LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY

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1 Policy Number: STRAT/0016/v2 Issue/Version No.: 2 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Current Status: Ratified Compliance All members of Tees, Esk and Wear Valleys NHS Foundation Trust staff will adhere to the parameters of trust policies. The consequences of noncompliance may include disciplinary action and/or legal action.

2 DOCUMENT CONTROL Application Associated policy reference and title This strategy pertains to all areas, departments and services of Tees, Esk and Wear Valleys NHS Foundation Trust Not applicable Date of Ratification 7 July 2010 Date of Review 30 April 2013 Replacing Lead N/A David Levy Members of working party This policy has been agreed and accepted by: (Director) Name Designation Date David Levy Director of Human Resources and Organisational Development 2 August 2010 This policy has been ratified by: Trust Board or Trust Board Sub Committee (specify) Date of Trust Board or Sub Committee Executive Management Team 7 July 2010 This policy has gone through an equality impact assessment(eqia) Amendment 7 July 2010 Appendix 1 Dates amended September 2012 Review date extended to 31 December November 2012 Review date extended to 30 April 2013 Date of EqiA 10 December 2009 No. STRAT/0016/v2 1 May 2010

3 CONTENTS 1 Purpose 3 2 Context 3 3 The 4 4 Definitions of Leadership and Management 4 5 Values that underpin leadership and management behaviour 5 6 Agreement and application of leadership competencies 7 7 Agreement and application of management competencies 7 8 Developing managers and leaders 7 9 Approach to coaching and mentoring 8 10 Alignment of existing leadership and management programmes 8 11 Evaluation of leadership and management activities 9 12 Review 9 12 Appendices 9 Appendix 1 Implementation of Leadership Management and Development Work Plan 10 No. STRAT/0016/v2 2 May 2010

4 1. PURPOSE 1.1 This strategy outlines the Trust s approach toward leadership and management development activities. It has been developed in consultation. Our vision is: To be a recognised centre of excellence with high quality staff providing high quality services that exceed peoples expectations 1.2 This strategy is based upon a belief that a well led and engaged workforce has a positive impact upon the quality of care experienced by the users of our services and provides for greater levels of staff satisfaction with all the benefits entailed. 1.3 The Trust has five strategic goals which are: To provide excellent services, working with the individual users of our services and their carers to promote recovery and wellbeing To continuously improve the quality and value of our work To recruit, develop and retain a skilled and motivated workforce To have effective partnerships with local, national and international organisations for the benefit of our communities To be an excellent and well governed Foundation Trust that makes best use of its resources for the benefit of our communities 1.4 The provision of high quality leadership and management at all levels within the Trust will contribute to the achievement of each of the five strategic goals given the people centred nature of our activities and how we deliver services. 2. CONTEXT 2.1 The Next Stage Review, led by Lord Darzi, set out a vision to take the NHS forward. The report, High Quality Care for All, makes quality the organising principle of the NHS as we strive significantly to improve healthcare services for patients. 2.2 The Trust is operating within an environment that is increasingly demanding and characterised by higher expectations on the part of users of its services, commissioners and other partner agencies. In addition there is a drive for greater plurality of service provision within mental health and learning disability services which increases the importance of the Trust being able to be competitive in order to be successful and to sustain the care and treatment it provides. No. STRAT/0016/v2 3 May 2010

5 2.3 Competent leadership and management will be required to both deliver the changes associated with the NHS and social care reform agenda and to keep staff engaged. A clear, structured approach to leadership and management development activities is regarded as being an important way of supporting reform. 3. THE LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY WILL: 3.1 Ensure that the Trust has the right people, with the right leadership and management skills to support achievement of the Trusts strategic goals and form part of its commitment to ensuring high quality care for all. 3.2 Clarify expectations so that leaders and managers at all levels in the Trust are aware of their responsibilities and the support they can expect from the Trust. 3.3 Promote the belief that the profile of leaders and managers ought to reflect the communities served by the Trust. 3.4 Complement and support the development of the Trust Quality Improvement System, including the staff compact, and be consistent with the Investors in People standard. 3.5 Ensure that leadership and management development activity is carried out in an efficient and effective manner across all staff groups. 3.6 The potential benefits include: i. Improved quality of care to service users and carers ii. Improved ability to deliver against Trust business plan and performance improvement measures and the ability to sustain improvements iii. Improved recruitment and retention of staff by creating a more positive working environment iv. Improved succession planning for leadership and management posts across the Trust 4. DEFINITIONS OF LEADERSHIP AND MANAGEMENT: 4.1 Leadership and management are similar and different. Job roles within the Trust may combine leadership and management equally, or clearly have the features of one more than the other. No. STRAT/0016/v2 4 May 2010

6 Leadership is a process by which a person influences others to accomplish an objective and works with colleagues in a way that makes it more cohesive, coherent and empowering. Leaders carry out this process by applying their leadership attributes; such as beliefs, values, ethics, vision, characteristics, knowledge and skills. Management is a process of planning and directing activities, monitoring and taking corrective action when necessary. Managers carry out this process by developing and communicating with people and managing and organising/prioritising other resources, such as budgets and buildings, to meet organisational objectives 4.2 There are members of staff that by the nature of their roles are expected to provide leadership to others. However, leadership can be shown at any level within the Trust. Management is a position of designated authority within the formal structure of the Trust. It is acknowledged that that the particular time required for employees to provide leadership and management related activities will vary and is a matter for discussion and determination at department or directorate level. 5. VALUES THAT UNDERPIN LEADERSHIP AND MANAGEMENT BEHAVIOUR 5.1 The NHS Constitution outlines the values, principles and pledges that the NHS is committed to, and identifies the responsibilities of the public, patients and staff. The Trust has locally developed values which, together with those in the NHS Constitution, ought to be reflected in behaviors and the Trust staff compact. 5.2 The compact describes what staff can expect from the Trust and what the Trust expects from staff and is an important part of the Trust Quality Improvement System (QIS) along with the Trust vision and the quality improvement techniques used to transform services. Leadership and management development activities ought to complement the QIS. It is envisaged that Trust leaders and managers will possess both QIS knowledge and competencies along with leadership and management development competencies. In Touch provides further information about the QIS. 5.3 The following characteristics and behaviours of Trust employees are to be encouraged: No. STRAT/0016/v2 5 May 2010

7 The TEWV person will be : Team orientated, principled, considerate, reliable, honest, conscientious, open to change, professional, positive, competent, patient/customer focussed, reflective, quality focussed and responsive to the needs of colleagues and those that use Trust services In addition the TEWV Leader will be: Visible, approachable, motivational, receptive, decisive, a team builder, challenging, communicate well, influence improvement In addition the TEWV manager will be : Visible, people and performance orientated, accountable, challenging, committed and inclusive In addition the TEWV Trust Board will lead by setting an example and will be: Visionary Inspirational 5.4 In order to support the development of leadership and management within the Trust there are six key activities that need to be pursued: i. The agreement and application of leadership competencies and their inclusion within job descriptions and person specifications ii. The agreement and application of management competencies and their inclusion within job descriptions and person specifications iii. Agreeing an approach to identifying and supporting able individuals iv. Providing structured mentoring and coaching support v. Aligning leadership and management programmes vi. Creating an evaluation framework to ensure leadership and management development resources are utilised efficiently and effectively 5.5 These six key activities will form the elements of a work plan that will track the implementation of this strategy. Progress will be reported to the Workforce and Development Group and the Executive Management Team. No. STRAT/0016/v2 6 May 2010

8 6 AGREEMENT AND APPLICATION OF LEADERSHIP COMPETENCIES 6.1 The Executive Management Team will, working with the Workforce and Development Group and others, agree the competencies and values that underpin leadership behaviour in the Trust. Competencies and behaviours linked to these values will be developed for those staff with formal leadership roles so that expectations of leaders are clear. 6.2 The competencies will be integrated into the recruitment and selection, appraisal, personal development and talent management processes in the Trust. 7 AGREEMENT AND APPLICATION OF MANAGEMENT COMPETENCIES 7.1 The Executive Management Team, working with the Workforce and Development Group and others, will agree the proposed competencies and values that underpin management behaviour in the Trust. These competencies and values will be developed for managers so that the expectations of managers are clear. 7.2 Relevant competencies will be integrated into recruitment and selection, appraisal, personal development planning and succession planning processes in the Trust. 8 DEVELOPING MANAGERS AND LEADERS 8.1 It is in the interests of everyone that the Trust pursues a systematic approach to developing talented leaders and managers and that succession planning arrangements are in place. 8.2 Such a systematic approach will include: i. Ensuring that a range of high quality leadership and management development programmes associated with particular Trust roles/staff groups are in place, are aligned with appraisal, including 360 degree appraisal, and personal development plan processes, are communicated to employees and are accessible. ii. Encouraging the use of structured secondments, both within and outside the Trust, as a means of providing development opportunities that also offer organisational benefit. iii. Encouraging the use of project work to provide opportunities for individuals to develop new competencies and address service needs iv. Recognition that for many employees development does not always need to be linked to aspirations of upward career progression but No. STRAT/0016/v2 7 May 2010

9 that improving competence and performance within a current role is important for the employee and the Trust. v. Ensuring that development opportunities can be applied for in a fair and transparent way through such opportunities being advertised within the Trust. vi. A description of how important issues concerning the maintenance of equality of opportunity and the need for diversity will be addressed. 9 APPROACH TO COACHING AND MENTORING 9.1 There are a variety of definitions relating to coaching and mentoring depending on the philosophy that underpins the approach. Most coaches and mentors agree that a good coach will also mentor and a good mentor will coach, as appropriate to the situation and the relationship. Both coaching and mentoring activities differ significantly from supervision which is the responsibility of the individual s line manager and is subject to separate arrangements. Mentoring is about a more experienced person transferring knowledge or thinking Coaching focuses on the development of an individuals potential. 9.2 The Trust will develop a co-ordinated approach to mentoring and coaching activities through a central contact point within the Organisational Development Department and will ensure that there is good communication about access to mentors and coaches. 9.3 Coaching and mentoring schemes will each be developed and will include: i. The provision of information to promote the Trust s approach to coaching and mentoring ii. A set of standards and competencies for coaching and mentoring to ensure high quality coaching and mentoring takes place. iii. The identification and development of a process for identifying and matching coaches and mentors with individuals iv. Establishing links to other private and public sector organisations in the region to provide a network of mentors 10 ALIGNMENT OF EXISTING LEADERSHIP AND MANAGEMENT PROGRAMMES 10.1 Leadership and management programmes will support the development of agreed competencies and behaviours and promote l inks with QIS activities including training. No. STRAT/0016/v2 8 May 2010

10 10.2 Details of leadership and management development programmes are available on In Touch. Bespoke programmes for particular groups of staff are also commissioned by senior staff. Further information can be obtained via the Organisational Development team on / Two Senior Management and Leadership Development Groups, one for those reporting to Directors and the other for Band 7, 8A and 8B managers, will provide regular opportunities for key topics to be addressed, information to be shared and the identification of collective development needs Initially the content and range of leadership and management development programmes will be determined in a top down manner involving the Executive Team, the Workforce and Development Group and consultation with Service and Corporate Directors. It is acknowledged that information derived from appraisals and PDP s will increasingly inform future development programme activities. 11 EVALUATION OF LEADERSHIP AND MANAGEMENT ACTIVITIES 11.1 The evaluation of leadership and management development activities to date has focussed on participants satisfaction with the programme(s). Further work will be carried out to extend evaluation to include the impact on individual s performance and their teams to enhance understanding of the return on investment made A work plan associated with this strategy will be developed so that progress made, including those activities highlighted in paragraph 5.4, can be monitored. The work plan will identify the outcomes required and timescales. 12. REVIEW 12.1 This strategy shall be reviewed at least every two years. 13. APPENDICES Appendix 1 Implementation of Leadership Management and Development Work Plan No. STRAT/0016/v2 9 May 2010

11 1 *** CODE Implementation of Leadership Management and Development Work Plan Key Areas Tasks Time Scale Agreement and application of Leadership competencies Clear (Not started) Leadership competencies agreed through development of Leadership and Management Strategy Align competencies with Trust work on the staff compact and values Development and agreement of behavioural competency profiles for the 8 Leadership competencies Integration of competency profiles into Recruitment and Selection processes including development of an assessment centre approach for staff at band 8A and above Integration of competency profiles into Appraisal and Personal Development Integration of competency profiles into selection processes for secondment and development opportunities Amber In Progress Red (Behind schedule) End Sept 2009 July 2010 July 2010 October 2010 July 2010 July 2010 Green (Completed) *** Code Appendix 1 Person Responsible David Levy and with Recruitment Team Workforce Development Team No. STRAT/0016/v2 10 May 2010

12 2 Key Areas Tasks Time Scale Code Agreement and application of People Management competencies Leadership competencies agreed through development of Leadership and Management Strategy Development of behavioural competency profiles for the Top 10 People Management Competencies Integration of competency profiles into Recruitment and Selection processes including development of an assessment centre approach for staff at band 8A and above End Sep 2009 July 2010 October 2010 Person Responsible David Levy and with Recruitment Team Integration of competency profiles into Appraisal and Personal Development July 2010 Workforce Development Team Integration of competency profiles into selection processes for secondment and development opportunities July 2010 *** CODE Clear (Not started) Amber In Progress Red (Behind schedule) Green (Completed) No. STRAT/0016/v2 11 May 2010

13 3 Key Areas Tasks Time Scale Code An approach to identifying and supporting talented individuals Regularly review the range of Leadership and Management Programmes currently provided to ensure they meet the strategic aims and operational needs of the Trust Monitor Equality of access to the range of programmes on an annual basis by establishing links to Electronic Staff Records and Oracle Learning Management when these links are made available Market and monitor access to 'tailor-made' Leadership and Management Development activities Develop and agree processes for secondment and development opportunities within the Trust Currently ongoing, all programmes to have been reviewed at least once by Mar-10 Dependent on implementation of ESR and OLM Continuous End Oct 2009 Person Responsible & OD Team Workforce Information & Workforce Development Team Wendy Cowie *** CODE Clear (Not started) Amber In Progress Red (Behind schedule) Green (Completed) No. STRAT/0016/v2 12 May 2010

14 4 Key Areas Tasks Time Scale An approach to mentoring and coaching support *** CODE Clear (Not started) Development of promotional information regarding access to mentoring and coaching Development of standards and competencies to ensure high quality mentoring and coaching takes place Set up processes to monitor standards and competencies to ensure high quality mentoring and coaching takes place Set up processes for identifying and matching appropriate mentors and coaches with members of staff Establish links with private and public sector organisations in the NE region to develop a network of suitable mentors and coaches Amber In Progress End Mar 2010 June 2010 June 2010 June 2010 Continuous Red (Behind schedule) *** Code Green (Completed) Person Responsible Wendy Cowie Wendy Cowie Wendy Cowie Wendy Cowie Wendy Cowie No. STRAT/0016/v2 13 May 2010

15 5 Key Areas Tasks Time Scale Alignment of existing Leadership and Management programmes Develop processes for commissioning 'tailor made' Leadership and Management Development Programmes Provide support to both the Senior Management and Leadership Development Groups (those reporting to Directors and those at Band 7, 8A and 8B) July 2010 As requested *** Code Person Responsible Consult with Executive Team and Workforce Development Group to align the range of Leadership and Management Development programmes As identified in the Workforce Development Group schedule Align the range of Leadership and Management Development Programmes with information derived from Appraisals and Personal Development Plans in consultation with the Workforce Development Team Annual/ongoing & Workforce Development Team *** CODE Clear (Not started) Amber In Progress Red (Behind schedule) Green (Completed) No. STRAT/0016/v2 14 May 2010

16 6 Key Areas Tasks Time Scale An evaluation framework to ensure Leadership and Management development resources are utilised efficiently and effectively Develop the evaluation framework to consistently measure impact of programmes on delegates and their teams Report on evaluation data on an annual basis including information about return on investment October 2010 End Mar 2011 *** Code Person Responsible *** CODE Clear (Not started) Amber In Progress Red (Behind schedule) Green (Completed) No. STRAT/0016/v2 15 May 2010

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