www.eoe.hee.nhs.uk

Induction BookletAutumn 2015

Improvement Leaders Collaboratives Programme

Leader SystemDelivery

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SustainabilityImprovement

Culture

HealthValuesCarerCommunity

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Outcomes

Wellbeing

Integrated

Priorities

Shared purpose

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Introduction

Congratulations for being nominated by your system and being part of a collaborative that has made a successful application to participate in this brand new Improvement Leaders Collaboratives (ILC) programme. This exciting programme, designed and delivered in partnership between The King’s Fund and Hay Group, builds on the enormous success of the Change Leaders programme (2012-14). However it has been completely re-designed in light of the most recent changes to policy as outlined in the NHS Five Year Forward View (2015), with the emphasis on new models of care, including integrated care, and system leadership in particular.

The approach will help you build your skills and competencies as a leader and member of a collaborative, inspire you, and equip you with a range of practical tools and techniques to deliver service improvement across boundaries - including those of role, team, organisation and sector.

Each collaborative is part of a geographically based cohort, with opportunities to work across systems and build relationships within systems as an integral part of the design.

I hope that you enjoy the ILC programme and that it is of benefit to you individually, as a collaborative and as a representative of a system in achieving your goals and aspirations.

The programme team and I look forward to meeting and working with you on the programme.

Karen BloomfieldLeadership and Organisational Development Manager Health Education East of EnglandEmail: kbloomfield@nhs.net Telephone: 01223 597 634Mobile: 07879 898 071Website: www.eoe.hee.nhs.uk

Welcome to the Improvement Leaders Collaboratives Programme

Contents

Welcome 3

Programme Overview 4

Programme Components 8

Programme Dates 15

Our commitment to you as Programme Providers 16

Your commitment to us 17

Sponsors Role 18

Participants and Interventions 19

Contact Details 29

Programme Facilitator Profiles 30

Resources 36

What we hope ILC will mean for individual participants 40

What we hope ILC will mean for collaboratives 42

Notes 43

Doodles / Thoughts / Must Dos 47

Address Book 51

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain

in its’ success, than to lead in the introduction of a new order of things.

Niccolo Machiavelli

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Improvement Leaders Collaboratives Programme Overview

JUNE2016

JULY2015

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CESS TO

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Residential module

Webinar

Impact Groups

Masterclass

CLOSING EVENT15 June 2016

APPLICATIONPROCESS

Step 1 Contact Workforce Partnership

Step 2 Fill out form ensuring

sponsor’s support

Step 3 Submit form by 10 August

LAUNCH EVENT 1 October 2015

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ND

/OR

MEN

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Programme aim

The ILC programme is a high impact programme designed to develop the individual and system leadership capabilities of clinical leaders and managers from across all sectors involved in delivering services to communities to promote health and wellbeing.

This is a brand new programme and represents an exciting and innovative learning and development opportunity for the system, commissioned by Health Education East of England, and delivered in partnership by The King’s Fund and Hay Group. Each collaborative will be leading initiatives, interventions or programmes of work which support the delivery of high quality, effective, compassionate care.

Improvement Leaders Collaboratives will equip people with essential improvement tools and methods as well as develop leadership capabilities personally and collectively. The goal is to enable improvement and innovation across the system through the collaborative, sharing a common purpose and vision of improving health and health outcomes for communities.

Delivery Model

IMPR

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SYSTEM

Quality

Improvedpatient

outcomes

Innovation Culture

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Programme objectives

The overall objectives are to:

• Createanetworkofsystem leaders who have the energy, enthusiasm and capability to motivate and innovate across organisational boundaries;

• Developacadreofimprovement leaders;

• Supportparticipantsin making purposeful interventions into the system that make a tangible impact on the health and well being of the communities;

• Empowerprogrammeparticipants to shape and lead the future of health care delivery across the east of England.

Principlesunderpinningthe Health EducationEast of EnglandApproach

Our principles are that leadership development:

• Recognisesthedifferent starting points and learning styles of individuals;

• Enablesandfacilitatesservice improvement and delivery;

• Integratesdevelopment and learning between disciplines, professions, and organisations;

• Buildsonandcomplements existing leadership capability, skills, knowledge and behaviours.

Make heroes out of the employees who personify what you want to see in the organisation.

AnitaRoddick(1942-2007)BusinessLeaderandinfluentialfounderoftheBodyShop

Your Programme Learning Site

For the web page please go to: http://eoeleadership.hee.nhs.uk/ilc • Thesewebsitepagesarededicatedforyouruse.Theywillhave

all of the information you need for each component of the programme.

• Informationaboutprogrammeinterventionswillbeaddedatleastone week in advance and all reading materials and preparation will be available on this site. Please check back regularly for updates.

• It’sOKtosharethislinkwithyoursponsorandanyoneelseyoumaybe working with if this is relevant to your work as a collaborative.

• Alsopleasenotethatthelinkisn’tavailableon,orvisiblefromthefront pages of, the main Health Education East of England website.

Launch event

The launch event on Thursday 1 October marks the formal start of the programme. The day will bring together all participants from 10 collaboratives together with sponsors, a range of other stakeholders and some past participants of the Change Leaders programme. It is a day designed to help you to begin the formal work of the programme and act as a bridge between the application process and the residential module. It will enable you to network, make connections and share experiences. You will hear from a range of speakers all of whom have a particular perspective to share on their experience of leading within a system, or of the policy context.

The Residential Module

The residential module is designed to enable you to take the time and space to think, get to know each other as collaboratives and as part of a wider system, review any action taken this far, and plan and prepare ongoing work as a collaborative. The module is residential in order to ensure maximum opportunity for learning at the level of self, collaborative and system. The content will be stretching and practically useful. You will be working with a facilitator from The King’s Fund and Hay Group who will work with you through content in a way that is most helpful to you as a collaborative and whole group. Our approach will be primarily experiential in nature, with a strong emphasis on learning by doing and paying attention to thoughts, feelings and behaviours triggered by the work, with time to make sense of the meaning or relevance to your work as a collaborative in practice.

Objectives

• Togiveparticipantsanopportunitytodevelopgoodrelationshipsintheircollaborative that will help them to be high achieving teams.

• Togivecollaborativesanopportunitytobeginfocusingontheirprojects.• Todeliverarangeofmaterialsthatwillhelpwiththisprocess.

Improvement Leaders Collaboratives Programme Components

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Webinars

There will be three webinars delivered by national and international experts in their field. We have intentionally not planned the content of the third webinarinordertobeabletorespondflexiblytoyourcollectiveneedsaswe come to better understand them. The content of the first two modules is as follows:

Webinar 1 Using data and measurement for improvement

Martin Land, Director, Landmark Health Consulting and Leadership Associate, The King’s FundTuesday 10 November 2015 (2.00-3.30pm)

This webinar will systematically explore the use of data to drive improvements. We will introduce and take an overview of approaches such as improvement models, PDSA cycles, driver diagrams, and the setting of aims and improvement measures. The webinar will introduce concepts, give NHS examples and suggest where you can go for more information and resources to help you use such methods. It will be practical, relevant and interactive in looking both at how things work in theory and the often messy, emergent reality of QI practice. Martin’s approach is rooted in extensive experience of supporting a wide range of improvement projects and practitioners, both clinical and non-clinical, at national and local levels.

Webinar 2Unconscious process, systems psychodynamics and the practice of system leadership

AnneBenson,PrincipalConsultantandResearcher,TheTavistockInstituteThursday 7 January 2016 (2.00-3.30pm)

In this webinar Anne will describe some key unconscious processes and how these might be relevant in determining what effective leadership behaviours might look like when leading across systems. She will explore

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how and why there might be a difference between that which we see happening “at the surface”, for example behaviour at a meeting, compared to what might be happening “below the surface”, for example what might some of the basic impulses be as experienced in a meeting, which might drive the behaviour that we see. This is called systems psychodynamics.

Webinar 3The content of this webinar will be confirmed at a later date

Wednesday 10 February 2016 (2.00-3.30pm)

The webinars will be streamed live and will be interactive. Once delivered the webinars will be available to view again on the microsite. Joining instructions for the webinars will be made available prior to the first webinar. These will include advice on how to test your device to ensure compatibility.

Evaluation

You will be sent a link to Survey Monkey following each module and a reminder to complete the evaluation after one week. We value all feedback and comments to enable us to be responsive and appreciate your support in this.

Masterclasses

The programme will provide an opportunity for all participants and sponsors to come together on two occasions for a masterclass. These are important occasions not only to hear from experts and senior leaders but also to re-connect with each other as participants on the programme. The content of the masterclasses is intended to be inspiring, engaging, thought provoking and relevant to the purpose and the tasks of the various collaboratives.

Masterclass 1 Creating effective organisational cultures

Professor Michael West Tuesday 17 November 2015 (10.00am-1.00pm), venue tbc

In this masterclass Michael will talk through his extensive research which seeks to understand the dimensions of effective organisational culture and engage in dialogue around some of the practical implications of these findings.

Masterclass 2The content of this masterclass will be confirmed at a later date

Thursday 14 January 2016 (10.00am-1.00pm), venue tbc

You cannot be a leader, and ask other people to follow you,

unless you know how to follow, too.

Vince Lombardi

In the past a leader was a boss. Today leaders must be

partners with their people. They no

longer can lead based on positional power.

KenBlanchard

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Impact Groups

The Impact Groups are a very important part of the programme. You will form the membership of your groups at the residential module. Each group will meet on five separate occasions for a full day. Each Impact Group will work with the same facilitator throughout the programme. Whilst it may be possible and desirable for other colleagues to join you at some of the programme interventions (such as the masterclasses for example), membership of the Impact Groups will remain fixed and closed throughout.

The approach to working in an Impact Group will be similar to that of working in an Action Learning Set (ALS) in so much as each group will useaspecificmethodologytoenablereflection,learningandaction.However, working with your facilitator, you will be able to identify topics or themes common to you as an Impact Group which can then be explored more deeply using particular tools, frameworks, models and approaches as a group. In so doing, you will be drawing on the explicit knowledge and experience of your facilitator as coach-mentor to meet your skill and knowledge needs.

Consultancy offer

As you begin work as a collaborative and as a cohort you may discover a particular development need or identify a request for help or support that may not necessarily be met by other aspects of the programme. It may be, for example, that you are planning a system wide event as part of the work of your collaborative and would appreciate some external facilitation at the event. It could be that there is a particularly technical aspect of your work as a collaborative that you would appreciate some expert support around. The consultancy offer as part of this programme is intended to help meet some of these needs. More information about the consultancy offer and how you can access it will be made available during the residential module.

360 feedback

The use of 360 degree feedback in leadership development programmes is now widely established and the approach well recognised and validated as a way of increasing self-awareness, self-confidence and behavioural flexibilityinrole.

If you have never received 360 feedback on your leadership behaviour before, or if you last received 360 feedback more than 18 months ago, then we would strongly encourage you to undertake this process at some point during this programme.

If you are currently working in the NHS we would ask you to use the Healthcare Leadership Model and related 360 tool. If you are not working in the NHS but believe the competencies described in the model are relevant to your role you may also register for this tool.

You will find the 360 tool, a description of the Healthcare Leadership Model and a list of accredited feedback facilitators at the following link: http://www.leadershipacademy.nhs.uk/resources/healthcare-leadership-model/supporting-tools-resources/healthcare-leadership-model-360-degree-feedback-tool/

We will provide an access code which covers the cost of this. If your background is non NHS there may be a more appropriate 360 tool for you to use for the purpose of feedback. If you are unsure we would recommend speaking to a member of the programme team in the first instance.

Truly great leaders spend as much time collecting and acting upon feedback as they do providing it.

Alexander Lucia

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Coaching

All participants have access to 1 to 1 coaching through the East of England Coaching register of NHS Coaches.

Coaching can assist an individual to achieve improved performance, productivity and delivery of objectives, but can also help at times of careertransitionandchange.Researchhasshownthatcoachingcanbeof real benefit to individuals during their first 100 days in a new role or undertaking a new project.

The NHS coaches on the register have completed an accredited coaching skills training programme. They undertake coaching as part of their role. There is a profile for each coach, so that you can consider who you wish to contact. If you wish to apply for coaching, please register and if successful you will receive a password to log in within 1 to 2 days and you can view the full profiles of the coaches and apply for coaching directly to a registered coach.

Once you have made contact with the coach, you can then have an initial conversation to discuss your position and reason for seeking coaching. If you then proceed to establish a coaching arrangement, you agree the time and venue for coaching sessions and contract with your coach. A coach can offer three to four coaching sessions, each usually lasting between one to two hours. Coaching sessions should be approximately 4 to 7 weeks apart to allow the coachee to undertake agreed actions, but this will be determined on an individual basis. At the 3rd coaching session, you can review progress with your coach and conclude the sessions or agree any further sessions, as appropriate. Each coach determines the number of people that they can offer coaching with at any one time, so there are times when a coach may have a waiting list. Each coach has a maximum of 3 to 4 coachees at any one time. Each coach determines whether they are able to travel to meet with a coachee or whether they ask coachees to travel to their place of work.

To access coaching please register at https://coaching.eoe.hee.nhs.uk/

Launch event All collaboratives

CambridgeBelfryHotel,CambourneThursday 1 October 2015

Webinars All collaboratives

Webinar 1: Tues 10 November 2015Webinar 2: Thurs 7 January 2016Webinar 3: Wed 10 February 2016

Masterclasses All collaboratives

Masterclass 1: Tue 17 November 2015Masterclass 2: Thursday 14 January 2016

Bedfordshire & Hertfordshire and Cambridgeshire & Peterborough collaboratives

Residential module:

Monday 5 to Wednesday 7 October. Holiday Inn, Impington, Cambridge

Impact Groups:

Impact group 1: Wednesday 28 October 2015Impact group 2: Wednesday 9 December 2015

Impact group 3: Tuesday 19 January 2016

Impact group 4: Wednesday 2 March 2016

Impact group 5: Tuesday 12 April 2016 ORTuesday19April2016

Norfolk & Suffolk and Essex collaboratives

Residential module:

Monday 12 to Wednesday 14 October. Venue tbc

Impact Groups:

Impact group 1: Wednesday28October2015ORTuesday 3 November

Impact group 2: Wednesday 9 December 2015

Impact group 3: Tuesday 19 January 2016

Impact group 4: Wednesday 2 March 2016

Impact group 5: Tuesday 12 April 2016 ORTuesday19April2016

Closing Event All collaboratives

Wednesday 15 June 2016Venue tbc

Improvement Leaders Collaboratives Programme Dates

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Health Education East of England has contracted with The King’s Fund and Hay Group as a provider partnership to deliver this programme. We have sought to create a stimulating and inclusive programme that is:

• DesignedtoappealtoallNHSorganisations;

• Aboutbuildingacommunityof Improvement Leaders Collaboratives;

• Aimingtoequipparticipantswith the necessary skills to play their part in delivering world-class standards in health and health services to the East of England population.

As programme providers we will strive to:

• Deliverthehighestqualityprogramme, meeting, and where possible exceeding, your expectations;

• Equipyouwiththenecessaryskills and tools to succeed in your current and future career aspirations;

• Listenandrespondpromptlytoyour needs and suggestions;

• Beasflexibleaspossibletoaccommodate any change of plan;

• KeeptheProgrammeLearningSite updated at http://eoeleadership.hee.nhs.uk/ilc

• Beaccessiblethroughoutthelife of the programme.

Our commitment to you as Programme Providers

As programme participants we ask that you:

• Fullyengagewithallcomponentsoftheprogramme,bothindividuallyand with fellow participants;

• Attendsessionswithyourgivencohort-switchingbetweencohortsisnot possible as it interrupts the learning community;

• LetTracyNottage(t.nottage@kingsfund.org.uk) know at the earliest opportunity should you be unable to attend any of the sessions;

• Arrivepromptlyforallsessionsandstayforthefulldurationofthesession;

• Printallmodulerelatedmaterialsandbringthesewithyou-fromanenvironmental perspective, we won’t have multiple copies of materials at sessions;

• Provideconstructivefeedbackonallelementsoftheprogrammetoensure consistent high quality of both current and future programmes;

• Ensureyoursponsorisawareoftheprogrammecontentoveralland that this is discussed at your 1 to 1s.

Your commitment to us

Ensure your availability for all components of the programme. Attend all modules and impact groups - this is essential both for your learning and the learning of the group. Please note that a certificate of attendance will only be given if you have attended 85% of the programme components.

I have not failed, I have merely found ten thousand ways that won’t work.

Thomas Edison, inventor of the light bulb

1918

We know from our experience that the role of sponsor is a very important one if the collaborative gains as well as individual participant gains are to be maximised during and beyond the programme.

Sponsors are asked to attend the launch and final closing event in support of both the participants and by way of acknowledgement of the significance of the role.

Sponsors are asked to keep in contact with collaboratives throughout the programme and ensure that progress with projects and the service improvement outcomes remain relevant and are aligned to the systems’ strategic objectives.

Sponsors Role Participants and interventions

Bedfordshire and Hertfordshire Workforce Partnership

Collaborative: Dementia Alliance

Collaborative Members: Jennifer Godwin and Jaki Whittred

Aims/vision of what the collaborative will achieve:

• Improvethecareandsupportprovided to people with dementia and their carers in BedsandHertsbyprovidinganintegrated and co-ordinated approach across the dementia pathway.

• Provideafocusforthecombined expertise on dementiaacrossBeds and Herts and a collective voice influencing:

- Health and social care and innovation in practice - Education and training - Researchanddevelopment• Developacompetent

workforce, able to provide effective care and treatment.

• Becomethe‘go-to’organisation for best practice in dementia across BedfordshireandHertfordshire.

Ultimate goal is to improve the care and support provided to people with dementia and their carersinBedsandHertsbyproviding an integrated and co-coordinated approach across the dementia pathway.

Collaborative: Better Together Programme

Collaborative Members: Augustina Williams, Tracy Fitzsimmons, Marilyn George, Anne Adams, Diane Hull and Paul Lindars

Aims/vision of what the collaborative will achieve:

• Todeliveraclinicallyandcosteffective integrated model of health and social care which both prevents inappropriate admission to hospital and

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supports timely discharge for appropriate people in Luton.

• Todevelopskilled,capable,flexibleandintegratedmulti-disciplinary teams across the whole local health and social care system.

• Totransformthewaycommunity services in Luton are developed and provided.

• Toimprovepatientexperienceand patient confidence in community services.

• Toinvolvepatientsintheplanning and management of their care.

Goal is to develop stronger, more integrated ways of working across the health and social care system and to role model what they have learnt so that improvement leadership capabilities are spread across all organisations involved in the effective delivery of this collaborative project.

Collaborative: Home First ServiceHertfordshire

Collaborative Members: Sabina Tai, Emma Nicol, Charlie Cadogan, Heidi Hall, Liz West and Jamie Parsons-Haines

Aims/vision of what the collaborative will achieve:

To build on the model of care and develop ways of making the model more integrated in its approach to care. This will include the development of integrated care pathways and the formation of new integrated roles. As a collaborative we will have the opportunity of developing the necessary tool kit to develop the HomeFirst model of care and become a leading example of an integrated community service in the UK. The ultimate goal is to address the challenges of providing an integrated service and identify ways in which these can be overcome. The wider benefits from an organisational point of view will be the emergence of new leaders who

will drive quality, innovation and efficiency.

• Betterhealthoutcomesthrough the development of care pathways and protocols using an integrated approach.

• Thecollaborativewillpromotea more integrated approach to care through the development of an integrated model.

• ThecollaborativewillenableHomeFirst to develop integrated roles and development ways in which to retain staff within the organisation.

Cambridgeshire and Peterborough Workforce Partnership

Collaborative: Enhancement of the Endoscopy Service

Collaborative Members: Lorna Clinton, Justin Wilkinson, Amy Edwards and Shaun Fretter

Aims/vision of what the collaborative will achieve:

• Expandcurrentskillsandknowledge. Successfully deliver the project which improves patient and staff experience and outcomes. Develop valuable network links.

• Sharelearningwithcolleagues,support others through service improvement projects.

• Workingwithcolleaguesinthe wider health economy, improving relationships and communications and developing new ones.

The goal is focused on improving the quality of patient care and experience through the enhancement of the Endoscopy Service.

The outcomes therefore are multi-fold; primarily as Lead Sponsor there is the development of both individualandteam‘ImprovementLeadership’ capability which generates ongoing passion, drive and commitment within this directorate, organisation and local system; secondly there

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is the improvement outcomes and generated positivity for the patients and families using our services (to best experience and effect); thirdly there is the establishment of the service as a key provider of care within our local community and beyond (attracting business through quality service provision) but also that there is the value in which we place our staff, using programmes of development such as this to instil pride and passion, enhanced talent/succession planning and ultimately building a sustainable model/cycle of continuous improvement by talented, trained and motivated staff.

Collaborative: System Transformation Programme

Collaborative Members: MartinStefan,DavidRoberts,Dawn Jones and Julia Walsh

Aims/vision of what the collaborative will achieve:

• Toacquiretheknowledge,skills and behaviour to drive through health system transformation by having open and honest debates about the challenges, accepting responsibility for addressing the challenges and implementing transformation and innovation across the system.

• Toequippeoplewiththeskillsand behaviour to implement system transformation and to share the skills and behaviour with employees across the system via mentoring, coaching, learning and positive debate.

• Toimplementsystemtransformation programmes and projects which improve quality of services, patient experience and empowerment and deliver financial sustainability for the future.

The ultimate goal is for implementation of delivery of transformation programmes and

projects across the health and care system - e.g. for providers, partners and commissioners.The outcomes for the collaborative, organisation(s) and the local system focus on improved quality of care, service transformation, and integrated models of care, patient empowerment and financial sustainability.

Collaborative: Children and Young People

Collaborative Members: Samantha Carr, John Peberdy and Alison Sansome

Aims/vision of what the collaborative will achieve:

• Improvedoutcomesforchildren and young people in Cambridgeshire.

• Truststrategicobjectives.

• CambridgeshireandPeterborough System Transformation.

• ChildrenandMaternityworkstream.

Ultimate goals include: • Opportunitytoreflect,be

challenged and stretched to improve the way we are:

- working together as a collaborative - approaching the delivery oftheCYPServiceRedesign Programme - engaging and working with CYP and staff in the delivery of the Programme - working with other Partner organisations - specifically CAMH and CCC Children’s Services

• Developourindividualandcollective capabilities as improvement leaders:

- how to maximise our individual strengths and strengths as a collaborative - identify areas for development tools and techniques to address these areas for development - improve our personal impact as leaders - learn from others in the local system

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• Developstrategiesformanaging the complexity of implementing change with other organisations that may have different timelines and priorities, organisational agendas and cultures. In particular, strategies to manage the following challenges:

- move past the vision and objective setting stage - often all organisations agree to a vision, objectives and principles of a change, however the challenge comes when changes to practices and cultures are needed. - potential for no change to take place as a consequence of interdependencies on other organisations - getting the balance between focusing on implementing changes within our own organisation that are within our control whilst also working with other partner organisations who may have similar aims but whose timelines and priorities are different to those of the

Trust.

Collaborative: Older People’s medicine, Acute Medicine and Surgical services

Collaborative Members: DebbieBryant,SueFenson andRonaConnick

Aims/vision of what the collaborative will achieve:

Gain new leadership skills. This will enhance our ability to undertake change management across our organisation. Specifically our learning objectives include:

• Enhancedpeoplemanagementskills, particularly reassuring staff through the change process and bringing them with us on our journey. We are keen to enhance our ability to undertake difficult conversations with staff whose role might change or who are nervous about the direction of travel of the hospital.

• Enhancedprojectplanningandmanagement skills. We are all keen to improve our planning

skills, writing action plans and writing project reports.

• Staffengagement.Wehavea clear vision of what our transformation projects should be like and want to know how best to share this with other people so that they want to be involved. This includes getting our staff to contribute their ideas and passion and to give them enhanced skills and knowledge so that any change can be embedded and sustained in our organisation.

Goal is to become a vanguard site for elective surgical services. We are focusing on increasing provision of some specialist surgical services particularly ENT, plastics and urology with the aim of becoming a hub of excellence and the elective surgery site of choice.

Byfocusingonandimprovingpatient pathways we are improving patient experience, clinical outcomes and efficiency across the wider healthcare economy.

Essex Workforce Partnership

Collaborative: Bringing personalised care closer to home for older people

Collaborative Members: Kerry Hooper, Kristina Galatiltyte, AlisonConnolly,AndrewBrown,KarenBrazier,AndrewGardenerandBridBoraks

Aims/vision of what the collaborative will achieve:

• ProvideCIC,workingwithpartner organisations, is working to bring about a shift in the delivery models for care in mid-Essex. The initiative will serve to deliver improvements to the patient experience and patient care and will fundamentally change the way the system delivers care through a lead provider model and outcomes based commissioning.

• Thecollaborativewillbuildonexisting relationships, enabling a much more structured

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and considered approach to implementing. It is anticipated that this will support sustainable change.

• Thegoalofthesecross-organisational delivery models will require a very different type of leadership - taking a much more system wide perspective. The collaborative will enable the leadership approaches to be explored in a safe environment and for participants to receive feedback through the process that further contributes to their individual development and self-awareness, but also a group understanding of the impact of particular leadership styles and approaches.

• Theintroductionandstrengthening of these leadership approaches and styles will have an impact on the wider system. The approaches developed will then serve as a basis/platform for future system wide improvement initiatives.

Collaborative: The Five Year Forward View

Collaborative Members: Judith Livesley, Victoria Sawtell, Lynne Gordon, Graham Seward, Prashant Arora, Lisa Stilwell, Sharon Wyatt and Pam Green

Aims/vision of what the collaborative will achieve:

A leadership learning set with a practical project that will enable them to use the new skills they have acquired from the training to move the project forward at pace.

• Thecollaborativeexpectstoget a more robust relationship across the leaders and therefore their respective organisations.

• Greaterunderstandingofeachothers organisational form and empathy.

• Integratedworkingatformaland informal budgets.

• Advocatesforthisstyleof learning and the wider integrated working process.

• Increasedtrustinthecollaborative leading to pooled budgets

Once the Clacton and Colchester pilot sites have proven the concept of working together as a collective stakeholder group, then the collaborative will require these leaders with their new confidence to spread the project geographically and through wider partners where their natural alignment is discovered during the pilot process. The employing Organisations will gain the below from the ILC: -

- supporting the emerging leaders of their organisation

to develop their leadership competency in a sustainable integrated way that is fit for the development and wider adoption on the new models of care as referenced in the 5YFW.

- establishing a trusted network of local system leaders that will create a legacy for each organisation - to reduce the duplication of services enabling

organisations to work in the most innovative and efficient way through empowered leadership model.

• Facilitategreaterrespectandpartnership working between organisations.

• Problemsolvedemandissuesquickly through preventative and early intervention models of care.

• Facilitateorganisationaltransformation, particularly in primary care as this is where the system change will be focused and the leadership learning set are wrapped around community services which will include aspects of secondary care.

• Savingsatasystemlevelthatwill be shared through partner organisations

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Norfolk and Suffolk Workforce Partnership

Collaborative: Integrated model with emphasis on the frail, elderly and risk stratified patients

Collaborative Members: BeckyCooper,StuartMorton,LouiseCornell,JoBritton,FionaCraig, Fiona Syder, Gabi Trojan andRebeccaChampion

Aims/vision of what the collaborative will achieve:

Aim: Develop key skills. Delivering a change of how our community and primary care assets work collaboratively and deliver services to patients and become 4 mini health/social care economies.

Goal:Broadnetworkofcontactsthat will be developing similar system change to ensure they can use same ideas and techniques from elsewhere.

The greatest danger for most of us is not that our aim is too

high and we miss it, but that it is too low

and we reach it.

Michelangelo

The best innovators aren’t lone geniuses. They’re people who

can take an idea that’s obvious in one

context and apply it in not-so-obvious ways to a different

context.

HarvardBusinessReview

Partnership Programme Lead

MatthewRice,SeniorConsultant,LeadershipDevelopmentThe King’s Fund, 11-13 Cavendish Square, London W1G 0ANTelephone: 07785 628 929Email: m.rice@kingsfund.org.uk Website: www.kingsfund.org.uk

Programme Coordinator

Tracy Nottage, Programme Coordinator, Leadership Development The King’s Fund, 11-13 Cavendish Square, London W1G 0AN Telephone: 0207 307 2593Email: t.nottage@kingsfund.org.uk

Health Education East of England Karen BloomfieldLeadership and Organisational Development Manager Email: kbloomfield@nhs.net Telephone: 01223 597 634

Kasia CalkaLeadership Programme Co-ordinatorEmail: kasia.calka@nhs.netTelephone: 01223 597 709

Contact Details

Like lots of breakthroughs,

the Fosbury Flop (now the standard

in Olympic high jumping) looked

strange the first time you saw it. Really

strange.

Tom Kelly IDEO

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Programme Directors:

Matthew RiceSenior Consultant, Leadership Development, The King’s Fund

MatthewRicejoinedTheKing’sFundfromtheRoyalCollegeofNursingwhere he was learning and development manager. Matthew has a clinical background and is an experienced organisational development facilitator. His clients have included universities, communications, media and public relations agencies, as well as local, regional and national public sector organisations. He has worked with the NHS Working in Partnership Programme, the Department of Health and professional bodies including several royal colleges. Matthew’s specific interest is clinical leadership development and some of his most recent commissions have been in support of medical leadership development in the acute sector. He has published several articles on leadership development and designed and developed national resources on clinical team development. His developmental approach is rooted in a commitment to working collaboratively in the design and delivery of programmes of work, with a strong emphasis on inquiry, supportive challenge as well as pragmatic action. Matthew is a master practitioner of neuro linguistic programming, has trained in the use of a range of psychometric tools and is an accredited NHS leadership framework trainer and feedback facilitator.

Marisa ChattersonSenior Consultant, Hay Group

Marisa Chatterson has been at Hay Group for 10 years and is an experienced facilitator who has worked with all levels of leaders across the public, private, and not for profit sectors. Marisa’s particular interest and expertise is around the factors that motivate and engage staff in the workplace in order to improve performance. She works regularly with leadersacrosstheNHS,fromBoardtomid-levelLeadandhasbeen providing coaching to Chief Executives, Aspiring Directors and other emerging leaders. Marisa is a chartered occupational psychologist and FellowoftheBritishPsychologicalSociety.

Programme Facilitator Profiles

Programme Coordinator:

Tracy NottageSenior Programme Coordinator, The King’s Fund

Tracy Nottage joined The King’s Fund in 2004. She works as senior programme coordinator on the Improvement Leaders Collaboratives programme,BuildingCollaborativeLeadershipprogramme,BoardLeadership programme, and on various programmes relating to integrated care. Prior to this Tracy worked as an events coordinator within the financial securities industry. She set up her own events partnership in 2002, catering for the same market. From 1988-2000 Tracy worked at Ernst & Young, initially in the audit department, then for corporate finance.

Working with Norfolk and Suffolk and Essex Workforce Partnership collaboratives

Paul EnglandLeadership Associate and Delivery Lead, The King’s Fund

Paul England joined the Leadership Faculty team at The King’s Fund in July 2008, having worked as a freelance trainer and consultant for the previous 10 years. His work has spanned the private, public and third sector, including organisations from local government, social care, probation, and finance. He is now part of the Leadership Associates team. He has been involved in both designing and delivering leadership development programmes using a variety of delivery methods from formal training settings to action learning and coaching. Having worked at a senior management level in both the private and third sector, Paul brings a breadth of knowledge and insight into the complexities of the modern workplace. Paul holds an MA in change management, a post graduate diploma in humanistic counselling and is an NLP practitioner. He has worked extensively in the areas of leadership development and organisational change.

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Carl Fazackerley Consultant, Hay Group

Carl has worked in the public sector and third sector for 11 years, focussing on learning, development and assessment. He is passionate about improving performance by enabling leaders to better understand the climate and cultures they create. Carl has recently joined Hay Group as a consultant in the healthcare and life-sciences team. His previous experience includes roles as Head of Learning and Development for a London acute and community NHS Foundation Trust where he led the implementation ofvalues-basedperformanceappraisal,RegionalTrainingandProjectsManager for an international first-aid and healthcare delivery charity, and Head of Faculty in a London secondary school. Carl holds a professional masters in Education, Teaching and Learning from the University of Exeter andadegreeinHistory(BAHons.)fromUniversityofYork.

Belinda WeirLeadership Associate, The King’s Fund

BelindaWeirhasmorethantwentyfiveyears’experienceasadirector,coach,strategist and facilitator in health care settings, and across public, private and non-profitorganisationsintheUK.BeforejoiningTheKing’sFund,Belindaworked in the commercial sector for a leading management consultancy and as a partnership development manager for the world’s leading pharmaceutical company,aftergraduatingfromManchesterBusinessSchoolin2000.Priortothis, her career was in the non-profit sector, where she was Chief Executive of Community Options, a medium-size housing and care organisation for people withmentalhealthproblems,foreightyears.Belindaisanexperiencedleadership and organisational development consultant, and works at board and senior executive level in the NHS and in the private sector, with CCGs, community providers, acute trusts and social enterprises and regional networks, as well as in the pharmaceutical industry. She has a particular interest in links between organisational language and culture, in supporting women in leadership positions in the NHS and in developing collaborative leadership approaches to support whole health systems working.

Carol PitchesAssociate, Hay Group UK

Carol is an excellent facilitator and coach with over 1,000 hours of coaching. Her expertise includes leadership development, performance improvement and presentation skills. Carol achieved great success in the Commercial Performance Improvement industry working at senior management and board level for over 20 years with a handful of globally prominent agencies. She is a Level 1A Accredited Worldsview Consulting Facilitator.

Emma CornwallManaging Consultant, Hay Group

Emma is a Managing Consultant in our public sector team and the main focus of her work has been with local authorities, the NHS, central government departments and the voluntary sector. Her expertise covers the areas of talent management and assessment, development and implementation of behavioural competencies, and organisational and job design and evaluation. Emma brings to her clients an in-depth understanding of how best to organise work and how to support organisations in realising the potential of their people. Emma joined Hay Group from local government where she held a number of policy and programme management roles. She holds a Masters in Social Policy and Management and a degree in Economic History.

Working with Bedfordshire and Hertfordshire and Cambridgeshire and Peterborough Workforce Partnership collaboratives

Nikki SawyerConsultant and Delivery Lead, Hay Group

Nikki’s expertise is in assessment, development, job measurement and employee research. She is passionate about improving business

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performance through focusing on organisational design, leadership, values and culture. She is a highly experienced project manager, working across sectors and expertise to ensure smooth and efficient project delivery for localandglobalclients.NikkihasadegreeinPsychology(BScHons.)fromNottinghamTrentUniversityandisPRINCE2certified.Nikkiisexperiencedin using much of Hay Group’s methodology including Job Evaluation, TalentQ,LeadershipStyles,OrganisationalClimateandBehaviouralEventInterviews for development and assessment.

Sarah MassieSenior Consultant, Leadership Development, The King’s Fund

Sarah has more than 25 years’ experience in the NHS, most recently at NHS East of England, where she was responsible for talent management and leadership development. This work included facilitation and support of the implementation of the East of England NHS Talent and Leadership plan, the High Potential Executive Development programme, and Non-Executive Director and Chair development. In addition Sarah supported the work of the East of England Commissioning Directorate where she led leadership and organisational development interventions for emerging clinical commissioning groups. Sarah has a clinical background, working in hospital pharmacy after qualifying in 1987. In her role as Director of the South EastRegionalPharmacyEducationandTrainingTeamshewasinvolvedin developing extended roles and professional registration for pharmacy support staff at a national level. In 2002 Sarah moved into the field of workforce development, working for the Hampshire and Isle of Wight strategic health authority. Here she focused on new ways of working, associate practitioner development and the widening participation agenda. SarahwasalsosecondedtotheNationalWorkforceReviewTeamaspartof the review of ambulance service workforce development. Sarah has held several senior roles across the NHS in a range of organisations at both an operationalandastrategiclevel.SheisqualifiedatLevelBIntermediatePlusinBritishPsychologicalSocietypsychometrictestingandisalsoaccredited with the European Mentoring and Coaching Council.

Liz FinneyAssociate, Hay Group UK

Liz specialises in the facilitation of leadership and group development interventions. She designs and delivers management research studies, including customer relationship reviews, employee engagement, evaluation of Learning and Development and Organisational Development (OD) interventions. She facilitates on the NHS Leadership Academy’s Mary Secole Programme. Liz has many years of employee engagement and OD experience, as well as being a confident workshop facilitator. Liz has an English degree from the University of Cambridge.

Alison DohertyAssociate, Hay Group UK

Alison is passionate about realising the potential of all people in organisations and making a significant difference. She is adept at generating conceptual and practical possibilities and is competent in analysing them strategically to fit in with overall day to day priorities and objectives. Alison is an OD consultant, designing and implementing successful learning and OD programmes across the UK. She’s workedforfourofthetopNHSTrustsincludingRoyalNationalOrthopedic,University College London, Great Ormond Street and Moorfields to support them with Equalities and Diversity training. She has run Customer Service programmes for over five different library authorities in addition to what was the London Libraries Development Agency. Alison holds a post graduate Diploma in Human ResourceManagement.

David GossAssociate, Hay Group UK

David is passionate about developing others, working as a coach and facilitator across various industries. He is a facilitator on the NHS Leadership Academy’s Frontline Nursing and Midwifery Leadership Programme. David is a staff governor at Southern Health NHS Foundation Trust. His background is in Learning and Development. David is a member of the Chartered Institute of Personnel and DevelopmentandholdsaDiplomainHumanResourceDevelopment.

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New Models of Care and Integration

BMJ(2015)TheNHSfiveyearforwardview:lessonsfromtheUnitedStatesin developing new care models, Available at: http://choir.berkeley.edu/wp-content/uploads/2015/04/bmj.h2005.full.pdf.

HM Government (2014) Five year forward view. Available at: http://www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf

Pharmaceutical Services Negotiating Committee (2015) New Models of Care: Vanguard sites. Available at: http://psnc.org.uk/the-healthcare-landscape/new-models-of-care-vanguard-sites/

RichardLewis(2015)Newcaremodelsexplained:HowtheNHScansuccessfully integrate care, Available at: http://www.hsj.co.uk/comment/new-care-models-explained-how-the-nhs-can-successfully-integrate-care/5082594.article#.VfqUcU93uAg

Improvement Science

Health Foundation (2011) Evidence Scan: Improvement Science, Available at: http://www.health.org.uk/sites/default/files/ImprovementScience.pdf

Health Foundation (2012) Improvement science: finding the evidence to support healthcare improvement, Available at: http://www.health.org.uk/newsletter/improvement-science-finding-evidence-support-healthcare-improvement

ImprovementScienceResearchNetwork(2015)WhatIsImprovementScience? Available at: https://isrn.net/about/improvement_science.asp

Resources

Unconscious Processes

NicholasBradbury(2012)Developingleadershipbymanagingunconsciousbehaviour, Available at: http://www.hsj.co.uk/resource-centre/best-practice/flexible-working-and-skills-resources/developing-leadership-by-managing-unconscious-behaviour/5038493.article#

Andrew Campbell, Jo Whitehead, and Sydney Finkelstein (2009) Why Good LeadersMakeBadDecisions,Availableat:https://hbr.org/2009/02/why-good-leaders-make-bad-decisions

Hurley J & Linsley P (Eds) (2011) Emotional intelligence in health and social care:aguideforimprovinghumanrelationships.London:RadcliffeObholzerA&RobertsV(Eds)(1994)Theunconsciousatwork:individualandorganizationalstressinthehumanservices.Abingdon:RoutledgeBarryPalmer(2002)TheTavistockparadigm:Inside,outsideandbeyond,Available at: http://www.brl.com/images/pdfs/paradigm.PDF

StaceyR(2003)Complexityandgroupprocesses:AradicallysocialunderstandingofindividualsAbingdon:Routledge

Stapley L (2006) Individuals, groups and organisations beneath the surface London:KarnacBooks

Systems Leadership

DavidWelbourn,RobWarwick,ColinCarnall,DeanFathers(2012)Leadership of whole systems, Available at: http://www.kingsfund.org.uk/sites/files/kf/leadership-whole-systems-welbourn-warwick-carnall-fathers-leadership-review2012-paper.pdf

NHS Leadership Academy (2015) System leadership matters, Available at: http://www.leadershipacademy.nhs.uk/about/systems-leadership/

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Peter Senge, Hal Hamilton, & John Kania (2015) The Dawn of System Leadership, Available at: http://ssir.org/articles/entry/the_dawn_of_system_leadership

Action Learning

BusinessSchoolNetherlands(2015)LeadershipDevelopmentthroughAction Learning, Available at: http://www.bsn.eu/bsn/news/leadership-development-through-action-learning.html

ifal (2015) Action Learning, Available at: http://ifal.org.uk/action-learning/

Skipton Leonard and Fred Lang (2010) Leadership Development via Action Learning, Available at: http://www.wial.org/uploads/resources/d966d98730a45d93b599bda8f7b1a024.pdf

Study Guides and Strategies (2011) Action Learning, Available at: http://www.studygs.net/actionlearn.htm

360 Feedback

DavidW.Bracken,CarolW.Timmreck,JohnW.Fleenor,andLynnSummers(2001)360FEEDBACKFROMANOTHERANGLE,Availableat:http://www.researchgate.net/profile/John_Fleenor/publication/227679296_360_Feedback_from_Another_Angle/links/09e4150c604454a361000000.pdf

EricJackson(2012)The7ReasonsWhy360DegreeFeedbackProgramsFail, Available at: http://www.forbes.com/sites/ericjackson/2012/08/17/the-7-reasons-why-360-degree-feedback-programs-fail/

Leadership Academy (2015) Healthcare leadership model 360 degree feedback tool, Available at: http://www.leadershipacademy.nhs.uk/resources/healthcare-leadership-model/supporting-tools-resources/healthcare-leadership-model-360-degree-feedback-tool/

ChristianVanek(2013)Guideto360Reviews-Whatisa360?HowDoYou Administer 360 Feedback? Available at: http://www.surveygizmo.com/survey-blog/guide-to-360-reviews-what-is-a-360-how-do-you-administer-360-feedback/

Useful Websites

Hay Group: http://www.haygroup.com/uk/ Health Foundation: http://www.health.org.uk/ King’s Fund: http://www.kingsfund.org.uk/ NHS IQ: http://www.nhsiq.nhs.uk/ NHS Leadership Academy: http://www.leadershipacademy.nhs.uk/ NHS: http://www.nhs.uk/ Nuffield Trust: http://www.nuffieldtrust.org.uk/ Tavistock Institute: http://www.tavinstitute.org/

Whatever you do or dream you can do, begin it. Boldness has genius, power

and magic in it. Begin it now.

Goethe

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What we hope ILC will mean for individual participants

What we hope ILC will mean for collaboratives

ConfidenceKnowledge

Self Awareness

Inspired

Success

InsightV

isio

n

Development

Understanding

Theory

ToolkitChallenge

EquippedImproved Outcomes

Pre

pare

d

Friends

Energised

Enlightenment

Tools

Success

Focus

Sustainability

Deli

vere

d

System

Organisation

Stakeholders

Progress

Creativity

Direction

Credibility

Better PlannedStructure

Confidence

Thriving

Str

ate

gie

s

Inspiration

Expertise

Networking

Credibility

Imp

rovem

en

t

Quality Collaboration

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Notes

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Notes Notes

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Notes Doodles / Thoughts / Must Dos

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Doodles / Thoughts / Must DosDoodles / Thoughts / Must Dos

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Doodles / Thoughts / Must Dos

Name Tel/Email

Address Book

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Address Book

Name Tel/Email Name Tel/Email

Address Book

You can never cross the ocean until you have the courage

to lose sight of the shore.

Christopher Columbus

We must become the change we want to see.

Mohandas Karamchand Gandhi, aka

Mahatma Gandhi(1869-1948)