcing levels. 7. Which of the 9 Strategic Outcome(s) does this align to? This paper supports all 9 strategic outcomes and most closely supports outcome 4- Leadership and management development that enables positive change, values and behaviour 8. Impact on the Quality Ambitions There is compelling evidence1 that the quality and kind of leadership and management we have affect the quality of care that patients and service users experience. Effective leadership and management have a crucial influence on:

- How our organisations perform - How our staff feel about their work, - How services are improved; - How services are developed and integrated; and, - How services are delivered

This work impacts on the delivery of all the Quality Ambitions. 9. Key Risks and Proposals to Mitigate the Risks The key risks relate to resources for the work as follows:

- Insufficient resources human or financial within NLU to sustain work - Managing rising expectations internally and externally

Proposal to mitigate risks include support internally and externally to re- prioritise the work, clarity of communications around support available and reviewing portfolios within NLU 10. Equality and Diversity This is not a new work stream for NES and we have sought guidance from Kristi Long in the development of our work. The emphasis on more distributed models of leadership has been supported as has support for widening access to interventions and work relating to gender i.e. Women on Boards.

11. Communications Plan

A Communications Plan has been produced and a copy sent to the Head of Communications for information and retention:

Yes No A Communications Plan format template is available in the ‘Meetings’ and

‘Communications’ sections of the NES Intranet.

1 For example: the Report of the Mid Staffordshire Public Inquiry; the Keogh Review; the recent Berwick Review into Patient Safety; and, the research undertaken by Professor Michael West into the links between effective people management practices and patient care / morbidity levels.

x

3

12. Recommendation(s) for Decision The Board are invited to note and comment on the enclosed papers NES Dec 2014 HMack

Leadership Matters: The shape of leadership and management development at national level

Prepared by the National Leadership Unit (NLU) December 2014

Leadership Matters: the shape of leadership and management development at national level

NLU paper for NES Board December 2014

Contents 1. Introduction

2. Indicators for prioritising national contributions 3. Shifts in focus, ways of working and nature of engagement 4. Snapshot of current national leadership and management development

contributions:

4.1 Design, develop and deliver leadership and management programmes 4.2 Work with partners to support policy development and implementation 4.3 Enable and support collaborative cross service working 4.4 Provide national ‘resources’ to support partners 4.5 Act as a conduit to share best practice 4.6 Offer support to individuals, teams and systems

5. Concluding comments Appendices:

A: Budget and utilisation B: Overview of programmes, activities and resources C: NLU stakeholder map

1

1

2

3

5 5 6 7 7 8

9

10 14 15


1 NLU paper for NES Board December 2014

1. Introduction

Leadership and management development is of key strategic importance to the NHS and wider public services in delivering transformational change and improvement. Leadership and management is one of five priorities of the 2020 Workforce Vision - Everyone Matters.

Within NES, leadership and management supports Theme 2, Improved Quality, of our Strategic Framework. In addition it is one of the nine key outcomes for NES for 2014-19.

In the NES engagement with stakeholders, leadership and management emerged as one of the six key priorities for our stakeholders.

NES has a track record in providing high quality national leadership and management development interventions which support Boards and other cross service partners to enable positive change, values and behaviours. Over time the nature of NES’s contribution has necessarily shifted to respond to changing needs of our stakeholders and to reflect best practice in leadership and management development.

The purpose of this brief paper is to update the Board and support discussion around the shape of leadership and management development at a national level. The paper outlines: • Key indicators around the prioritisation of national contributions

• The shift in focus and ways of working in developing and delivering national leadership development and in the nature of engagement with key stakeholders

• A snapshot of the current national leadership and management contribution. An analysis of current budget and staff resources and a diagram outlining all of the current programmes, activities and resources are provided in Appendices A and B, respectively. A "Guide to NLU Programmes, Activities and Resources" (hereafter referred to as "the Guide") has been prepared to support awareness of the national provision. The guide will be available at the Board meeting for members to see. It will also be available shortly on the NES website 2. Indicators for prioritising national contributions The strategic imperative is to support and develop leaders and managers so that they are enabled to deliver effective leadership for change, as highlighted within the Everyone Matters Implementation Plan (2015-16). To this end, five priority actions have been identified, through discussions led by Scottish Government, as follows:

1. Cross sector working

2. Adopting values-driven approaches

3. Making space for honest dialogue to improve performance, sustain good performance and tackle poor performance

4. Strengthening management at all levels but with a particular focus on middle management, talent management and succession planning



5. Leading teams and engaging people A number of guiding principles have been developed, drawing on key messages from our stakeholders as well as our knowledge of leading edge practice around leadership development. These principles (outlined below) guide how we develop our leaders and leadership across the system as well as how we re-prioritise or re-shape our national contributions.

• Leadership and management is valued and seen as important to the organisation in delivering improved outcomes.

• The development of leadership and management happens within a culture which has people at its heart and which supports continuous quality improvement, learning, innovation, and working well together across and between organisations. The development is relevant to how people work and the context in which people work.

• The scope is wide-ranging, reflecting the diversity of leadership and management roles and the changes in our context, e.g. health & social care, shifting the balance of care.

• Development needs to be distributed across all levels of leaders and managers and to be relevant to all those who are involved in leadership and management, both clinical and non-clinical.

• We are clear about the purpose of leadership and management development, the responsibilities for making it happen, and for tracking its impact, i.e. on service outcomes.

• The vital contribution of management to the effective delivery of high quality services is recognised and people in management roles have the skills and capabilities required to fulfil these roles.

• We use a blended and flexible approach to leadership and management development and from the outset measure impact through a formative approach to evaluating progress (i.e. “are we getting it right?”) rather than summative evaluation ( “did we get it right?”).

3. Shifts in focus, ways of working and nature of engagement

Over the past five years or so, both at national and local levels, there have been significant shifts in the focus and format of how we develop leaders and leadership across NHS Scotland and these are resonant with the strategic intention behind the five priority areas. In particular: • A shift away from solely developing individual leaders and towards the development of

leadership across a system and fostering the right climate

• Focusing on how we sustain development and utilise more fully the capacity we are building

• Development in the live context, e.g. action learning in CHCP’s, supporting delivery of QI projects, organisational exchanges, paired learning

• Working with intact teams around live work-based issues to support their effectiveness

• Working collaboratively and testing new approaches, such as dialogue, "Art of Participatory Leadership", brief strengths-based interventions, wrapping development around the work of an intact team or group on live 'adaptive' (or complex) work-based issues



• Building new relationships with new partners - realising the potential of what we can do together

• Broadening leadership and management development to encompass frameworks, suites of resources and networks (rather than just courses or programmes), i.e. connecting people through on-line communities of practice, mentoring, and action learning

• Using interventions which support ways of ‘being’ and not just knowing and doing

• Building resilience and the ability of leaders to cope with ambiguity and build trust with partners

Our focus in the National Leadership Unit (NLU) has been shifting from predominantly programme-based towards supporting intact teams and responding to local needs. This shift in our focus has enabled us to be more flexible, responsive and creative in our approaches to leadership development. However it brings with it a challenge in terms of managing our capacity and focusing our efforts consistently. We engage and work with multiple internal and external stakeholders. Internally across NES, we work collaboratively with other colleagues with responsibility for developing leadership and management in their particular professional area, providing support and ensuring that all approaches are aligned with national strategy. We develop and nurture key relationships with each of the Health Boards, connecting primarily through the national Organisational Development (OD) Leads' Network. Through this network of connections, we play a key role in supporting the best use of national and local resources around leadership and management development. Externally, there is an increasingly cross-public service focus which challenges us to think more creatively and collaboratively in all of our work. The changing shape and focus of our work is captured in the six broad categories outlined in section 4.

4. Snapshot of current national leadership and management development contributions

There is a range of national leadership and management development contributions which are scoped, designed, delivered and/or commissioned by members of the NLU within NES. Increasingly, the NLU also contributes to programmes and development activities co-ordinated by others: across NES, e.g. the Medical and Nursing, Midwifery & AHP Directorates; across other Health Boards; and, between partners across the Scottish public services, i.e. through Public Services Collaborative Learning (PSCL). (For ease of reference, all of the contributions are shown in a diagrammatic overview in Appendix B). For the purpose of providing a snapshot of the current national leadership and management development contributions, we have summarised the work of the National Leadership Unit under six broad areas outlined below.



The National Leadership Unit (NLU) in NES works collaboratively with a wide range of stakeholders to support Health Boards and wider public services to build leadership and management capability and capacity for the delivery of public services transformation – including the 2020 Vision

1. Design, develop and deliver leadership and management programmes

3. Enable and support collaborative cross-service working

2. Work with partners to support policy development and implementation

4. Provide national resources to support partners

5. Act as a conduit to share best practice between individuals, organisations, sectors and countries

6. Offer support to individuals, teams and systems



4.1 Design, develop and deliver leadership and management programmes There are six national programmes currently managed from the NLU, provided for different target leadership audiences across NHS Scotland. These are summarised below. The decision to provide a national programme is based on one or a combination of the following factors:

• The programme will address an issue of high strategic importance • The programme will address a gap that Boards are unable to meet • There is a clear benefit in bringing a national cohort together for shared learning • There is an economic or significant practical benefit to delivering nationally

• MTS / FTS • Delivering the Future • Raising your Game • Playing to your Strengths • Leading for the Future • Dialogue practice programmes

The Guide provides further detail on each of the programmes.

4.2 Work with partners to support policy development and implementation The NLU contributes to the implementation of "Everyone Matters" through providing expert input and national support to the Capability and Leadership work-stream, in particular, as well as other related work-streams such as Culture & Values. "Leadership Matters", as a supporting resource to "Everyone Matters", provides a set of principles which underpin the development of leadership at both a national and local level. The NLU plays a key role in developing and promoting "Leadership Matters", working in collaboration with colleagues in Scottish Government, the Health Boards and with partners across public services. The NLU also plays a role in supporting the implementation of national policy by contributing expertise and advice around the leadership and leadership development implications of particular policies. For example: the Person Centred Care collaborative; the Early Years Collaborative; and the Adverse Events Group. Effective leadership and management are recognised as critical to public service reform. Key legislation, not least the Children and Young People (Scotland) Act (2014) and the Public Bodies (Joint Working) (Scotland) Act 2014 reinforce the need for a more collaborative leadership approach to address increasingly complex challenges. The Early Year Collaborative is effective at bringing together leaders at all levels and from all sectors to put people – children and their families, partners as well as our staff - at the heart of everything we do. There is already an extensive infrastructure of leadership education and development in NES, alignment of which is assured through NES Leadership and Management Board. NES Board members will discuss leadership strategy and activity more fully under Agenda Item 8.b, Children and Young People. A flavour of the practical, tangible leadership activity which supports early years includes:





• Leadership Consultancy - equipping leaders in a Total Neighbourhood area with the techniques to have difficult conversations about the model of support around particular families. The intention is for leaders at all levels to embrace dedicated worker approach (leadership challenges around different perspectives of risk, safety and professional accountability)

• Developing collaborative leadership capabilities – through a number of individual and team based interventions available through Public Services Collaborative Learning (e.g. cross sector coaching, personal resilience building, leadership exchanges) and the National Leadership Unit programmes (e.g. Playing to Your Strengths, Raising Your Game, Leading for the Future)

For key areas of policy and service change, such as Health and Care integration, the NLU is contributing both expert input around leadership and development approaches as well as providing support to the scoping and design of leadership development resources and activities. For example, a joint proposal between RCGP, SSSC and NES, to support Health and Social Care Integration has been submitted to the Government for consideration.

• Route map to the 2020 Vision and Workforce Vision • Quality Strategy • Health and care workforce integration project group • SSSC/RCGP/NES project • Adverse Events Group

4.3 Enable and support collaborative cross service working The NLU is one of the partners in Public Services Collaborative Learning (PSCL), contributing to developing collaborative approaches on behalf of colleagues across the Health Boards. ‘Doing things once for Scotland’ has been a key consideration of the Scottish leaders Forum. Leaders excelling in their field are not enough to transform whole systems. We need to be thinking not only about how we develop leadership and management development capability and capacity across health, but also how we develop this with partners across our public services. We need to create a community of learning to enable leaders to think and work well together. The sheer diversity of knowledge, skills, attributes and collective wisdom will shape opportunities leading to innovation and the delivery of public services transformation.

The challenge of working collaboratively at strategic level cannot be underestimated. Each partner is influenced by different cultures and drivers. This translates to the different approaches taken to leadership and management development.

Public Service Collaborative Learning (PSCL) is a work stream of the Scottish Leaders Forum, Workforce Development Group and together with the other work streams (Skilled Workers, Skilled Citizens, and Employee Engagement) is leading increased collaboration and join up on workforce development across public service organisations.

The ambition of PSCL is for us to work together more cohesively to deliver national objectives (wealthier and fairer, smarter, healthier, safer and stronger and greener) in the spirit of the Christie Commission. The primary aim of PSCL is to underpin transformational change by



developing a robust mechanism to deliver collaborative, cross-public service leadership development, with access for staff at all levels from across public service organisations.

PSCL membership is composed of a range of public service bodies: Education Scotland; Scottish Prison Service; Improvement Service; Scottish Social Services Council; Police Scotland; Skills Development Scotland; NHS Education for Scotland; Scottish Funding Council; Scottish Fire and Rescue Service; Scottish Government; Association of Chief Officers of Scottish Voluntary Organisations; Scottish Council for Voluntary Organisations.

• Public Services Collaborative Learning • Leadership Exchange Programme • OD Capacity building • Scottish Coaching Collaborative • Dialogue Community of Practice • Pioneer Programme

Further details on each of the key work-streams are provided in the Guide.

4.4 Provide national resources to support partners The NLU currently supports development resources across three broad categories: development networks, frameworks and supporting resources and services. This is summarised below.

• Development networks - OD Leads; LQN, MDN • Frameworks and supporting resources – leadership

framework and 360; middle managers development framework

• Services – leadership and management portal; mentoring service; executive coaching service

4.5 Act as a conduit to share best practice between individuals, organisations, sectors and countries The NLU acts as a conduit at local, national and international level around leadership thinking, practice and development:

• Across different Directorates within NES - through the NES Leadership and Management Programme Board

• Across particular professional groups within NHS Scotland - for example, the "Finance Training Support Unit" (FTSU)

• Across the Health Boards - through the OD leads' Network and related "communities of practice"

• Across the teams with national responsibility for leadership development in each of the four UK countries - through "Four Countries' leadership" meetings





Increasingly, NLU Leadership Consultants are making connections across the health and care system, enabling colleagues to enhance and develop local approaches to leadership development, e.g. through supporting small "tests of change", connecting up initiatives in different organisations and supporting the evaluation of impact.

Lastly, there is an increasing focus on staying connected with the alumni of national development programmes and encouraging the development of networks and/or "communities of practice" in order to build leadership capacity and sustain leadership capability across the system, e.g. making connections between alumni of national leadership development programmes and the Scottish Patient Safety Programme (SPSP) Fellows.

• Leadership and Management Board within NES • Across professional groups • Across Health Boards • Cross sector work • Four Countries meetings • Undertaking small test of change and evaluating impact • Collaboration with Denmark

Please see the NLU stakeholder map in Appendix C for more details.

4.6 Offer support to individuals, teams and systems As noted above (in Section 3), the work of the NLU is becoming increasingly focussed on supporting intact teams. There is a broad range of support, ranging from 'light touch' support to scoping a particular approach (i.e. bringing in particular capability) through to more in-depth development support to some of the smaller Health Boards (i.e. supplementing local capacity). An example of such work is the support delivered to NHS Borders. At the request of the Chair, the Head of Leadership worked closely with internal and external consultants to deliver a development programme for the Board. The programme included:

• Undertaking a 360 degree assessment of Board performance from the perspective of a variety of stakeholders

• Exploring the results of the assessment with Board members • Briefing about Engaging Leadership research • Developing an action plan

The work has operated as a pilot, with the intention of sharing the learning through the NHS Event and the NHS Board, CEO and Chairs groups.

• Support for newly appointed CEO’s and Chairs including

360 review, coaching service, CPD support • Work with intact teams i.e. PTYS • Support to finance community (FTS) • Work with Boards • Support for smaller Boards





Further illustrations of on-going work-streams are provided in the Guide. 5. Concluding comments As captured in the guiding principles (in Section 2), the development of leadership and management for the 2020 Vision necessarily happens through a broad coalition of people at local (Board), regional partnership, and national levels. The five priority action areas set out in the EMIG Plan (2015-16) reiterate the point that - to be fit for purpose - the development of leadership needs to take place at different levels, within and across organisations, and through use of innovative and creative approaches. The NLU and others have been working differently over the past few years in recognition of the leadership challenges presented by realising the 2020 Vision, health & care integration, and the aspirations of public service reform. As the snapshot of current provision demonstrates, we are already moving towards the use of innovative and creative approaches.



Appendix A: budget and utilisation

NLU budget 2006-2016

FY: 2006-7 2007-8 2008-9

2009-2010

2010-2011

2011-2012

2012-2013

2013-2014

2014-2015

Projected 2015-2016

Recurrent staff £230k £300k £300k £400k £366k £366k 477k 478k 478k 509k

Non-recurrent staff 0 0 0 0 0 0 67k 122k 192k 0

Recurrent operational £1.3M £1.935M £1.6M £1.5M £1.385M 1.250M 1.203M 1.194M £1.194M 1.203M

Non-recurrent operational

0 0 0 0 0 0 40k 115k 88k 0

Total £1.53M £2.235M £1.9M £1.9M £1.751M 1.616M* 1.787M* 1.909M 1.952M* 1.712M

* FTSU joined NLU

*LQN starts

*LQN ends



NLU staff and operational budget by work area 2014-15

Recurrent Non-recurrent Work area Total Staff Operational Staff Operational


£1,183,967 £136,314 £1,024,000 (includes £400K trainee salaries)

£23,653 £0


£64,000 £0 £0 £64,000 £0


£108,839 £63,839 £45,000 £0 £0


£348,163 £105,633 £50,000 £103,729 £88,801


£117,179 £101,179 £16,000 £0 £0


£130,195 £71,430 £58,765 £0 £0

Total £1,952,344 £478,396 £1,193,765 £191,382 £88,801

Total budget for 2014/15 is £1,952,344. This is composed of £1,672,161 recurring and £280,183 non recurring.



NLU staff and operational budget by work area 2014-15

£1,183,967

(Includes £400K trainees salaries)

£108,839

£348,163

(includes £192,530 non recurring)

£117,179

£130,195









NLU staff by work area 2014/15

£159,967

(Includes £23,653 non recurring)

£64,000

(non recurring)

£63,839

£209,362

(includes £103,729 non recurring)

£101,179

£71,430









Appendix B: overview of programmes, activities and resources Please see separate document ‘Overview of programmes, activities and resources’.



Appendix C: NLU stakeholder map

Summary of NLU Programmes, Activities Resources / From 2004 - 2014

For the "Leadership Next Steps" Sub-group October 2014

Area of work

Programme, activity or resource

2004/5 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Review of strategy

"Delivering the Future"

Executive cohort: "Raising your Game"

"Playing to your Strengths"

Dialogue practice groups

Senior HR & OD

"Leading for the Future"

Remote & Rural

PG Certificate in Leadership & MgtManagement Trainee Scheme (MTS)

Talent management / NPMC

Quality Strategy

2020 Vision & Workforce VisionPerson-centred care collaborativeEarly Years collaborativeWorkforce Development Project GroupRCGP / NES / SSSC project

Adverse Events group

COPS

Collab

PSCL

Leadership ExchangesScott s Coac g Collaborative (NLU lead)

OD capacity buildingDialogue Community of Practice (NLU lead)

Pioneer ProgrammeInter-professional action learning

Everyone Matters (2020 Workforce Vision) & Leadership Matters

By year (note: width of columns varies to fit text boxes).

National leadership strategy: Delivery through Leadership (2005-2008) Delivering Quality through Leadership (2009-2012)

Programm

esPolicy support

Collaboration

1st prog: including (15) NHSS senior mgrs

2nd prog: including (15) NHSS senior mgrs

Active participation in the collaborative network

QI educational developments including the Leading Quaility Network

1st cohort (23) from 16 organisations

1st cohort (27) from 13 organisations

Programme for senior HR & OD managers (100)

Ongoing contact with HRDs' group

Pilot prog. in North Region with 7 Boards (31) & facilitators (6)

Roll-out:14 Boards (76) & in-house facilitators (13)

14 Boards & 1 LA (106), in-house facilitators (14).

Orkney programme (NHS and Orkney Islands Council) (12)

W Isles prog. (NHS) (14) and Shetland prog. (NHS & Council) (6)

Cohort 1 (c150) Cohort 2 (c100) Cohort 3 (c100) Cohort 4 (74) Cohort 5 (40) and review of programme provision.

Cohort 1 (24) Cohort 2 (24) Cohort 3 (24) Cohort 4 (24) Cohort 5 (24) Cohort 6 (24) Cohort 7 (24)

2005 Cohort (7)

2006 Cohort 2 (8) 2007 Cohort (6) 2008 Cohort (7 GMTS & 4 FMTS)

2009 Cohort (7) 2011 Cohort (6 General & 2 Finance)

Research work and collaboration with NPMC

2010 Cohort (7)

Cohort 8 (24) Cohort 9 (24) Cohort 10 (24)

1st (7) and 2nd (8) Dialogue Practice Gps

16 Boards & 2 LA (132), cross-sector, in-house facilitators (22).

18 Boards & 1 LA (120), cross-sector, in-house facilitators (19) & shadows (5).

20 Boards & 3 LA (c120), cross-sector, in-house facilitators (24) & in situ pilots.

2012 Cohort (4 General & 1 Finance)

2013 Cohort (6 General ) 2014 Cohort (6 General and 2 Finance)

2nd cohort (27) from 14 organisations

4th cohort (19) from 13 organisations

5th cohort (18) from 12 organisations

2nd (30), 3rd (33) and 4th (33) cohorts (from 13-16 orgs).

3rd cohort (18) from 14 organisations

6th cohort planned (May 2015)

5th (30), 6th (24) ,7th (20) & 8th (24) cohorts (from 11-15 orgs).

9th (34) and 10th (28) from 18 & 13 organisations.

11th cohort (32) planned for Feb 2015

3rd group (6) 4th group (6) and 5th group (7)

2015 Cohort Finance / H&SC integration (4)

Engagement in development of "Everyone Matters" & "Leadership Matters"

Involvement in on-going implementation of "Everyone Matters" & "Leadership Matters"

Involvement in Person-centred care collaborative

Involvement in Early Years collaborative

Health & Social Care Integration - appreciative inquiry support

Support to PID for development for primary care and social care workforce around integration

Involvement in Adverse Events Group

Active participation in Public Services Collaborative Learning (work-stream of Scottish Leaders' Forum) - including taking lead on specific work-streams as outlined below.

Establishing cross-service leadership exchanges - targeting 5 matches per sector per year.

Establishing Coaching Collaborative - including networking and skills development events for coaches, development of coaches,

Recruiting coaches and matching with coachees

Involvement in series of development events to build OD capability and capacity across services.

5 Community of Practice Events to date (and 3 planned up to April 2015).

Development of "Pioneer Programme"

2 cohorts (16) of inter-professional action learning sets

Further cohorts planned.

Summary of NLU Programmes, Activities Resources / From 2004 - 2014

For the "Leadership Next Steps" Sub-group October 2014

Area of work

Programme, activity or resource

2004/5 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

By year (note: width of columns varies to fit text boxes).

OD Leads' Network

Leading Quality Network (LQN)Managers Development Network (MDN)

Leadership Framework & 360° feedback toolMiddle manager development framework

On line Leadership & Management (L&M) resources / L&M PortalMentoring Partnership / Mentoring ServiceNational Executive Coaching Service

OD Leads' Network

L&M Board (NES)

Four Countries' mtgsIndividuals:

Groups and teams:

System-wide:

Support (illustrative exam

ples)R

esourcesC

onduit

Set up and co-ordinated the OD Leads' Network Reviewed OD Leads' Network (2009). Meets six times yearly and represents all 22 Health Boards (circa 30 regular members). Now includes related networks (e.g., Coaching) and "communities of practice (e.g. Culture & Values).

Coaching Register including c60 Executive Coaches (via robust accreditation process). Since 2009, 266 coach matches.

Mentoring Partnership Scotland set up and ran across public sector and private sector organisations.

MDN brought into NLU.

Finance Training & Support Unit (FTSU) set up in NES, co-ordinating across Boards. FTSU moved into NLU. Continues working across Boards.

goodpractice.net L&M toolkits on Knowledge Network (co-funded by NES and SSSC for health and social care staff) Directories for Executive Development created. Digital versions maintained by Health Management Library (HML)

Framework for Developing Boards Chairs' development scoped Involvement in re-development of Framework for Board Development

Framework for CE Development launched and implemented across all 22 CE's.

Ongoing contact with CE's on development - including coaching, action learning, 360 feedback.

Action Learning with ACF Chairs (up to 22) four times in the year.

Setting up Scottish Clinical Network

Access to Coaching Register provided for 22 Chief Executives and some Exec Directors

Key: 1. Colour coding for 6 areas of work (undertaken by NLU) is replicated in the "Guide to programmes, activities & resources" for ease of reference. Detail on elements in each area of work is provided in the Guide.

2. Numbers in brackets (x) denote number of participants (as relevant).

3. Boxes with dotted lines indicate "work in progress" or planned work or occasional / ad hoc work.

Review of toolkits

L&M Portal on Knowledge Network (launched mid-2013) Review of L&M Portal

Leadership qualities framework & associated 360 feedback tool launched with 2005 strategy and rolled out.

Leadership qualities framework & 360 tool reviewed with 2009 strategy . Revised tool rolled out (c.1000 people accessed tool).

Set up and co-ordinate Leading Quality Network - as work-stream of QI Hub (now comprises 600 members).

Network comprises c.200 virtual members. Runs at least 3 regional events a year (c400 attendees in 2013-14).

Switched to NHS England LQF (pending review of NHS Scotland Leadership Framework).

Interim use of Scottish LQF (pending review).

Development of new Scottish framework & feedback tool

Exploration of development needs for "emerging leaders"

Research and development and scoping around middle managers' development.

Development of "Mentoring for Leading Quality" service - including e-platform

46 experienced and accredited Executive Coaches on Register. Used to support national programmes and cross-PS developments.

Connections through OD Leads' Network (see above - Resources).

Co-ordination of L&M development and connections across NES Directorates via quarterly meetings of L&M Programme Board.

Connection with leadership development colleagues in the NHS in the other three UK countries - via annual / six monthly meetings

Support to development of medical leadership (LaMP, SCLF, Paired Learning)

Ad hoc support to teams and groups across different Health Boards

Support to AHP Leadership & QI development programme

Support / facilitation of cross-system groups and initiatives

Ad hoc provision of 360 feedback and MBTI feedback

NHS Education for Scotland Board Paper Summary · NHS Education for Scotland . Board Paper Summary...

Documents

Transcript of NHS Education for Scotland Board Paper Summary · NHS Education for Scotland . Board Paper Summary...