NHS England and NHS Improvement | NHS Improvement - … · 2020. 8. 4. · stakeholders, often spanning organisational boundaries the complexity of system dynamics, with multiple

Transformational Change through System Leadership programme 2017 for teams transforming urgent and emergency care Programme information

2 | Transformational Change through System Leadership: programme information

Delivering better healthcare by inspiring and

supporting everyone we work with, and

challenging ourselves and others to help

improve outcomes for all.


Contents

1. The Transformational Change through System Leadership programme . 4

2. Action learning web sessions ................................................................. 8

3. Your online application ......................................................................... 10

4. The TCSL faculty .................................................................................. 10

5. ACT Academy research and evaluation ............................................... 16


1. The Transformational Change through System Leadership programme What is the programme about?

The Transformational Change through System Leadership (TCSL) programme is a

four-month development opportunity for leaders in health and care systems who

want to learn and apply the concepts, tools and techniques of transformational

change.

The conceptual starting point for the programme is that transformational change,

although including many smaller scale changes, is fundamentally different from small

scale change or service improvement due to three related factors:

the need to manage the expectations and interests of high numbers of

stakeholders, often spanning organisational boundaries

the complexity of system dynamics, with multiple interacting services,

pathways and processes

the challenge of dealing with uncertainty and unplanned changes in the

course of the transformation.

In practice, transformational change involves a shift in our focus from what we would pay attention to in smaller scale changes. Some elements of this shift are illustrated in the table below.

Small scale improvement Transformational change

The project and deliverables -► The outcomes

The plan and Gantt chart -► Cycles and evolving activities

Efficiency of processes -► Structure, process and patterns

Allocation of tasks -► Supporting others to lead

Risks and mitigation -► Working with emergence

Plan-do-study-act (PDSA) cycles

to refine the solution

-► Experimentation with multiple

solutions

The ‘blueprint’ vision -► The inspiring vision

The measurable goal -► Shared purpose encompassing

many goals

Descriptions of the change -► Multiple framings of the change

Selling the end point -► Building trust and understanding

As a participant on the programme, you will learn and apply many of the techniques

proven to help deal with this shift in focus as you work on your change project with

your team. The programme should help you irrespective of what stage you are at


with your specific change project but will be of most benefit to systems at the early

stages of their work.

Throughout the programme, the goal of the faculty is to create a safe environment

that allows you to learn and practise new ways of working, with the thinking space to

decide how you will apply this learning to your specific transformational change.

We ask that you join us on the programme with a willingness to experiment, a desire

to share your wisdom with others and an openness to talk about the challenges you

are grappling with in your work as a change leader.


What topics does the programme cover?

The programme and topics are illustrated in the image below. The outer ring shows icons representing topic areas and these are described in the key below the image.


In the image at the centre is personal leadership. TCSL is fundamentally about you as

a leader of change. Transformation requires new ways of leading that are much more

about your ability to engender trust and build connections than other simpler changes.

Throughout the programme we will keep returning to what this means for you.

Surrounding the centre are three segments that represent the different types of

activities you might take in transformational change (which are each then broken

down into three more specific focus areas).

In creating direction your focus is on understanding your transformational

change needs, creating a vision and deciding what you will do to deliver it.

In building readiness your focus is on the system that is delivering your

change, ensuring you, your team and those in the wider system are ready

and able to deliver a change.

In leading transformation your focus is on establishing new ways to lead

change both personally and through others as well as shaping the systems

that oversee and shape change delivery.

These areas essentially seek to answer three questions:

What are we going to change to achieve our goals?

What do we need to do in our system to be ready to make these changes?

How do we need to lead differently so that these changes occur?

Getting a system and its leaders ready to deliver change can be major undertakings

themselves and so we focus as much on these enablers as we do on the

transformation itself.

In the programme we will describe our learning and the evidence about how systems

successfully answer these questions. The topics covered in our curriculum (the outer

ring) are an evolving conceptual map of the knowledge about what is important to

the delivery of transformational change. It has come to life over the last few years in:

bringing together the literature on major change, both from within the healthcare sector and industry

reflecting the learning from the delivery of this programme and the experiences of those delivering change

seeking to integrate both academic and professional knowledge so that each topic exists as a part of a coherent whole.


It is important to note that the curriculum is not specific to a particular change topic. It

can be applied to the redesign of urgent care services or the creation of an

organisational safety culture. However, the relevance of each topic area will vary

with the change being made and the local context in which it is being delivered.

Linked to this, our approach to guiding others in the delivery of transformational

change is to be non-directive. We do not offer a formula that says ‘start with A, then

do B’ although some elements (such as creating a vision) do typically occur earlier in

a change process. We take this approach based on our view that there is no magic

formula or steps that can be applied to every change scenario. Each change is

unique and the topics we cover represent our knowledge of the range of areas

leaders need to consider in designing their local change.

As you and your team go through the programme you will be encouraged and

supported to develop your own local approach to transformational change.

If you have any questions about the programme, please email [email protected]

2. Action learning web sessions

As part of the urgent and emergency care (UEC) TCSL programme we want to

maximise the opportunities for teams to learn from and support each other. We will

be holding six interactive web sessions, facilitated by members of the ACT Academy

faculty and each to be hosted by a participating team.

These web sessions are scheduled for the dates shown below. They will last for no

more than 90 minutes and will take place at 4:00pm on a Thursday (in an attempt to

avoid other meetings or peak work periods).

The content of each web session will be determined by the team hosting it. For

example, the session could be based upon:

a particular challenge faced by the team where ideas or advice is being

sought from peers

a theme common to many participating teams where a wider discussion of

practice would be helpful

current progress with the team’s transformational change work (or an aspect

of it) as a case study for peer discussion

mailto:[email protected]


a deeper dive into ideas for how to apply a particular topic or concept covered

in the TCSL programme.

Faculty members will help the team plan their session and can facilitate discussions

as required. ACT Academy will also manage the web conferencing facilities

(WebEx). However, teams will be expected to determine the focus for their session

and prepare any materials to be shared.

Dates

All web sessions will run 16:00 – 17:30 pm on the following Thursdays:

2nd November 2017

30th November 2017

4th January 2018

1st February 2018

15th February 2018

1st March 2018

Requirements

As part of participation in the programme we require each team to:

host one web session where the majority of that team is participates

commit to having at least two team members participate in each web session

(ie attend sessions hosted by other teams).

Participation will require access to an internet connected computer and a phone (or

tablet device with the WebEx app installed).


3. Your online application Information you will need to complete this:

title of your change programme

main objectives and scope of your change programme

confirmation your project is a key element of your sustainability and transformation partnership (STP) proposal

which STP the team is part of

the key organisations and key stakeholders likely to be affected by your change programme

the background to the change programme is (ie some of its history and progress to date)

brief details of your change programme leadership arrangements (eg who leads it, any governing or steering arrangements, etc)

what you think the main challenges will be in implementing your change programme

what your team hopes to get out of the TCSL programme.

4. The TCSL faculty

Dr Julia RA Taylor Director, ACT Academy Julia has worked in the healthcare improvement field at national and international

level since 2001. Previously she was the National Programme Director for Building

Transformational Change Capability at NHS Improving Quality and, before that,

Director of Learning and Development at the NHS Institute for Innovation and

Improvement. She has held the post of National Programme Director for Ambulance

Trusts and has been director of an NHS trust.


Julia has extensive experience of supporting change management and leadership

development in complex environments and building organisational effectiveness.

She is a recognised authority on service improvement and large-scale change

approaches to transformation. She has expertise in delivering transformational

change across organisational boundaries in complex settings through system

leadership. An experienced qualified executive coach, Julia has studied with the

Harvard Kennedy School for Executive Education among other prominent

educational centres. She holds a master’s degree with distinction in Leading

Innovation and Change and a doctorate in Transformational Change in Healthcare

and is an academic consultant for Middlesex University. She was invited to be part of

the NEF Innovation Institute’s Innovation Council in 2013.

Julia has an extensive knowledge and understanding of health and care services

gained through both academic study and hands-on management experience of

delivering complex change on the ground. She has significant experience in

supporting challenged trusts and has designed and delivered national and local

developmental capability-building programmes for senior leaders commissioned by

organisations such as the Department of Health, NHS England, and Australian and

New Zealand health authorities. For example:

Organising for Quality and Value (improvement science education programme): Department of Health, Strategic Health Authorities, NHS trusts, New Zealand Department of Health

NHS Vanguard for Emerging Leaders (leadership development with an innovative design): Department of Health, Leadership Centre, Strategic Health Authorities

Leading Large-scale Change: senior NHS and Australian health care leaders

No Delays: developmental programme for Health and Wellbeing Boards, DH 20

Bespoke master classes (eg Authentic Leadership): NHS boards.

Julia has designed and facilitated large group interventions for a range of partners including the Department of Health, the Academy of Medical Royal Colleges and Health Workforce Australia.

Julia has also developed and published detailed guidance on improvement methods

and resources as well as other quality improvement-focused papers including in

peer-reviewed journals. For example, Delivering Quality in the NHS, The Handbook

of Quality and Improvement Tools, Transforming Access – Clinical Governance: an

International Journal.


Julia’s work on reducing delays for patients is internationally renowned; she is an

international speaker, a contributor to healthcare publications and sits on a number

of forums.

All requests for speaking engagements or articles, please email

[email protected].

Paul Mount Senior Manager Paul joined the ACT Academy in June 2017 as a faculty member and associate. He

has worked in the health sector for ten years, first with the Department of Health and

more recently with NHS England. He has been involved in a range of national

change initiatives, including redesign of commissioning support services, the New

Care Models programme, design and development of NHS111 and integrated care

pilots.

Prior to working in the NHS, Paul spent 17 years working in a range of industries as

an economist and as a management consultant. He gained experience of complex

improvement and change projects in the education, transport, postal, financial, and

energy sectors. He has led a wide range of projects, developing expertise in project

and programme management, process redesign, financial and economic analysis,

and measurement for improvement.

Paul has recently focused on the human dimensions of change. He led the

development of an organisational development programme designed to increase

collaborative working and leadership capability. He also provided intensive support

to groupings of clinical commissioning groups (CCGs) in three regions to work

together to in-house some support functions, and procure at-scale services from the

market.



Paul is a Health Foundation fellow and holds a Masters degree in Leadership

(Quality Improvement) from Ashridge Business School.

All requests for speaking engagements or articles, please email [email protected]

Stephanie Reid Senior Manager Stephanie Reid’s expertise and experience lie in supporting local and large-scale

service transformations and reviews.

She has 20 years’ experience working in local, regional and national roles in the

NHS and Department of Health. Previous roles have included accountancy, business

performance management and front-line service improvement at organisational and

regional level as well as national roles focused on complex programmes of service

redesign and strategy development and implementation.

As well as professional accountancy qualifications, Stephanie holds an MBA and is a

visiting lecturer on quality improvement for two Kings College London MSC

programmes.

During the last 10 years, Stephanie has also worked in the private sector providing

consultancy support for a large variety of clients with particular focus on leading and

supporting projects delivering clinical pathway and care model redesign. She has

worked as an associate for major consultancy firms in the health and local

government sectors using her expertise to support both local and larger scale

service transformations and reviews, including service development planning and the

implementation of new organisational models of service delivery.

Stephanie is a member of the ACT Academy’s TCSL teaching faculty. She also

leads on the QSIR programme and has supported the delivery of the NHS Emerging

Leaders programme which includes facilitating virtual action learning sets.





Andrew Singfield Senior Manager and TCSL Lead

Andrew Singfield specialises in transformational change, organisational

development, the application of improvement science at a system level and the

design and facilitation of group learning events.

As programme manager for the ACT Academy’s TCSL programme, Andrew has

supported a large number of senior leadership teams to shape their change

programmes and build new skills. This programme has consistently achieved over

95% approval ratings and has recently expanded to include support to people

wishing to develop as coaches and trainers in this field. In previous work Andrew led

the development of methods for supporting health and social care systems and

oversaw a large programme to help commissioners implement improvement science

activities in commissioning. Andrew’s publications include The Little Book of Large

Scale Change, An Improvement Framework for Commissioners and a range of

support materials for senior leaders.

Since joining the NHS more than 20 years ago, Andrew has worked in a variety of

management and organisational development roles mostly centred on supporting

leaders and teams to improve their service delivery. This has included five years

supporting ‘challenged’ NHS organisations across all NHS sectors and roles in acute

services and commissioning organisations.

Throughout his career Andrew has developed a significant level of expertise and

experience in integrating leadership and improvement methods to support change.

He is a qualified executive coach, holds an MBA and is currently working towards a

doctorate in professional practice.




Dr Alison Tweed Senior Manager Alison joined the ACT Academy in November 2014 as a faculty member and senior

manager. She has taken a lead role in developing and implementing a quality

assurance framework for the TCSL and QSIR programmes. With a background in

academia, she has applied adult education principles to develop robust assessment

processes for programme participants and set the basis for ongoing accreditation

and formal recognition of achievement.

In previous roles, she has worked in partnership with Health Education England in

the delivery of doctoral-level professional clinical psychology training. As part of her

work with students, she developed a validated measure for the standardised

assessment of clinician therapeutic skill in-vivo, which has helped re-shape

observational methods for clinicians in training at a national level. Her experience of

quality assurance work has involved the role of external examiner at a number of

universities both in the UK and oversees, and as a member on the accreditation

committee for the British Psychological Society.

Alison has over 20 years’ experience working in the NHS and higher education

settings. She is a clinical psychologist by profession and spent a number of years

working as a frontline clinician in medical and adult mental health services. With a

move to clinical psychology professional training as a lecturer (and latterly, principal

lecturer), she has gained a reputation as a psychological qualitative researcher,

publishing a number of peer-reviewed journal articles and book chapters. Her

specialist interests include thematic qualitative analysis, specifically grounded theory,

process factors in psychological change and skills assessment. She brings this

unique perspective and a quality assurance and standards background to the

ACT Academy.




5. ACT Academy research and evaluation We are committed to continually evaluating our programmes as part of ongoing

curriculum development. To aid us in this evaluation, participants in TCSL will be

asked to complete feedback forms after workshop sessions.

We are also committed to measuring the impact of our programmes. Therefore,

as part of your attendance on this free programme, we may request your team’s

involvement in short team telephone interviews over the course of the programme.

These interviews will be scheduled at a time convenient to you and will serve as a

valuable reflection tool while assisting the ACT Academy to evaluate and capture the

longitudinal impact of the TCSL programme. We are keen to use these interviews to

create case studies demonstrating impact. Analysis of interview material will be used

to inform our programmes and if we intend to publish externally, we will make the

results available to you for editorial amendments.


Contact us:

NHS Improvement

Wellington House

133-155 Waterloo Road

London

SE1 8UG

0300 123 2257

[email protected]

improvement.nhs.uk

Follow us on Twitter @NHSImprovement

This publication can be made available in a number of other formats on

request.

© NHS Improvement 2017

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NHS England and NHS Improvement | NHS Improvement - … · 2020. 8. 4. · stakeholders, often spanning organisational boundaries the complexity of system dynamics, with multiple