Competency Framework for quality and Diversity Leadership Resource Pack
Contents Introduction.... 2 Mapping the Competency Framework for quality and Diversity Leadership to the NHS Knowledge and Skills Framework.... 5 Mapping quality and Diversity Leadership Framework to existing KSF Profiles.... 29 Sample job descriptions.... 34 Tools for the Training Needs Analysis (TNA).... 65 Conclusions.... 89 Appendix: Testing the Competency Framework.... 90 Page 1
Introduction Welcome to the Competency Framework for quality and Diversity Leadership. This work was developed in a partnership between NHS North West and the Department of Health. It aims to offer an holistic, comprehensive and evidence-based overview of the competencies required to support improved equality in health outcomes and workforce diversity across all of our communities. Page 2
We developed the framework for several reasons: To provide senior management teams with a tool to help them to ensure that they have (between them) the right skills and expertise to excel in leading their organisations to successful quality and Diversity (&D) outcomes; To provide individual managers charged with &D leadership with a clear picture of their role and the expectations that attach to it, so that they can plan their own career development; To provide the NHS with a consistent national approach to developing the skills and expertise needed to deliver healthcare in a way that takes proper account of issues of equality, diversity and inclusion and the outcomes required by the quality Delivery System (DS). The Competency Framework is in two parts. The first part: introduces the framework and its rationale; presents and describes the competencies; explains the framework s many uses, including its role in professional development. The second part is a resource pack, intended to support those using the Competency Framework. It contains: A detailed mapping of the competencies against the NHS Knowledge and Skills Framework (KSF) to enable people to develop appropriate and consistent profiles for their &D leads. A cross-reference from the competencies to existing KSF profiles, so that users can compare new roles with roles elsewhere in the NHS. Sample indicative job descriptions at KSF Bands 7, 8a/b, 8c/d and 9. The tools used in the Training Needs Analysis (TNA) so that leaders can use the framework to assess themselves or their colleagues. A description of a planned programme of Continuous Professional Development, which can be adapted by readers in their own contexts. A description of how the framework was tested and piloted, to confirm that it is robust and fit for purpose. Page 3
Terminology The words used to describe various aspects of this work vary from Trust to Trust and from region to region. quality, Diversity and Inclusion (DI) is increasingly common, as is quality, Diversity and Human Rights (D&HR). As this work focuses particularly on the leadership competencies associated with equality and diversity, we have usually chosen the term quality and Diversity (&D), recognising that the framework requires people to operate from a Human Rights context. Influence and lead change to improve equality outcomes for patients, carers and service users Communicate a compelling business case for D&HR and influence strategically Page 4 Build the organisation s capacity to respond to diverse and changing community needs Operating from a Human Rights Context Apply a robust equality and human rights analysis to both workforce development and service planning/ improvement to benefit staff, patients, carers and service users
Mapping the Competency Framework for quality and Diversity Leadership to the NHS Knowledge and Skills Framework KSF Dimension Recommended Performance Level Band 7 Recommended Performance Level Band 8 Recommended Performance Level Band 9 Gateway Fully competent Gateway Fully competent Gateway Fully competent Core competencies C1: Communication 3 4 4 4 4 LQF C2: Personal and people development 3 3 3 4 4 LQF C3: Health safety and security 2 3 3 3 4 LQF C4: Service improvement 2 3 3 4 4 LQF C5: Quality LQF C6: quality and diversity 3 4 4 4 4 LQF Leadership and management Leadership and management 2 3 3 4 4 LQF Additional key competencies for &D Leadership HWB 1: Promotion of health and wellbeing IK2: Information collection and analysis and prevention of adverse effects to health and wellbeing 2 3 3 3 4 LQF 3 3 3 3 3 LQF G7: Capacity and capability 2 3 3 4 4 LQF Page 5
This first set of competency descriptions are the new summary competencies published in November 2010. Trusts who are working with the new model can use these to develop appropriate and consistent KSF profiles for equality and diversity leaders. Communication Definition Positive indicators Positive indicators This dimension relates to effectively communicating the needs and requirements of patients, carers, staff and others to provide excellent care and service. ffective communication is a twoway process. It involves identifying what others are communicating and the development of effective relationships as well as one s own communication skills. Communication underpins all else we do. ffective communication is a two-way process which develops and cements relationships, keeps people informed and reduces the likelihood of errors and mistakes. positive patient/public/partner and colleague relationships positive patient/public/partner feedback timely and accurate performance accurate information given appropriate information given people feel communication in the Trust is effective and different parts of the Trust communicate with each other people feel patient confidentiality is respected Band At Band 7 Development Framework KSF &D Leadership Level Level 3 Develop and maintain communication with people about difficult matters and/ or in difficult situations Developing leader Communicate a compelling rationale and influence strategically Description identify the impact of contextual factors on communication adapt communication to take account of others culture, background and preferred way of communicating provide feedback to others on their communication where appropriate share and engage thinking with others maintain the highest standards of integrity when communicating with patients and the wider public identify and interact effectively with key stakeholders across the agency and the community Develop and build relationships with representatives of target communities to support agency s communication strategy prepare for communication by understanding different motivations and cultural imperatives in communication and adapt communication style appropriately communicate optimistically about the benefits of improved human rights, equality and inclusion performance Page 6
Band At Band 8 Development Framework KSF &D Leadership Level Level 4 Develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations Competent leader Communicate a compelling rationale and influence strategically Description encourage effective communication between all involved develop partnerships and actively maintains them anticipate barriers to communication and takes action to improve communication articulate a vision for Trust focus which generates enthusiasm and commitment from both employees and patients/wider public be proactive in seeking out different styles and methods of communication to assist longer term needs and aims be persuasive in putting forward own view and that of the organisation communicate effectively and calmly in difficult situations and with difficult people identify key stakeholders in improving human rights and equality outcomes internally, in partner agencies and in the broader community develop strategic relationships with target communities and develop effective communication and engagement mechanisms prepare for communication by understanding the motivations and drivers of key stakeholders and address any barriers to effective communication identify the most effective communication strategy to engage with each individual or stakeholder group, addressing different cultural, community and access needs use personal power and communication skills to deliver compelling &D messages Consistently communicate the benefits of improved &D performance Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations Advanced leader Communicate a compelling rationale and influence strategically Description encourage effective communication between all involved develop partnerships and actively maintain them anticipate barriers to communication and takes action to improve communication articulate a vision for Trust focus which generates enthusiasm and commitment from both employees and patients/wider public be proactive in seeking out different styles and methods of communication to assist longer term needs and aims, putting forward own view and that of the organisation communicate effectively and calmly in difficult situations and with difficult people with the leadership team develop a communication strategy that builds partnership across the community and raises the profile of Human Rights, equality and inclusion highlight in strategic communications the health, community and business benefit of improved Human Rights, quality and Inclusion performance represent the organisation in politically complex situations Page 7
Personal and people development Definition Positive indicators Positive indicators This dimension relates to effectively communicating the needs and requirements of patients, carers, staff and others to provide excellent care and service. ffective communication is a two way process. It involves identifying what others are communicating and the development of effective relationships as well as one s own communication skills. Communication underpins all else we do. ffective communication is a two way process which develops and cements relationships, keeps people informed and reduces the likelihood of errors and mistakes. positive patient/public/partner and colleague relationships positive patient/public/partner feedback timely and accurate performance accurate information given appropriate information given people feel communication in the Trust is effective and different parts of the Trust communicate with each other people feel patient confidentiality is respected Band At Band 7 Development Framework KSF &D Leadership Level Level 3 Develop oneself and contribute to the development of others Developing leader Apply a robust equalities analysis Lead change to improve equality outcomes Description assess how well met last year s objectives and help set this year s; assess self against KSF outline take responsibility for meeting own development needs identify development needs for others emerging work demands and future career aspiration enable opportunities for others to apply their developing knowledge and skills actively provide learning and development opportunities to others actively contribute to the evaluation of the effectiveness of others learning/ development opportunities and relate this to others ensure all employees managed have annual appraisals and personal development plans in place and comply with mandatory training identify opportunities for &D development and develop projects and initiatives to support development identify through equalities monitoring any adverse people development impacts and recommend appropriate solutions participate in change teams and provide coaching and support to build change team s &D skills and knowledge contribute expertise and ideas to build Human Rights, quality and Inclusion approach into change agenda Page 8
Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Develop oneself and contribute to the development of others Competent leader Apply a robust equalities analysis Lead change to improve equality outcomes Description assess how well met last year s objectives and help set this year s; assess self against KSF outline take responsibility for meeting own development needs identify development needs for others emerging work demands and future career aspiration enable opportunities for others to apply their developing knowledge and skills actively provide learning and development opportunities to others actively contribute to the evaluation of the effectiveness of others learning/ development opportunities and relates this to others ensure all employees managed have annual appraisals and personal development plans in place and comply with mandatory training support service providers to identify realistic and relevant equality performance measures that will drive improvement in their service support service providers to design monitoring and evaluation processes that are fit for purpose in their business unit and provide the most useful indicators of improvement identify and successfully engages key project stakeholders in supporting a partnership approach to delivering improved equality outcomes apply a structured change management approach to delivering and embedding systemic change Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Develop oneself and others in areas of practice Advanced leader Apply a robust equalities analysis Lead change to improve equality outcomes Description contribute to development in the workplace as a learning environment actively create opportunities to enable everyone to learn from each other and from external good practice use a coaching approach to encourage others to develop with the leadership team agree the &D performance measures that will deliver equality goals lead the design and implementation of coaching and development strategies to build &D capability ensure appropriate governance of people development framework and address adverse impact agree with the leadership team a structured approach to leading change that embeds &D Page 9
Health, safety and security Definition Positive indicators Positive indicators This dimension focuses on maintaining and promoting the health, safety and security of everyone in the organisation or anyone who comes into contact with it either directly or through the actions of the organisation. It includes tasks that are undertaken as a routine part of one s work such as moving and handling. veryone needs to promote the health, safety and security of patients and clients, the public, colleagues and themselves. Positive indications: Trust procedures are followed including for hand hygiene confidential information is kept safe and secure work areas are clean and tidy health, safety or security risks or incidents are reported, at all levels behaviour is monitored and action taken when necessary incidents are handled appropriately and acted upon immediately at all levels health, safety and security incidents are declining Band At Band 7 Development Framework KSF &D Leadership Level Level 2 Monitor and maintain health, safety and security of self and others No direct map to &D leadership competencies Suggested application Description look for potential risks to self and others in work activities and processes manage identified risk in the best way possible work in a way that complies with legislation and Trust policies and procedures on health, safety and risk management take action to manage an emergency, calling for help immediately when appropriate report actual or potential problems that may put health, safety or security at risk and suggest solutions support and challenge others in maintaining health, safety and security at work In addition to a general duty to maintain and promote safe work practice the emerging &D leader would take specific accountability for addressing those areas of discrimination or disadvantage that impact health and safety: identifying and supporting individuals to address issues of equality and diversity which impact their health and safety. This might include: raising awareness and access to adaptive technologies supporting individuals and teams to respond to and eliminate issues of bullying and harassment Page 10
Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Promote, monitor and maintain best practice in health, safety and security No direct map to &D leadership competencies Suggested application Description identify and manage risk at work and help others to do the same make sure others work in a way that complies with legislation and Trust policies and procedures on health, safety and risk management carry out, or make sure others carry out risk assessments in own area; check work area to make sure it is free from risks and conforms to legislation and Trust policies and procedures on health, safety and risk management take the right action when risk is identified find ways of improving health, safety and security in own area In addition to a general duty to maintain and promote safe work practice, the competent &D leader would take a specific leadership role in identifying and addressing systemic issues of disadvantage and discrimination impacting health and safety: partner the Occupational Safety and Health leader to develop culturally appropriate health and safety messages and strategies support managers in considering the &D implications in risk management processes promote the needs of disabled staff in particular to ensure they have access to the resources or policy support to remain productive and well promote respect at work initiatives to actively eliminate bullying and harassment Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Maintain and develop an environment and culture that improves health, safety and security No direct map to &D leadership competencies Suggested application Description evaluate the extent to which legislation and Trust policies and procedures on health, safety and risk management have been implemented across the Trust, in own sphere of activity evaluate the impact of policies, procedures and legislation across the Trust in own sphere of activity identify the processes and systems that will promote health, safety and security in the Trust regularly assess risks and use the results to make improvements and promote best practice take appropriate action when there are issues with health, safety and security investigate any actual or potential health, safety or security incidents and take the required action In addition to a general duty to maintain and promote safe work practice, the advanced &D leader would take a specific leadership role in developing a culture that ensures no adverse health and wellbeing outcomes for members of protected characteristic communities. This might include: working with the leadership team to develop robust health and safety policies and processes that address areas of risk for specific groups. working with the leadership team to develop an open and supportive culture where people feel safe physically and psychologically to express their social identity without fear. working with the leadership team to take clear and robust action to address behaviours that place individuals or specific groups at risk because of their social identity Page 11
Service improvement Definition Positive indicators Positive indicators This dimension is about improving services in the interests of the users of those services and the public as a whole. The services might be services for the public (patients, clients and carers) or services that support the smooth running of the organisation (such as finance, estates). The services might be single or multi-agency and uni or multi-professional. Improvements may be small scale, relating to specific aspects of a service or programme, or may be on a larger scale, affecting the whole of an organisation or service. verybody has a role in implementing policies and strategies and improving services for users and the public Positive indications: staff at all levels question poor practice, process and behaviour staff at all levels feel they are involved in deciding on service improvements that affect them staff feel able to make suggestions that improve their work or their area staff feel they deliver a service to a standard that they are personally pleased with staff adapt to change consistently improving care and service are provided Band At Band 7 Development Framework KSF &D Leadership Level Level 2 Contribute to the improvement of services Developing Leader Apply a robust equalities analysis Description discuss with team the likely impact of changing policies, strategies and procedures on practice; discuss changes the team can make and how to make them effective take on new work and make changes to own work when agreed, requesting relevant help if needed support colleagues in understanding and making agreed changes to their work evaluate own and others work when needed make suggestions to improve the service constructively identify where new ways of working, polices or strategies are having a negative impact on the service given to users or the public. work with planning and service delivery partners to analyse the equality impact of new policy or programme developments support managers and colleagues to implement strategies to build equality and diversity performance monitoring and evaluation and understanding their importance to delivering improved outcomes support managers and colleagues to identify and implement action planning that will improve equality of access and experience Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Appraise, interpret and apply suggestions, recommendations and directives to improve services Competent Leader Apply a robust equalities analysis Page 12
Description identify and evaluate potential improvements to the service discuss improvement ideas with appropriate people and agree a prioritised plan of implementation to take forward agreed improvements present a positive role model in times of service improvement support and work with others to help them understand the need for change and to adapt to it enable and encourage others to suggest change, challenge tradition and share good practice with other areas of the Trust evaluate the changes made and suggest further improvements where needed evaluate draft policies and strategies and feed back thoughts on impacts on users and the public analyse and interpret the priorities in the strategic and operational plans to understand the potential &D implications work effectively with service quality, performance and equalities data to identify opportunities for service improvement which will deliver strategic goals and reduce health inequalities develop workable processes and systems to build in &D impact analysis as a core component of due diligence in key decision making processes support service providers to identify realistic and relevant equality performance measures that will drive improvement in their service support service providers to design monitoring and evaluation processes that are fit for purpose in their business unit and provide the most useful indicators of improvement Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Work in partnership with others to develop, take forward and evaluate direction, policies and strategies Advanced Leader Apply a robust equalities analysis Description involve and engage users of the service and others in discussions about service direction, improvements and the values on which they are based work with others to make sure there is a clear direction for values, strategies and policies and lead the way when interests are in conflict continually review the values, strategic plans and directions of the service to take account of changing circumstances work with others to develop strategic plans and business objectives for the service. These need to be consistent with values, realistic, detailed and take account of constraints communicate values, strategic plans and service direction to help all colleagues understand how they are affected. Also create opportunities for people to contribute their views and ideas work with people affected by service improvements to evaluate the impact of the changes on the service. Feed this information into ongoing improvements develop strategic partnerships to ensure equality planning and service improvement is coherent and seamless across the community ensure effective management and governance mechanisms for building equalities analysis into service evaluation and improvement work with the leadership team to review equalities analysis and make strategic decisions to deliver sustained improvement in equality outcomes work with the leadership team to build a robust and reliable equality and diversity evidence base to ensure effective decision making Page 13
Quality Definition Positive indicators Positive indicators This dimension relates to maintaining high quality in all areas of work and practice, including the important aspect of effective team working. Quality can be supported using a range of different approaches including codes of conduct and practice, evidence-based practice, guidelines, legislation, protocols, procedures, policies, standards and systems. This dimension supports the governance function in organisations clinical, corporate, financial, information, staff etc. Quality is a key aspect of all jobs as everybody is responsible for the quality of their own work. It underpins all the other dimensions in the NHS KSF. Positive indications: people are confident in asking for support where necessary and feel well supported people respond positively when colleagues ask for help and support people feel encouraged to report errors and near misses when errors and quality issues occur the focus is on resolving the issue and learning from it there is a no-blame culture resources are used effectively people adapt to changing priorities and changing quality systems high quality care and services are delivered and improving Band At Band 7 Development Framework KSF &D Leadership Level Level 2 Maintain quality in own work and encourage others to do so Developing leader Operate from a human rights context Build organisational capacity Description follow Trust and professional policies and procedures and other quality approaches as required. encourage others to do the same; maintain professional registration if has one work within the limits of own competence and area of responsibility and accountability; get help and advice where needed work to support the team. Can be counted on when people ask for help or support prioritise own workload and manage own time to ensure priorities are met and quality is not compromised use Trust resources effectively and encourage others to do the same monitor the quality of work in own area and alert others to quality issues, reporting any errors or issues to the appropriate person. apply community consultation and engagement processes to inform decision making support teams across the organisation to implement equality and diversity action plans and processes take accountability for delivering the equality and diversity plan and manage own time to target high impact deliverables and outcomes participate in professional networks developing own skills and knowledge and sharing experience monitor the achievements of the equality and diversity plan and secure support and coaching where appropriate work with managers and teams to identify appropriate &D outcomes and performance measures support managers to secure and use equalities data to inform quality decision making Page 14
Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Contribute to improving quality Competent leader Operate from a human rights context Build organisational capacity Description promote quality approaches making others aware of the impact of quality understand own role, its scope and how this may change and develop over time in developing a high quality organisation review effectiveness of own team and help and enable others to work as a team prioritise own workload and manage own time in a manner that maintains and promotes high quality evaluate the quality of own and others work in own area and raise quality issues and related risks with the appropriate people support changes in own area that improve the quality of systems and processes take appropriate action when there is a persistent problem with quality. identify and facilitate opportunities for service users and staff to partner the agency in critical decision-making that impacts service design and delivery. support leaders and managers to incorporate service user, staff and community input into strategy and service planning support the agency to analyse the quality and Human Rights impact of all significant service design, delivery and employment decisions agree across the service and with partners the relevant equality, diversity and human rights performance measures relevant to their area of service delivery ensure that equalities data is collected, analysed and retained in a systematic, valid and ethical manner Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Develop a culture that improves quality Advanced leader Operate from a human rights context Build organisational capacity Description initiate, implement, support and monitor quality and governance systems and processes alert others to the need to improve quality; ensure others maintain professional registration be an effective member of the organisation. Works with others to develop and maintain high quality services role model quality delivery enable others to understand, identify and deal with risks to quality actively promote quality in all areas of work be responsible for continually monitoring quality and take effective action to address quality issues work with the leadership team to embed equality and diversity performance as a key quality outcome measure systemically identify where the quality of service is not consistent across equality groups and develop appropriate strategic response develop appropriate performance measurement systems that include equality and diversity outcomes with leadership team develop appropriate governance and resource allocation decision-making structures to embed equality in quality management systems. develop and manage systems for effectively collecting and utilising equality data to inform quality management Page 15
quality and Diversity Definition Positive indicators Positive indicators It is the responsibility of every person to act in ways that support equality and diversity. quality and diversity is related to the actions and responsibilities of everyone users of services including patients, clients and carers; work colleagues; employees, people in other organisations; the public in general. This is a key aspect of all jobs and of everything that everyone does. It underpins all dimensions in the NHS KSF. Successful organisations are the ones that reflect the richness of diversity that exists in society and will include people of different: abilities; ages, bodily appearances; classes; castes, creeds; cultures; genders; geographical localities; health, relationship, mental health, social and economic statuses; places of origin; political beliefs; race; religion; sexual orientation; and those with or without responsibilities for dependants. Where diversity and equality are not integral to the organisation, discrimination may occur. Positive indications: patients/public/partners, colleagues and staff feel fairly treated people feel confident in speaking up if they feel there is bias in a system or process of if they feel they have witnessed bias, prejudice or intolerance staff understand what diversity is and why it is important. Band At Band 7 Development Framework KSF &D Leadership Level Level 3 Promote equality and value diversity Developing leader Operate from a Human Rights, quality and Inclusion context Description interpret equality, diversity and rights in accordance with legislation, policies, procedures and good practice actively act as a role model in own behaviour and foster a non-discriminatory culture promote equality and diversity in own area and ensure policies are adhered to manage people and apply internal processes in a fair and equal way support the development of opportunities for service users and staff to partner the agency in critical decision-making that impacts service design and delivery. support leaders and managers to incorporate service user, staff and community input into operational planning and decision making support the implementation of partnership working arrangements and promote &D in partnership forums implement and improve the equality impact analysis of organisation s policy and process and support strategic impact analysis processes. coach and support managers and staff to implement practices that promote individual human rights, applying the FRDA principles in all interactions support individuals to take action where their human rights, individually or as a group, are being compromised Page 16
Band At Band 8 Development Framework KSF &D Leadership Level Level 4 Develop a culture that promotes equality and values diversity Competent leader Operate from a Human Rights, quality and Inclusion context Description actively promote equality and diversity monitor and evaluate the extent to which legislation and policies are applied monitor and act on complaints relating to equality and diversity actively challenge unacceptable behaviour and discrimination support people who need assistance in exercising their rights identify and facilitate opportunities for service users and staff to partner the agency in critical decision-making that impacts service design and delivery. support leaders and managers to incorporate service user, staff and community input into strategy and service planning support the agency to build relationships with key stakeholder communities and service partners internally and externally and promote opportunities for ongoing dialogue and partnership support the agency to analyse the &D impact of all significant service design, delivery and employment decisions support leaders, managers and service providers to develop practices that promote individual human rights, applying the FRDA principles in all interactions empower and where appropriate support individuals to take action where their human rights, individually or as a group, are being compromised Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Develop a culture that promotes equality and values diversity Advanced leader Operate from a Human Rights, quality and Inclusion context Description actively promote equality and diversity monitor and evaluate the extent to which legislation and policies are applied monitor and act on complaints relating to equality and diversity actively challenge unacceptable behaviour and discrimination support people who need assistance in exercising their rights work with the leadership team and strategic partners to agree shared equality goals and strategies work with the leadership team to develop and lead the delivery of a community engagement strategy that improves representation and partnership across the organisation s community develop a systematic approach to identifying Human Rights, quality and Inclusion issues emerging from the organisation s monitoring processes develop approaches to addressing complex &D challenges in the organisation and across the community Page 17
Leadership and management Definition Positive indicators Positive indicators This dimension relates to the development and promotion of the values and goals of the Trust through the effective leadership and management of the organisation, its people and its processes. Please also refer to the Clinical Leadership Competency Framework used by the regulated clinical professions, and the NHS Leadership Competency Framework, formerly known as the Leadership Qualities Framework (LQF). The behaviours and actions of our leaders and managers define how we work in our Trust. Through excellent leadership and management we know what is expected of us, we feel confident that we will be supported and we are reassured that the Trust is doing all it can to deliver the best quality services to patients, carers and the wider public. Positive indications: goals and targets met at individual and Trust levels staff feel well led staff feel they get clear feedback about how they are doing and how this fits in with the organisation patient and service user focused values and culture defined is upheld and demonstrated the Trust is prepared for the future and has impact in the community and health sectors. Band At Band 7 Development Framework KSF &D Leadership Level Level 2 Manage a small team and lead by example Developing leader Operate from a human rights context Communicate a compelling rationale Lead change Description take ownership and prepared to be held accountable model ethical behaviours make the most of current opportunities to make improvements develop and communicate standards and expected levels of performance delegate effectively and develop team members support the evaluation of KPIs in own delivery area work with leaders, managers and service providers to deliver the equality and diversity action plan. apply the FRDA principles in all aspects of their work and interactions and encourage others to do so clearly communicate the outcomes, actions and behaviours required to deliver the equality action plan deliver accurate and timely information on the achievement of equality and diversity action plan Page 18
Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Lead across teams and contribute to the culture of leadership Competent leader Operate from a human rights context Communicate a compelling rationale Lead change Description establish a culture of team work and cooperation be able to influence and persuade with own team and senior people be able to work comfortably in a complex work environment be able to spot and encourage potential create a climate of support but holds people to account set stretching and challenging goals in area of responsibility and drive the evaluation of KPIs support leaders, managers and service providers to develop practices that promote individual human rights, applying the FRDA principles in all interactions empower and where appropriate support individuals to take action where their human rights, individually or as a group, are being compromised use personal power and communication skills to deliver compelling human rights equality and inclusion messages consistently communicate the benefits of improved &D performance agree equality and diversity goals and success measures for change initiatives apply a structured change management approach to delivering and embedding systemic change Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Set the direction and tone of the organisation Advanced leader Operate from a human rights context Communicate a compelling rationale Lead change Description interpret likely change for the organisation and set direction for the future set stretching and challenging goals for the organisation and drive the evaluation of KPIs make partnerships both internally and externally and be influential within them focus own and others energy to where it will make a difference. with the leadership team identify strategic equality and diversity goals in response to changes in the community and the political and economic environment develop effective strategic partnerships to deliver equality outcomes across the whole community with the leadership team make resourcing and policy decisions that will have the greatest equality impact for the local community Page 19
Promotion of health and wellbeing and prevention of adverse effects on health and wellbeing Definition This dimension focuses on promoting people s health and wellbeing and preventing adverse effects on health and wellbeing. The promotion of health and wellbeing includes giving information to people on how to promote their own and others health and wellbeing and different forms of education (such as using a variety of teaching methods, techniques and approaches). The prevention of adverse effects might be through: improving people s resistance to disease and other factors that affect health and wellbeing; limiting people s exposure to risk; reducing the stressors that affect people s health and wellbeing. Band At Band 7 Development Framework KSF &D Leadership Level Level 2 Plan, develop and implement approaches to promote health and wellbeing and prevent adverse effects on health and wellbeing Developing leader Operate from a human rights context Apply a robust equalities analysis Build organisational capacity Description work effectively with people to identify their concerns about health and wellbeing and groups for any approaches identify how the health and wellbeing of the target group can be improved through promotion and/or prevention approaches consistent with legislation, policies and procedures involve people in the target group in the planning and development of the approaches design approaches that are based on evidence and the interests of the target group enable people to participate effectively in the promotion of their health and wellbeing and the prevention of adverse effects acts as a resource for improving health to the people in the target group, keeping a record of what has been done review with people from the target group the effectiveness of the approaches in improving their health and wellbeing create and facilitate equalities related community consultation and engagement processes and events use equalities monitoring data to identify priority areas of health concerns for protected characteristic communities and partner agency to develop targeted responses evaluate, in consultation with the community, approaches to identify differential outcomes and evolve recommendations based on evidence of outcomes Page 20
Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Develop, plan, implement and evaluate programmes to promote health and prevent adverse effects on health and wellbeing Competent leader Operate from a human rights context Apply a robust equalities analysis Build organisational capacity Description engage and work effectively with a wide range of diverse people to identify their concerns about health and wellbeing and the target group for any programmes. proactively identify the purpose of the programme and the issues it is designed to address. actively involve people from the target group in setting priorities, programme design, planning and implementation identify trends in people s health and wellbeing and other resources that people in the target group have available to them identify how these resources might be better used by people concerned identify the contribution that the programme might make work with others to produce and record a detailed plan for health improvement that is appropriate for the target group and take account of: relevant policies and strategies the different levels at which the programme needs to operate specific activities within each of those levels how the programme will be coordinated the evidence that will be used to judge its effectiveness legislation, policies and procedures work with others to implement programmes effectively for the target group evaluate with people from the target group and those involved in running the programme its effectiveness in improving health and wellbeing identify and facilitate opportunities for service users and staff to partner the agency in critical decision-making that impacts service design and delivery support leaders and managers to incorporate service user, staff and community input into strategy and service planning support the organisation to build relationships with key stakeholder communities and service partners internally and externally and promote opportunities for ongoing dialogue and partnership support the organisation analyse the equality and human rights impact of all significant service design, delivery and employment decisions develop effective mechanisms for building and maintaining an accurate profile of the local community agree across the service and with partners the relevant equality, diversity and human rights performance measures relevant to their area of service delivery work with key partners to share information to build a deeper and richer understanding of community needs and opportunities for more targeted service delivery support service providers to design monitoring and evaluation processes that are fit for purpose in their business unit and provide the most useful indicators of improvement Page 21
Band At Band 9 Development Framework KSF &D Leadership Level Level 4 Promote health and wellbeing and prevent adverse effects on health and wellbeing through contributing to the development, implementation and evaluation of related policies Advanced leader Operate from a human rights context Apply a robust equalities analysis Build organisational capacity Description evaluate the thrust of policies and identify the impact they will have on health and wellbeing, their consistency, their inclusiveness, evidence of effectiveness alert decision makers to issues that will affect health and wellbeing be consistent with evidence and offer constructive solutions to tackle these issues produce clear and concise arguments for decision makers that outline the benefits of improving health and wellbeing and the risks of not doing so draft inputs to policy documents that are consistent with evidence and relevant legislation and help decision makers move forward uses a range of different methods that are capable of achieving change in others policies evaluate the impacts of policies on improving the healthy and wellbeing of the population concerned with the leadership team identify the key equality-related differentials in health status across the community develop effective strategic partnerships to engage target communities in working with the organisation to identify and develop appropriate solutions develop and agree mechanisms for ongoing dialogue with the community, ensuring representation of target communities in critical decision-making groups develop performance measures and effective evaluation strategies to monitor the health of the community and target communities. Page 22
IK 2: Information collection and analysis Definition This dimension is about is about gathering, analysing and interpreting data and information for a wide range of purposes (including audit, research and the production of standards and guidelines), in a wide range of contexts. A distinguishing feature of this analysis and interpretation is that it aims to answer a question. The question may be posed within the organisation or service (such as to meet the requirements of legislation, for assessment and care, for diagnosis and treatment, financial management, trends in the population s health, for the formulation of organisational policy) or it may come from outside the organisation (for example, from the public, from users of services, from other agencies, from the media). The outcomes of the analysis and interpretation may be presented in a wide range of different ways including: charts, tables, spreadsheets, pictures and diagrams; in written reports, policies, schemes and accounts; or electronically such as on the web. Band At Band 7 Development Framework KSF &D Leadership Level Level 2 Gather, analyse, interpret or present extensive or complex data and information Developing leader Build organisational capacity Apply a robust equalities analysis Communicate a compelling rationale Description formulate and agree with others: the questions to be answered and the issues to be addressed by the data/ information; the concepts to be used for data and information collection, management and analysis, interpretation and reporting identify appropriate and valid sources that can provide data and information of sufficient quality and quantity identify, develop and implement a range of valid, reliable, cost effective and ethical methods for addressing the agreed questions and issues, minimising disruption to the people providing the data/ information and complying with relevant policies and procedures define and implement search strategies for reviewing data and information and summarising results monitor the quality and quantity of the data and information and take the necessary steps to deal with any problems and maintain data quality collate and analyse data and information using methods appropriate to: the initial question/issues to be addressed the nature of the data and information work in partnership with leadership team and managers to agree the equalities data required to make effective policy and planning decisions work with service managers and relevant experts to develop effective and culturally appropriate data collection processes support the collection of qualitative data to further inform decision-making analyse equalities data to identify any significant differences in community health or organisations performance. present relevant patterns in equalities data clearly and accurately Page 23
Description (continued) interpret, appraise and synthesise data and information appropriately and identify: consistency and inconsistency in the outcomes any limitations in the analysis used continually hold issues raised open to question develop justifiable and realistic conclusions and recommendations to time and present them using format, layout, images and structure appropriate to: the needs and interests of the intended audiences accepted conventions and protocols the intended purpose of the presentation Band At Band 8 Development Framework KSF &D Leadership Level Level 3 Plan, develop and evaluate methods and processes for gathering, analysis, interpreting and presenting data and information Competent leader Build organisational capacity Apply a robust equalities analysis Communicate a compelling rationale Description gather and analyse sufficient information to: evaluate current performance and capacity in data and information analysis and presentation identify compliance and legislation, policies and procedures identify current problems/issues predict future needs assess capacity to meet future needs identify possible solutions determine and implement appropriate ways of improving data and information analysis and presentation, taking account of relevant factors produce realistic and justifiable proposals for improving data and information analysis and presentation develop, test and finalise proposals for improvements develop effective mechanisms for building and maintaining an accurate profile of the local community agree across the service and with partners the relevant equality, diversity and human rights performance measures relevant to their area of service delivery work with key partners to share information to build a deeper and richer understanding of community needs and opportunities for more targeted service delivery ensure that equalities data is collected, analysed and retained in a systematic, valid and ethical manner work effectively with service quality, performance and equalities data to identify opportunities for service improvement which will deliver strategic goals and reduce health inequalities Page 24