London Leadership Academy Business Plan

Transcription

1 London Leadership Academy Business Plan

2 Contents 1. Introduction 3 2. Strategic Objectives 4 3. Delivery principles 5 4. Identification of Programme Activities 6 5. Corporate services 14 2

3 London Leadership Academy Business Plan Introduction The London Leadership Academy (LLA) is a pan London development organisation, working across all NHS organisations to design, deliver and commission outstanding development that makes a real difference to staff delivering care to patients; supporting those leading organisations and teams to have space and time to learn about their own capabilities and building skills and confidence to become great leaders in their organisations. We are one of ten Local Delivery Partners (LDPs) of the NHS Leadership Academy and are funded by them. On their behalf we support the delivery of the national strategy, ensuring that local priorities and challenges are reflected at national level, whilst working closely with our stakeholders to deliver locally tailored development across London will be our second year in operation. Previously named the London Leading for Health Partnership, it was agreed to change our name as of 1 April 2014 to the London Leadership Academy to better align ourselves with the national Academy and some of our fellow LDPs. Leadership challenges in London Along with our stakeholder reference group, we have identified the following challenges facing the NHS in London for and which provide some context to our work: How to provide an integrated care system whilst supporting individual personal responsibility for health and wellbeing The need to move to a system of 24/7 care Cross system to deliver change in London Inclusivity and equitable access for patients and service users Reducing budgets and increasing demand for health services Resilience of staff leading and delivering care Improving staff morale to deliver safe and effective care Stewardship and sustainability of our health service in London 3

4 2. Strategic Objectives Our Vision To develop outstanding healthcare in London, in order to improve people s health and their experiences of the NHS. Our Mission To be a regional centre of excellence for development, delivering locally a national approach, and responding to the needs of future and existing leaders across the capital s NHS system to improve the quality of public health and patient outcomes. Key areas of focus In order to deliver our mission and work towards our vision, we will develop aspiring and existing leaders by giving them space and time to think and reflect, build new skills and allow them to explore and develop a range of behaviours so they can be adaptable and resilient, and ultimately deliver better patient care. Our strategic are: 1. To contribute to the improvement in quality and of patient care through promoting excellence in 2. To signal a change in expectations of and approach 3. To demonstrate clearly the increasingly high standard required of leaders to support and drive the healthcare strategy effectively 4. To increase levels of diversity in roles across NHS organisations in London 5. To develop leaders who are committed to the values of the NHS and demonstrate this in their actions and behaviours As an enabler to the delivery of the business plan, LLA will explore alternative future funding models over and above our funds from the NHS Leadership Academy, for 2015/16 and beyond. 4

5 3. Delivery principles It is our intention to work increasingly with and through local stakeholders to determine priorities and to identify and fill gaps in sub-regions of London and individual organisations. The LLA will work with LETBs and our wider stakeholders (including NHS England and the NHS Trust Development Authority) to understand priorities in the patch. And as we move closer to the idea of a membership model, conversations with each LETB suggest there is also scope for building a pot of funds to provide discretionary support to areas facing particular challenges. We will develop closer links with other public sector organisations, including London councils and the Department of health. As well as working more closely with LETBs we intend to develop closer ties with key partners including the AHSNs and provider/think tanks. Finally, we considered opening up certain events to a broader audience (perhaps to those in social care, or harder to reach parts of healthcare) by actively inviting participants to consider leading across systems by bringing a colleague. 5

6 4. Identification of Programme Activities The table below outlines our key programmes and activities for Activities are grouped into the following five areas, to reflect the priorities of the NHS Leadership Academy: Professionalisation of Building System Talent and inclusion management Business development Each programme or activity is linked to one or more of our strategic : 4. Increasing diversity 6. Alternative funding models Title Programme description Expected outcomes Link to Professionalisation of Models & frameworks Regional awards Run at least one pan London event promoting the Healthcare Leadership Model (HLM) and engaging around the new 360 tool and self-assessment tool. Ensuring the HLM is used to underpin the design of new programmes. Develop a pool of trained 360 feedback facilitators, including our internal coaches. Run the local London recognition awards, encouraging a broad representation of nominations from across the healthcare system. Building Core The NHS Leadership Development Programmes have been designed for programmes health and social care leaders to be developed at scale to a national The HLM quickly becomes embedded in London and is widely used by organisations across. The new 360 tool and self-assessment tool are seen as the development tool of choice within NHS organisations. Outstanding leaders and is recognised in London. London to meet and exceed its proportion of health and social care 6

7 Title Programme description Expected outcomes Link to standard to bring about an NHS that meets the expectations of the NHS Mandate and addresses the challenges raised by the Francis inquiry. Mary Seacole; 12 month programme that leads to a post-graduate certificate. Open to all staff aspiring to a role that involves leading others. Elizabeth Garrett Anderson: month programme, leading to a Masters qualification. It is designed for those who have managed/led a broader portfolio of work that may have reached beyond their own professional or technical expertise. The service impact should be demonstrable as supra organisational. professionals taking up the challenge and continuing to develop in such roles. Anticipated numbers for 2014/15 are: Mary Seacole 350 Elizabeth Garrett Anderson 60 GMTS Nursing & midwifery Nye Bevan: the most advanced of the core programmes but does not lead to a specific qualification. It is aimed at those aspiring for a role with Executive level accountability, reporting to a statutory AO, or in a recognised senior national or system wide role. The programme is bespoke and reflects the needs of individuals undertaking it. Whilst this programme is delivered in partnership with academic institutions, participants at this level will typically gain their skills though methods such as coaching, peer review, self-management and self-direction. The service impact should be demonstrable as multi-agency/across organisational boundaries. Deliver the local aspects of this 2 year national programme for General Management, Health Informatics, HR and Finance graduate trainees including allocation of placements, quality assurance and monitoring, and performance management. Very highly regarded national programme for competitive introduction to NHS management. System thrives in London in particular as a high proportion of trainees are attracted to teaching hospitals, national centres of excellence and the small geography. London will be allocated an increased proportion (from 10 to 18) of new nationally recruited trainees in 2014 Delivery of the Frontline programme, which has been refreshed by the Leadership Academy for 2014/15 to offer greater national capacity. LDPs Nye Bevan 40 Some 20 trainees per annum graduate and find NHS jobs in London system. London also tends to attract significant number of graduates trained in other parts of the country following completion of the scheme. Completion of the final cohorts of the original programme (which will 7

8 Title Programme description Expected outcomes Link to will have a greater role in local delivery of this national programme, which has replaced the 2013/14 programmes for a) senior operational managers and b) front line nursing and midwifery staff. The final cohorts of these programmes will continue to be supported in 2014/5. produce 75 graduates across London at both frontline and Senior Operational Leader level). Coaching & mentoring Developing clinical leaders (programme under review) A range of events, training and development tools delivered to maintain and expand the current register of coaches and mentors. The coaching programme focuses on developing the pipeline of talent in London. A further coach development programme for NHS staff and continuing development and CPD for existing coaches and mentors. We will also develop a pan-london strategic approach to coaching and coaching development. An inter-professional (multi-disciplinary) programme for experienced clinicians and clinical scientists from all settings who wish to find their own path to clinical. Programme targeted typically at bands 7-8c AHPs, nurses and clinical scientists, and assembled from a range of modules, self-awareness 360, coaching, reflection and action learning. May include experiential project work. The programme builds on the success of the 2012/3 pilot programme Clinicians in Commissioning which comprised a single cohort of 55 AHPs, nurses and clinical scientists and ran for 6 months. This programme is designed to address the appetite for development among the often overlooked AHP and scientific staff groups. Local fellowship programmes Several hundreds of nurses/midwives from London to be developed through national Frontline programme from a wide range of specialities and settings including primary care. They will subsequently join our local development/alumni networks. Coaches on the register delivering professional coaching, supported through effective supervision and training. Raising of coaching and widening the skills of the coaching register. An extension to the number of individuals able to access coaching from internal NHS coaches. A second cohort of new clinical leaders with an effective understanding of themselves, the system in which they work, the tools to make it better and the confidence to make a difference. 4. Increasing diversity 8

9 Title Programme description Expected outcomes Link to suit medics in particular, and the national nurse programme addresses nurse leaders in their current role, this programme would encourage participants to step into new roles. Paired learning A peer-learning approach to support personal development as well as encouraging collaborative work on quality improvement. This is a low-cost initiative that brings different pairs of peers together (particularly clinicians and managers) and helps develop collaborative leaders. This programme approach will continue to be funded and promoted. The plan includes Community of Interest events, publications, and PR for national profile and small start-up bursaries. A cadre of collaborative leaders who have greater understanding of each other s roles and responsibilities that will help to break down silo working. 4. Increasing diversity Next generation capital leaders Nye Bevan plus Local paired learning development schemes have been successfully supported to date, and organisations will be further encouraged and enabled to increase take up of this model of development support. This is a bespoke development programme delivering a range of high impact interventions for a cohort of senior individuals who have the potential to be Chief Executives in the London system within the next 3 to 5 years. It will include an international study trip. Series of events for London participants on the Nye Bevan programme designed to help participants understand the local London context of health. Each event will be structured as a combination of presentation, facilitated dialogue and informal networking. A cohort of future leaders who will benefit from an impactful experience which generates rich learning for them and their organisations. Build a strong network across London of next generation directors who will better understand the London health system as a whole and strategic context of health challenges in the capital. Darzi fellowships 2014 will see the start of the sixth cohort of London s highly successful Clinical Fellowship scheme, comprising a year long service improvement project and supported by a first class education programme leading to a PG Cert. Note: this programme is not supported by NHS Leadership Academy Continues to build a cohort of clinical leaders across London. The sixth cohort will be the biggest yet, with around 60 Fellows. 9

10 Title Programme description Expected outcomes Link to funding, but by the London LETBs. System Capital leader A series of events for CEs and their equivalents giving them access to leading thinkers and influencers such as Judge Mervyn King from South Africa, Nancy Kline and Stephen Dorrell amongst others. Capital thought leader Integrated care CCG development NED and Board development A series of 3 facilitated round-table discussions, for Chief Executives and their equivalents, which will bring in leading researchers and practitioners, to explore topics which resonate with thinking about how London can be a healthier place for its inhabitants and workforce. To design and deliver a programme of development for those directly involved in providing integrated care to a particular group or care pathway. The programme aims to work across traditional boundaries, involving primary, secondary, and social care as well as the third sector and patients/service users. To work closely with and provide support to NHS England (London) existing and growing network for London's commissioners and providers. To support Non-Executive Directors who hold wide-ranging and demanding roles; to introduce them to the complexity of the NHS in London. This will include a series of Action Learning Sets and will be developed in partnership with leading world class development providers. Providing space and time for senior leaders to reflect on key issues and network with others in the capital over key issues. Enrichment of the thought of those taking part; Strengthening of the senior leader network and publication of a paper capturing the thoughts and ideas of those taking part. Increased trust, collaboration and coordination across the range of disciplines and professions involved in delivering integrated care. A network of senior leaders who have a forum to come together around the strategic issues facing the London healthcare system. Participants and London will benefit from a strengthened network and bespoke development interventions that will give them the insight and skills to keep them abreast of changes across the Capital. 10

11 Title Programme description Expected outcomes Link to 4. Increasing diversity NHS values Top leaders Integrated reporting OD network including toolkit and PG cert Support the national programme with local events and channel participants onto the national programme. Continues the NHS participation in the International Integrated Reporting Council (IIRC) pilot programme and development of toolkit for Trusts on Integrated Reporting and social impact measurement. Promote the national work of the Academy and NHS Employers on Do OD, and contributing to the national workstreams. Work with a lead commissioner to procure an OD Practitioner PG Certificate programme to build OD across London. Promote the in house of OD practitioner staff, and supporting them to be knowledgeable and credible in their organisations. Continue to support the L&OD network with their regular meetings and development sessions. London leaders benefit from participation on the national programme Thought around integrated thinking and better governance and toolkit around social impact measurement. A network of highly skilled OD practitioners within the London healthcare system, transforming the approach to OD from within their organisations. 4. Increasing diversity NHS values NHS values Talent and inclusion management Talent A strategic pan London approach to talent management in collaboration with A clear direction of travel to support 11

12 Title Programme description Expected outcomes Link to management partners across the Capital health care system. The programme includes the award of bursaries, a talent management conference and establishment of a talent management network. Capital people Capital people comprises a range of interventions which focus on inclusion, one of the biggest challenges facing the NHS in London. The programme includes a series of open programmes as well as pilot interventions at several Trusts. The programme is evaluated by Goldsmiths College, University of London. The programme introduces a human rights based approach to inclusion. It explores how this approach can promote and encourage positive attitudinal and behavioural change within the workforce and how implementing patient rights and entitlements can generate more inclusive care. Business development Comms, A communications strategy to maximise engagement with our stakeholders marketing & and successfully promote London Leadership Academy programmes and engagement services. This will also reflect and support any national communications activity by the Leadership Academy. Leadership for London To commission a piece of research to understand what London will need in the next 5-10 years, identifying gaps and development needs. This will be used to set or local development agenda and inform our strategic approach to talent management. talent management across the NHS in London. The aim is to create a world class talent management system that will set the standard and benchmark activities that can be rolled out across all other local delivery partners across England. The programme will support leaders to deliver strategies that close health inequality gaps as well as value and support diverse teams in the workplace. LLA activity endorsed by stakeholders through the reference group. Good take up of LLA programmes and services. Research that will be used to underpin our understanding of the development needs of leaders within London, a provide an 4. Increasing diversity 4. Increasing diversity NHS values 6. Alternative funding models 12

13 Title Programme description Expected outcomes Link to evidence base for our future development portfolio. Alumni Masterclasses An alumni network for current and past participants from Leading for Health or national programmes run by NHS Leadership Academy. Networking sessions provide opportunities for participants to meet leaders from other programmes and continue to build their skills. Processes and systems to be developed to utilise the skills and experience of the alumni to support the London NHS system There are over 800 alumni of programmes in London, who continue to be supported with their development. Alumni will be encouraged to spread their learning within their organisations and act as ambassadors for the benefits and impact of development. A series of six masterclasses for anyone working in healthcare in London, to access to access current thinking and best practice. The masterclasses provide opportunities for leaders to network and have space and time to think outside of their day job and take away practical tools and techniques to apply in their work. An ever-growing and increasingly diverse group of leaders in London, committed and skilled to make a difference and act as ambassadors for the benefits of development. A pool of people that can be utilised as a practical resource to assist with recruitment, selection and delivery of programmes. Building networks across London, through engaging staff from a wide range of backgrounds, experience and grades. Promoting access to all. High attendance rates and high satisfaction rates. 13

14 5. Corporate services The corporate services in place to support the achievement of our programme activities for 2014/15 are detailed below. This activity will help us to measure our impact and ensure we fulfil our requirements as a Local Delivery Partner of the NHS Leadership Academy and as a hosted organisation of Health Education North Central and East London. The activity below is linked to all of our strategic as it underpins and supports the successful delivery of our programmes. Function Activity Expected outcomes Communications Publication of monthly newsletter Improved engagement with a range of NHS organisations Maintenance and development of main website and any programme microsites across London. Maximum capacity attendance on all of our programmes and Development and increased use of social media events. channels Maintenance of effective stakeholder relationships across Provide information for responses to Freedom of London. Information requests, and other queries, as requested Continuation of good relationships with NLA and our hosts HE Evaluation Monitoring attendance at events/ on our programmes Collation and analysis of key demographics of attendees Reports, analysis and evaluation of all programmes and services Finance Regular budget monitoring including maintenance of team expenditure and POs raised Monthly meetings with finance team Activity to support timely payment of invoices Governance Planning future programme activity Regular reporting and monitoring of key risks for the LLA, and attendance at monthly HE NCEL risk meetings Production of events checklist for all staff to use Follow agreed room booking procedure to secure venues (via Calder Conferences) NCEL. Ability to demonstrate the reach of our services across London. Understanding of the demographics of the people accessing our services and identify any gaps. Submit reports as required to fulfil requirements of the service level agreement with the NLA. Demonstration of effective and efficient use of funding. Adherence to HEE s SFI s, SO s and appropriate Schemes of Delegation. Business plan in place for 2015/16 by early Early identification of risks and mitigating action in place. Clear guidelines and processes in place for event management. Compliance with agreed process for venue booking, hopefully leading to savings being made. Systems Support of, and input into, the national CRM database being established for all LDPs Fully operational and fit for purpose CRM system in place for 2015/16 (if not before). 14

15 Function Activity Expected outcomes Membership of CRB (National Coaching Register) Easier recording and analysis of programme data. Credit for anticipated development work on coaching register 15