Thames Valley and Wessex Leadership Academy Annual Report ... · Thames Valley and Wessex Leadership Academy Annual Report 2015/16. We have written this document to make it accessible

Leadershipsaves lives

Leadershipfor a purpose

T h a m e s V a l l e y a n d W e s s e x

L e a d e r s h i p A c a d e m y

A n n u a l R e p o r t 2 0 1 5 / 1 6

We have written this document to make it accessible to a great number of

people by:

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Ÿ Designing it to be as legible as possible using Frutiger Light

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please contact Kirsty Stevens, Partnership and Engagement Coordinator:

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Thames Val ley and Wessex Leadership Academy Annual Report 2014/15 Thames Val ley and Wessex Leadership Academy Annual Report 2014/15

Thames Val ley and Wessex Leadership Academy Annual Report 2014/15 T

hames Val ley and Wessex Leadership Academy Annual Report 2014/15













C o n t e n t s

Who we are:

All information in this document was correct at time of publishing.

Director and Chair’s statement page 2

Local Director’s statement page 3

What we do page 4

TVWLA Team Members page 5

Our area page 6

TVWLA Board Members page 7

Inclusion page 8

Knowledge Hub page 8

National programmes page 9

Graduate Management Trainee Scheme page 10

Healthcare Leadership Model page 11

Myers Briggs Type Indicator page 12

Organisational development page 13

System leadership page 14

Talent management page 14

Care Home Managers Leadership programme page 15

Practice Managers Leadership programme page 15

Transformational Change Leadership Programme: Workforce Development:

Better Together Programme - Dorset page 15

Patient Leadership programme page 16

Board development page 16

Southampton and West Hampshire Whole System Leadership Programme -

The Elderly With Frailties page 16

Integrated Leadership programme page 16

Leadership for Empowered and Healthy Communities page 17

Transformational Conversations page 17

Coaching page 18

Mentoring page 19

Improving Global Health page 20

Leadership Recognition Awards and Summit page 21

2023 Challenge page 22

Who we work with: Partners page 23

2015/16 Income & Expenditure page 24

,,

F o r e w o r d - l e a d e r s h i p f o r a p u r p o s e

D i r e c t o r a n d C h a i r ’ s s t a t e m e n t

2 A N N U A L R E P O R T 2 0 1 5 / 1 6

NHS Thames Valley and Wessex Leadership Academy (TVWLA) was

established on 1 April 2013. Now at the end of its third year it

continues to provide important funded opportunities for NHS staff

in Thames Valley and Wessex to accelerate and strengthen the

development of outstanding leadership in health and care.

Our mission is to "champion and develop outstanding leadership

in health in order to improve the quality of services and outcomes

for all".

The year 2015/16, as in previous years, was a period of change for

the NHS and the people who work in it. During 2014/15 several

national reports related to leadership in the NHS were published,

Rose, Smith and Carter. In response to the Five Year Forward View

(FYFV) in 2015/16 we have seen the introduction of the

sustainability and transformational plans (STP) to support the

delivery of the FYFV.

This Annual Report provides detail about many of the things that

TVWLA, working with our partners and member organisations,

have achieved. Please do take the opportunity to read through

how we have co-produced and designed leadership development

with patients and service users at the heart of the work we do.

Activity from co-designing vanguard programmes, to board

development and working with system leaders, as the STP

footprints evolve.

We need to ensure that as leaders in all professions we are all

inclusive and compassionate so that we have positive impact on

our staff. The evidence shows by supporting the health and well-

being of our staff that patients and service users receive high

quality compassionate care.

In 2015/16 we have also seen how systems leadership interventions

play a wide-ranging, dynamic role. They help people build robust

relationships and trust; share leadership where necessary; and have

difficult conversations about complex issues with a view to

obtaining real progress. As a team we are focussing ever more on

collective leadership at a place based level. We believe that a

bespoke approach supports the leadership challenges of

organisations and the new system footprints as they develop and

evolve.

You will see in this report a portfolio of local activity delivered

through consultancy, high quality open and bespoke programmes

and the skills of a large and experienced leadership faculty ensures

that NHS staff in Thames Valley and Wessex have opportunities and

support to address the challenges they face and to become the

best leaders.

The drive for continuous improvement in the development of the

services and support offered by TVWLA requires active participation

and feedback from everyone who works with and attends TVWLA's

leadership events and programmes. We thank everyone who has

enthusiastically participated and their commitment to improve

healthcare services and the care that is offered to service users. It is

particularly gratifying to continue to have such a well-attended and

enthusiastic Board made up from representatives across the whole

region who demonstrate such commitment to leadership

development.

We are delighted with the support that we have received over the

years from NHS Leadership Academy (NLA), Health Education

England (HEE), local offices in Thames Valley and Wessex and

importantly too our member organisations. We would like to thank

the wide range of individuals and providers that have contributed

to improving the health of our population across Thames Valley and

Wessex.

We are proud of the progress achieved and look forward to the

continued development and strengthening of TVWLA. In autumn

2016 a National Leadership Development and Improvement

Strategic Framework will be published to support the continuing

development of leaders at all levels. This will see a focus on culture

and talent management through continuous improvement and

leadership development. The framework we have been working on

over the last three years provides an opportunity to develop at a

local, regional and national level as most appropriate for our staff.

To implement this work we look forward to the year ahead and

working with you and for you in 2016/17.

Caroline ChipperfieldDirector

Debbie FlemingChair TVWLA

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N H S T H A M E S V A L L E Y A N D W E S S E XL E A D E R S H I P A C A D E M Y

H e a l t h E d u c a t i o n E n g l a n d T h a m e s V a l l e y

3

Partnership working and collaboration underpin how we work with

the TVWLA and we have been able to deliver our

shared objectives this year by investing in local

leadership and development initiatives and accessing

additional national leadership programmes.

This year our partners prioritised coaching and

mentoring, talent management, building

improvement capacity and clinical leadership

development as priority areas for investment.

With a fully integrated Leadership Academy we

can maximise the opportunities to support leadership development

and think about the type of support that will be needed by our

system partners to deliver the Five Year Forward

View.

We will continue to work closely together to

support our partners to develop the people that

the NHS needs today and tomorrow to lead and

inspire others, to drive service transformation and

deliver great patient care.

Pauline Brown

Local Director

Health Education England Thames Valley

Health Education England provides national leadership for planning and developing the whole healthcare and

public health workforce. TVWLA serves both Health Education England Thames Valley and Health Education

England Wessex.

H e a l t h E d u c a t i o n E n g l a n d W e s s e x

Health Education England Wessex (HEEW) is responsible for the

planning, development, education and training of the healthcare

and public health workforce across Hampshire, Dorset, Isle of Wight

and Salisbury.

We believe that the key to improving the health

and healthcare of the 2.8 million people living

in Wessex is investment in the skills and values

of the 52,000 people working in the NHS and

in primary care.

Working with the TVWLA is critical to the

successful achievement of our core purpose, to

deliver improvements to NHS services and

patient care through excellent education,

training and workforce development.

The work which TVWLA has done to implement

high quality leadership programmes for all

levels of leadership in Wessex as well as

nationally has been excellent.

The extensive coaching and mentorship networks, which are firmly

established across Wessex; the Directors of Nursing Leading in

Challenging Times, Leading Empowered and Healthy Communities

and the Primary Care Senior Leadership Programmes are all examples

in which TVWLA identify and tackle local

leadership challenges.

Our Local Education Training Board has been

pleased to invest £300,000 in 2015/16 to

support TVWLA work in Wessex in addition to a

further £50,000 towards the Improving Global

Health Programme.

We look forward to continuing the development

of our future leaders in partnership with TVWLA

for the benefit of patients, commissioning and

provider organisations.

Ruth Monger

Local Director

Health Education England Wessex

A N N U A L R E P O R T 2 0 1 5 / 1 6

L o c a l D i r e c t o r ’ s s t a t e m e n t


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W h a t w e d o

4

è Improving Global Health

è Programmes for individuals

è Talent Management Projects

è Succession planning support

è NHS Leadership Academy programmes

è Healthcare Leadership Model

è Leadership Recognition Awards

è Research

è TVWLA Leadership Summit

Talent and Inclusion

Building Capacity & Capability

Professionalising Leadership

System Leadership

Ouractivity

è Coaching and mentoring

è Diagnostics tools

è Building & developing a community of Faculty to support leaders at all levels

è Cross system programmes

è Innovation Challenge 2023

è Peer Reviewer training

è Local initiatives

è Consultancy & Organisational Development

O u r p l a c e i n L e a d e r s h i p D e v e l o p m e n t i n t h e N H S

The development of people as leaders is undertaken at national,

regional and local levels. The NLA provides national leadership

development with a suite of core programmes and sets the strategy

and direction nationally for leadership development.

TVWLA is a Local Delivery Partner accredited by the NLA working

with member health service organisations to facilitate their use of

the national programmes, provide access to local programmes and

initiatives and support individuals, teams and organisations within

our region. Members of TVWLA Leadership Faculty work in a variety

of roles in organisations from across our region and offer leadership

support through coaching, mentoring, facilitating diagnostics and

other leadership and organisational development interventions.

TVWLA also works with Local Education and Training Boards (LETBs)

in Health Education England Thames Valley (HEETV) and Health

Education England Wessex (HEEW) to commission and provide a

range of services they fund. These services are delivered by the

TVWLA team, by externally commissioned associate providers and

the TVWLA Leadership Faculty of local experts drawn from our

member organisations.

Working with member organisations to ensure leadership

development is provided consistently and comprehensively across

the region to help individuals progress and maximise the

realisation of potential to help leaders develop capacity and

capability for today and the future. Also working with member

organisations on a bespoke basis to address their particular

organisational needs.

TVWLA understands the importance of commissioning and

providing leadership development that compliments the

individual, employer and national offers.

As one NHS the local system is comprised of many different

organisations with their own individual leadership opportunities,

needs and challenges.

Offering tailored development consultancy support to member

organisations and working with a number of organisations to co-

produce leadership and organisational development solutions that

address specific local and system priorities whilst meeting the

nationally defined priorities

A N N U A L R E P O R T 2 0 1 5 / 1 6N H S T H A M E S V A L L E Y A N D W E S S E XL E A D E R S H I P A C A D E M Y

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T e a m m e m b e r s

Caroline Chipperfield Director

Merrill Bate Head of Leadership Developmentand Talent Management

Maggie Woods Head of Leadership and Organisational

Development – Wessex

Julia PetherbridgeLeadership and Organisational Development Consultant

Avril BryantProgramme Manager –

Local Programmes

Jenny TyrieProgramme Manager forBusiness Developmentand Regional MTS Lead

Fiona Rodden Leadership and Organisational

Development Consultant- Maternity leave from February 2016

Fleur KitsellHead of Innovation and Development

Marion LynchLead for Quality Improvement andPatient Leadership and Deputy Medical Director,NHS England South

Jude MossFaculty Co-ordinator

Richard MannLeadership Development Consultant

Victoria ChurchillPersonal Assistant

W h o w e a r e

Alison Jennings Head of Leadership and Organisational Development – Thames Valley

Kirsty StevensLocal Delivery Partner and Programme Administrator

5

Samia FazilLeadership and OrganisationalDevelopment project support officer

Deborah WattsIGH Programme Manager


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1. Buckinghamshire (inc Milton Keynes)2. Oxfordshire3. Berkshire4. Hampshire (inc Isle of Wight)5. Salisbury 6. Dorset

12

45

6

3

Southampton

Basingstoke

Portsmouth

Winchester

Bournemouth

Bracknell

Weymouth

Salisbury

Newbury

Andover

Abingdon

Slough

Reading

HighWycombe

OxfordAylesbury

Witney

Foundation TrustsBerkshire Healthcare NHS FTBuckinghamshire Healthcare NHS FTDorset County Hospital NHS FTDorset Healthcare University NHS FTHampshire Hospitals NHS FTHeatherwood and Wexham Park Hospitals NHS TrustIsle of Wight NHS TrustMilton Keynes Community Health Services CNWL NHS FT Milton Keynes University Hospital NHS FTOxford Health NHS FTOxford University Hospitals NHS FTPoole Hospital NHS FTPortsmouth Hospital NHS FTRoyal Berkshire NHS FTRoyal Bournemouth & Christchurch Hospitals NHS FTSalisbury NHS FTSCAS NHS FTSolent NHS TrustSouthern Health NHS FTUniversity Hospital Southampton NHS FT

Amersham

Dorchester

Newport

Milton Keynes

Poole

Bicester

W h o w e a r e

O u r a r e a

K e y

T o w n / c i t yT r u s tC C GL A TC S UT V W L A

Clinical Commissioning GroupsAylesbury Vale CCGBracknell and Ascot CCGChiltern CCGDorset CCGFareham and Gosport CCGIsle of Wight CCGMilton Keynes CCGNewbury and District CCGNorth East Hampshire & Farnham CCGNorth Hampshire CCGNorth West Reading CCGOxfordshire CCGPortsmouth CCGSlough CCGSouthampton City CCGSouth Eastern Hampshire CCGSouth Reading CCGWest Hampshire CCGWindsor, Ascot and Maidenhead CCGWokingham CCG

Aldershot

Southsea

Fareham

Eastleigh

Windsor

Local Area TeamsNHS England LAT TVNHS England LAT Wessex

Commissioning Support UnitsNHS South, Central and West CSU

TVWLAOxfordOtterbourne

Otterbourne

Bletchley

6 A N N U A L R E P O R T 2 0 1 5 / 1 6N H S T H A M E S V A L L E Y A N D W E S S E XL E A D E R S H I P A C A D E M Y

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7

W h o w e a r e

T V W L A B o a r d M e m b e r s

Name Organisation RoleAngela Baker Public Health England Deputy director health and wellbeing and workforceKaren Baker Isle of Wight NHS Trust CEOPauline Brown Health Education England Thames Valley Local DirectorGail Byrne University Hospital Southampton NHS Director of Nursing Foundation TrustProfessor John Clark Health Education England Director of Education and QualityOgechi Emeadi Milton Keynes University Hospital NHS Director of Workforce Foundation TrustDebbie Fleming Poole Hospital NHS Foundation Trust CEO Jan Fowler NHS England LAT Thames Valley Director of Nursing and QualitySandra Grant Southern Health NHS Foundation Trust Director of Workforce and DevelopmentDonna Green Hampshire Hospitals NHS Foundation Chief Nurse, Chief Operating Officer Trust and Deputy CEOElspeth Griffiths NHS South, Central & West Associate Director of HR Commissioning Support UnitDominic Hardy NHS England LAT Wessex Director of Commissioning Operations Sue Harriman Solent NHS Trust CEONicola Hartley Royal Bournemouth and Christchurch Director of OD and Leadership Hospitals NHS Foundation TrustPeter Hill Salisbury NHS Foundation Trust CEOLouella Johnson Berkshire Healthcare NHS Foundation Director of Human Resources Trust Daniel Leveson Oxford Health NHS Foundation Trust Associate Director of Strategy & ODJanet Meek Berkshire West Clinical Commissioning Chief Financial Officer GroupJean O'Callaghan Royal Berkshire NHS Trust CEOSimon Plint Health Education England Wessex Workforce and Education DeanCharles Porter SCAS Director of FinanceTim Powell Portsmouth Hospital NHS Foundation Director of Workforce and Trust Organisational Development Mark Power Oxford University Hospitals NHS Director of Organisational Development Foundation Trust and WorkforceCharles Summers Dorset Clinical Commissioning Group Director of Engagement and DevelopmentMark Warner Dorset County Hospital NHS Director of Organisational Development Foundation Trust and Workforce


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8

I n c l u s i o n

Building on the theme of "Everyone Counts" from the TVWLA

Leadership Summit in 2014, a decision was made to demonstrate

TVWLA’s commitment to inclusive and equal opportunities. This

commitment is articulated in the "Equality and Inclusion Leadership

Development Strategy - Our Five Year Ambition" which was

produced by TVWLA in 2015.

TVWLA works with member organisations and the NLA to provide

high quality leadership development activities for NHS staff in

Thames Valley and Wessex. TVWLA's strap line is "leadership for a

purpose" knowing that through supporting NHS staff at all levels

and all staff groups to become better leaders they will in turn have

a positive impact on the culture and climate that NHS staff work in.

How leaders behave has a direct impact on the experiences of

patients, service users and other NHS staff. To deliver high quality

care for all, having a diverse workforce and providing equality of

access to leadership development opportunities are essential.

The strategy articulates the vision, as a team of people committed

to supporting and enabling NHS staff to achieve their potential

TVWLA demonstrates the leadership behaviours required of all

leaders in the NHS and they role model best practice. TVWLA

remains humble to deliver the five year strategy, seeking to do less

than to be aspirational in what can be achieved in a limiting mind-

set. TVWLA wants to inspire and make a difference; believing that

the strategy provides a great opportunity to deliver the changes

that must be made.

Resources are not limitless and competing demands have an

impact on the ability to deliver everything. With passion, intent, a

will to make the vision reality and working collaboratively with

regional and national partners, progress will be made.

Next year, a clear plan for making TVWLA stand out as an

organisation will be in place which recognises and champions

diversity and welcomes everyone. To succeed, everyone needs to

be on the journey together - whether a healthcare professional, a

partner organisation, a trainer or anyone else with a stake in the

work TVWLA does. Together, proving what's possible in welcoming

and including everyone within the NHS.

A N N U A L R E P O R T 2 0 1 5 / 1 6

The Knowledge Hub was launched in September 2015 in

partnership with the Bodleian Health Care Libraries.

All NHS staff have free access to the pooled online repository which

includes signposting to external resources, national reports, research

and evidence based articles on leadership and organisational

development.

Since its launch the Knowledge Hub has gained momentum and the

resource has been widely adopted by many NHS employees from

across the country.

K n o w l e d g e H u b

K N O W L E D G E H U B


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N a t i o n a l P r o g r a m m e s

The NHS Leadership Academy offer of a suite of core programmes

which are open to everyone. In April 2015 fees were introduced for

all programmes. Below is a brief description of the programmes

available;

Ÿ - This programme helps participants who are Edward Jenner

new to leadership gain a fresh perspective on the delivery of

services and the impact they have on the patient experience - either

directly or indirectly.

Ÿ - Designed for those looking to move into their Mary Seacole

first formal leadership role or those new to first time leadership, this

programme supplies the balance between theory and real

workplace application.

Ÿ - This programme aims to equip Elizabeth Garrett Anderson

those in mid-level leadership positions with the confidence to drive

lasting change and improve the patient experience.

Ÿ - The Nye Bevan programme has been shown to Nye Bevan

increase individuals' progression into executive roles by helping

them perform better at board level.

Ÿ Directors Programme - Aimed at all executive directors and

those in equivalent roles who are seeking further development and

support, the programme assumes an existing level of complex

leadership skills.

Ÿ - The aim of the programme is The Stepping Up programme

to enable BME staff to maximise their potential to succeed by

assisting them to develop personal and strategic ways of managing

the barriers that get in the way of their career development and

influence.

Ÿ - The Ready Now programme for aspiring black Ready Now

and minority ethnic (BME) leaders to help realise their potential and

move to a more senior role and/or a place on the board.

Ÿ - This systems leadership programme is Intersect Programme

for leaders already in or close to executive roles across public

services who face complex issues and changing landscapes and are

intent on enabling better systems working across health and social

care sectors. Engaging with the reality of inequality, social exclusion,

conflict and the need for leadership that goes beyond the superficial

to make a tangible difference.

Ÿ - The Senior Operational Leaders Senior Operational Leaders

programme for senior nurses and midwives working in band 8 roles

who want to become a more powerful strategic leader, with a

stronger voice and more impact across the entire health and social

care system. Through enabling participants to develop enhanced

leadership skills they can improve the care their teams are delivering

on wards, in the community and at surgeries around the country.

The below table shows programme attendance figures by Thames Valley and Wessex staff in 2015/16

*All participants who have accessed the programme since April 2012

We held celebration events in 2015/16 for Mary Seacole graduates of Intakes 2 and 3 of the programme to acknowledge their

achievements; the events were attended by graduates along with their friends, families and colleagues.

Programme Started and completed Started in 2015/16 due

in 2015/16 to complete in 2016/17

Edward Jenner 1825*

Mary Seacole 43

Elizabeth Garrett Anderson 37 49

Nye Bevan 7

Directors Programme 3

Stepping Up 3

Ready Now 2

Intersect 4 2

Senior Operational Leaders 7


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The Graduate Management Trainee Scheme, which has been

running since 1956, has produced some outstanding leaders in

health, including the TVWLA Chair and Chief Executive of Poole

Hospitals NHS FT, Debbie Fleming.

2015 saw the 2012 cohort of twelve graduate in August, the 2013

cohort of ten all secured post scheme roles. The 2014 cohort of nine

completed their first year and moved into their final roles and nine

new trainees joined TVWLA in September making the 2015 cohort.

In total, Thames Valley and Wessex had 40 active trainees in year

across all cohorts. The 2014 cohort also graduated from the Mary

Seacole programme and joined other participants in the celebration

event in March.

A more rigorous accreditation process for organisations applying to

host a placement was implemented by TVWLA. 22 organisations,

over 70 placements were accredited to host trainees in 2016/17.

While the number has not risen on last year, this is in part through

supportive conversations with organisation not in a position to host,

where it was agreed they did not apply.

2015 trainees networking with their programme and placement managers at their local induction in July .

2014 Cohort – Mary Seacole graduates

G r a d u a t e M a n a g e m e n t T r a i n e e S c h e m e

The quarterly network meetings which are made up of alumni,

current trainees and scheme managers (over 200 people) continued

to flourish with on average 40 people in attendance at each meeting.

The meeting held in April 2015 saw Hampshire Hospitals NHS

Foundation Trust lead a Schwartz session, a forum for clinical and

non-clinical staff from all backgrounds and levels to come together

and explore the impact that their job has on their feelings and

emotions.

People in the room who have cared for a patient were invited to

share their story which was then followed by discussions exploring

issues that have arisen. It was a great opportunity for reflection and a

safe place to voice feelings not often shared, such as frustration,

anger, guilt, sadness, joy, gratitude and pride.

'I was very touched and reflected a lot on my own experiences after

the Schwartz session. One of the panels said about giving yourself

permission to be compassionate, which was a very pertinent point.

I have taken the idea back to our organisation.' Network participant

feedback - April 2015


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Understanding how others see you and recognising how you

behave in different situations is a fundamental part of leadership

development. Being aware of your strengths and limitations will

have a direct effect on how you behave and interact with others,

and they with you. This, in turn, will have a direct impact on your

colleagues, any team you work in, and the overall culture and

climate within the team as well as within the organisation. The

Healthcare Leadership Model (HLM) is a tool that has been designed

to support leadership development. The tool is designed so that

anyone in the healthcare system can use and benefit from

discovering and exploring their leadership behaviours.

TVWLA have spent the last year continuing to work with

organisations to embed the HLM into:

1) Their organisational strategy and activity. Supporting the

development of a culture where it is encouraged that leaders are

continually striving to be the best they can be by recognising

their own strengths and limitations.

2) To build organisational and system capacity to increase the

feedback facilitator faculty. Using the train the trainers in the

system 18 new feedback facilitators were trained in 2015/16

bringing the total to 91.

TVWLA continue to be ambassadors for the HLM framework and

promote through the delivery of programmes and other

interventions, as well as actively conducting individual feedback

sessions.

In the coming year work will continue with organisations to support

the engagement and embedding of HLM framework in

organisations as well as:

1) Support facilitators to convert to using the new version of the

tool HLM v1.1. The redesign has taken account of feedback and

current research to deliver a more time efficient tool that

considers the impact of leadership behaviour on staff in terms of

their satisfaction, loyalty, productivity and engagement.

2) Continue to work on developing a mapping tool with the NLA

that will support organisations in commissioning and designing

programmes, support evaluation and impact of programmes in

organisations.

3) Develop organisation case studies that capture learning that can

be used to share good practice with other organisations in the

system.

H e a l t h c a r e L e a d e r s h i p M o d e l

A N N U A L R E P O R T 2 0 1 5 / 1 6

Leading with care

Sharing the vision

Evaluating information Connecting our service

Developing capability

Holding to accountInspiring shared purpose

Influencing for results

Engaging the team

11N H S T H A M E S V A L L E Y A N D W E S S E XL E A D E R S H I P A C A D E M Y

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In November 2014 TVWLA ran a MBTI® and team facilitator

training workshop. Faculty members were supported to run their

own team sessions, some within and others across organisational

boundaries.

The pilot programme "MBTI: Tuning into Patients" also launched

with three NHS Foundation Trusts across Thames Valley and Wessex.

The programme supported faculty members to deliver training to

patient-facing staff to develop flexible communication styles for

patient interactions. A successful MBTI Step II training programme

was completed with our advanced MBTI practitioners. This faculty is

one of the largest and most active in the country and supports

individual and group development, both within their own, and

across other organisations.

In June 2015 ten participants attended a refreshed Step II

Practitioner and action Learning day was facilitated by Lorna

Wellsteed. The refresh was required as materials have been

updated, new exercises and resources were shared with an

experiential session, given time to practicing with the new tool.

An MBTI® focused team development session was delivered to the

Nursing Quality and Patient Safety Directorate in Wessex in

September 2015. The session was part of the wider support for

development and helped a newly formed team (ten members)

consider real ways of applying this theoretical model to improve the

work they do, to ensure the safety of vulnerable patients and service

users at difficult times.

September 2015 also saw a team development session using MBTI®

for the Health Education England Thames Valley Quality and Patient

Safety team using an associate provider to ensure full confidentiality.

Feedback from the session was positive and will continue to be part

of their ongoing team development.

An MBTI® Faculty CPD day was held in October 2015 for 12

participants. The day focused on type and leadership in

organisations helping facilitators to consider the challenge of leading

in a context of constant change, ambiguity and pressure using

MBTI® to provide insights.

The final MBTI® CPD Workshop for 2015/16 ‘Using the MBTI to

Enrich Emotional Intelligence’ was held in March 2016. The

workshop enabled participants to see the links between

psychological type and emotional intelligence (EQ) as providing a

pathway for an individual to develop and become more effective in

his or her life. The day was a mixture of input, discussion and

participative exercises, which included an opportunity to work with

colleagues to focus on working one-to-one with leaders using the

MBTI®.

Participant feedback included "I really enjoyed thinking in more

depth about this topic, looking at positive activities and discussions".

M y e r s B r i g g s T y p e I n d i c a t o r


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TVWLA’s approach to Organisational Development (OD) is designed

to address the overall health of organisations by looking at the

entire system from the point of view of the workforce and the

community they serve. Our focus is on the behavioral and cultural

change that needs to happen in tandem to the transactional

components of change strategies.

During 2015/16 the approach accelerated to working as an OD and

Leadership Consultancy which saw the number, variety and level of

OD interventions increase considerably across the Thames Valley

and Wessex system. Here are a few examples:

System interventions:

Ÿ TVWLA are active members of the national DoOD Capability and

Capacity workstream. Having sponsored the national OD Virtual

Mentoring pilot project as well as working with the national OD

community to create a reflective OD capability model for OD

practitioners.

Ÿ Hampshire Federations - Building sustainable Primary Care: This

programme was as a result of a successful tender process

working in partnership with Tricordant and as part of the West

Hampshire Clinical Commissioning Group market development

strategy. The design was intended to support the four

Hampshire Federations under five broad headings: leadership,

culture, workforce, organisational design and change

management. It aimed to equip the workforce within each

federation with the skills and knowledge to build their new

approach to management, leadership and working practices

based on their local needs and specific requirements.

Ÿ Developed an OD online resource aimed to support Primary

Care organisations which can be found on our website.

Ÿ Provided support for integration of health and social care teams

in Oxfordshire.

Ÿ TVWLA are an active member of the Dorset Clinical Services

Review - workforce and leadership group.

Ÿ Isle of Wight Vanguard 'Isle Learn': TVWLA co-commissioned

a series of large group interventions to scope and create a

whole Island workforce centre of learning excellence. Worked

with the Public Health team and partners to develop capability

to influence the system following restructure and review of

ways of working as community development partners.

Organisational interventions

Ÿ TVWLA are active members of Oxfordshire Clinical

Commissioning Group’s OD Steering Group with ongoing

consultancy support with attendance at monthly meetings.

Ÿ TVWLA worked closely with Poole Hospitals NHS Foundation

Trust to develop their own programme for senior management

based around developing self, team and system leadership

capabilities. This brought together Clinical Directors, Matrons

and General Managers to learn and develop together.

O r g a n i s a t i o n a l D e v e l o p m e n t

Ÿ Supported Berkshire West Clinical Commissioning Group's

Federation with senior leadership feedback, as well as

supported Governing Body development in January 2016.

Ÿ Commissioned OD expertise for Hampshire Hospitals NHS

Foundation Trust to design a whole system engagement

programme 'Bringing The Hampshire Way to Life' - current and

future - developing the OD strategy (the enabler) whilst keeping

the best of what exists.

Ÿ Provided an internal OD review of Health Education England -

Wessex Professional programme (leadership) and internal

workforce development.

Teams

Ÿ TVWLA provided board development with Salisbury NHS

Foundation Trust and Hampshire Hospitals NHS Foundation Trust.

Ÿ Provided executive team coaching for Chiltern Clinical

Commissioning Group, Isle of Wight NHS Trust and Dorset

Clinical Commissioning Group.

Ÿ Team coaching for NHS England South - Improvement

and Support team, Quality and Patient Safety Directorate,

Health Education England Wessex School of QI Team Fellows

(five teams).

Individuals

Ÿ In January 2016 the clinical leader's programme for North East

Hampshire Clinical Commissioning Group was launched as well

as facilitating a development programme for the Associate

Directors.

Ÿ Wessex and Thames Valley Directors of Nursing programme

'Leading in Challenging Times' consisting of a series of

workshops including resilience, talent management and

succession planning.

Ÿ Provided OD Bursary supervision sets for OD Bursaries to share

their learning and build and share excellent practice and begin

to build internal OD Faculty.

Masterclasses

Ÿ The OD community flourished in 2015/16 following a series of

OD masterclasses which have been designed to provide busy

leaders with accelerated development opportunities, the time to

rapidly consider key new perspectives on leadership and to work

with peers from across the region to consider and plan for the

practical implications of their learning. The sessions have been

facilitated by leading experts from the field, nationally and

internationally.

Ÿ The series has included; the 'Connected Organisation' delivered

by Optimus OD, 'Are Your Organisations Thriving?' delivered by

Dr Maxine Craig and 'Leading on Purpose, Finding the Space to

Lead: Mindfulness Leadership' delivered by Byron Lee. The

event has successfully attracted diverse OD practitioners, leading

to a more vibrant OD network.


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S y s t e m L e a d e r s h i p

The NHS and care systems are facing the biggest challenges in their

history. Across the NHS, the local systems have differing

requirements. Through leadership and system development, TVWLA

has been working with organisations to support and address some

of the 5YFV.

Systems leadership interventions play a wide-ranging and dynamic

role. They help people build robust relationships and trust; share

leadership where necessary; and have difficult conversations about

complex issues with a view to obtaining real progress. They can

include:

Ÿ Building capacity for analytical thinking about a local system.

Ÿ Applying models and insights to support behaviour change.

Ÿ Framing debates in ways that motivate people to take action.

Ÿ Coaching and mentoring people to strengthen their leadership

capacity.

Ÿ Connecting different parts of the system, including citizens,

patients and service users.

Ÿ Creating deeper understanding of shared issues.

Ÿ Bringing people together to work differently.

Systems leadership interventions provide bespoke, tailored support

to help people in places move from planning to bring about

sustained and sustainable change.

TVWLA works with colleagues across Thames Valley and Wessex as

Leadership and Organisational Development Consultants on areas of

work that they want commissioning on their behalf, delivering

directly or advising them of where they may best directly commission

this work.

Specific interventions within and across Trusts, Clinical Commissioning

Groups and NHS England Area Teams have been focused on building

system leadership capacity with an emphasis on improving

relationships across the system and increasing the ability to work in

collaboration on complex problems. Likewise strategic work with

senior clinicians and directors in aspirant Foundation Trusts focused

on an innovative outward facing strategy to meet the priorities and

aspirations of the local health and social care community.

The focus during 2015/16 was supporting individuals, teams and

organisations, helping them address current challenges at the same

time as helping them shift their centre of gravity towards system

leadership and a patient centric approach.

The strength of relationships with TVWLA member organisations and

the role of the TVWLA team as leadership and organisational

development ambassadors is hugely influential in the work we do

and the outcomes achieved.

In 2015/16 TVWLA supported provider and commissioning

organisations across the Thames Valley and Wessex area to

implement talent management. This included supporting a shift in

the culture of organisations and the wider system to:

Ÿ Adopt a talent mind-set;

Ÿ Focus increasingly on developing values based employment

experience.

Rather than seeing talent management as a process, TVWLA focused

on how to engage leaders to change the way they view and

ultimately lead their people.

Whether working with individuals, organisations or through bringing

groups together, TVWLA was busy working with many to make this

happen. The level of support will continue (and in many cases

increase) in 2016/17 through the interventions summarised:

Talent management engagement events – these bi-annual

T a l e n t M a n a g e m e n t

events provided a forum for talent management leads and the

wider talent management community to come together and share

learning.

The Talent Accelerator Group (TAG) – a small group of talent

management leads was formed to help accelerate best practice and

adoption across the region. The group (made up of leads from

different commissioning and provider organisations) provides a

voice for the wider community of talent leads and has proved

invaluable at identifying wider needs and support at all levels.

Specialist support – was provided to help put in place the building

blocks required to get a talent management pilot underway. The

exact nature of this support has varied depending upon

organisational readiness and the maturity of other values based

interventions such as appraisal processes. As in previous years,

TVWLA has continued to provide funding through bursaries to

many organisations .


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The health and social care systems is under extreme pressure; leaders

are searching for approaches that can deliver better quality, safer

care for our citizens at a reduced cost. Consensus is formed around

the concept of an 'integrated care' approach as the best hope for a

sustainable NHS in the future and indeed the NHS FYFV plan

commits to providing support to frail older people living in care

homes.

This shift in approach requires leadership which can work across

complex interdependent systems of care; it requires some unlearning

and development of trusting relationships whilst at the same time,

breaking down traditional assumptions and attitudes.

TVWLA believe that leadership talent exists within all parts of the

health and social care system. As such believing that excellent

leadership within Care Homes creates the right conditions for the

consistent delivery of high quality care, relieving pressure from acute

services and maintaining the health and wellbeing of citizens.

Initially working in partnership with Southampton Clinical

Commissioning Group and now other CCGs across the Thames

Valley and Wessex footprint. The programme was designed to

develop the leadership skills and knowledge of Care Home Managers

C a r e H o m e M a n a g e r s L e a d e r s h i p P r o g r a m m e

who in turn have an impact on the care, governance and correct

placement of patients within the community.

The five-day programme is highly participative and consists of

activities, self-development and facilitated discussions exploring the

challenges and opportunities of delivering high quality care.

Participants work closely with other Care Home Managers within a

safe and confidential environment, gaining mutual support and

sharing of knowledge and experience.

The programme provided participants with opportunities to network

not only with each other but with system wide colleagues, build

trust, implement a quality improvement project and as a result

develop robust relationships outside of their Care Homes and into

the wider health and social care community. Participant's feedback

from the programme included "I feel I will go back to the home

confidently and be able to implement what I have learned."

Following the successful feedback of the first two cohorts, the

programme was delivered in three systems: Hampshire (Portsmouth

and West Hampshire), West Berkshire and Dorset to a total of 36

participants in 2015/16. By delivering this programme TVWLA

supports Care Homes in being part of a solution.

A N N U A L R E P O R T 2 0 1 5 / 1 6

TVWLA were the first Leadership Academy nationally to run a

bespoke programme for Practice Managers. Practice Managers are

key systems’ leaders and enablers of change in primary care. They

possess a range of leadership skills and talents, which if harnessed,

will help to facilitate the transformation of services in primary care.

The five-day leadership programme provides a personalised

approach to developing and strengthening leadership qualities

which gives Practice Managers competence, confidence and

motivation to build on their existing skills, within their practices and

the wider healthcare system.

P r a c t i c e M a n a g e r s L e a d e r s h i p P r o g r a m m e

The programme continued to be very popular in 2015/16, with four

cohorts running, one in Wessex and three in Thames Valley, 59

participants completing the programme in total.

Evaluation of the programme showed participants grew in confidence,

have an increased self-awareness and benefitted from working

together. Participants felt their organisations would benefit from their

improved communication, leadership and negotiations skills.

Feedback from one participant on the Oxfordshire programme said"I

really enjoyed this programme, everyone should attend!"


An innovative partnership between TVWLA, NHSQI and the Dorset

Better Care programme to support sustainability for leadership

development across the integrated care system. Modules included;

clarifying the vision, developing a commissioning strategy and

T r a n s f o r m a t i o n a l C h a n g e L e a d e r s h i p P r o g r a m m e :W o r k f o r c e D e v e l o p m e n t : B e t t e r T o g e t h e r P r o g r a m m e - D o r s e t

delivery plans, cultural change, creating a compelling public

narrative and making better decisions with data (measurement).

Also offering additional personal, group and system development

support such as action learning sets, coaching and mentoring.

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16 A N N U A L R E P O R T 2 0 1 5 / 1 6

TVWLA continued to work with several provider organisations for

board development in 2015/16; with demand for this work

increasing following annual review meetings, and Bespoke

programmes for those interested, included observations on public

and private board meetings, 1:1 calls with board members

(following observations) and the design of a team MBTI workshop.

B o a r d D e v e l o p m e n t

Delivered in partnership with Southampton City Clinical

Commissioning Group and West Hampshire Clinical

Commissioning Group this innovative programme used a relational

development approach to systems leadership intended to optimise

the coordination of care particularly for the frail older person in

South West Hampshire.

The programme was designed around a substantive and current

clinical task, which required authentic collaboration and

S o u t h a m p t o n a n d W e s t H a m p s h i r e W h o l e S y s t e m

L e a d e r s h i p P r o g r a m m e - T h e E l d e r l y W i t h F r a i l t i e s

coordination of work across multiple parties in particular Health

and Social Care Commissioners, primary, community, social care,

community care, ambulance services, acute care and mental

health.

Delivery sessions were interspersed with one-day action learning

sets and project development. 24 senior clinicians and

commissioning managers from across the health and social care

system participated.

It was established there was a need to develop a new way of

working across systems, an event in August 2015 started the

conversation on how each locality is working and some of the

challenges and opportunities they face. In partnership with Practive,

the three month Integrated Leadership Programme for North East

Hampshire Vanguard was launched.

The national Vanguard programme enables health and social care

professionals in North East Hampshire and Farnham to speed up

their plans to develop new ways of providing and paying for

I n t e g r a t e d L e a d e r s h i p p r o g r a m m e

support and services for local people.

The programme was designed to keep people happy, healthy and at

home by focusing on prevention, self-care, integrated teams of

specialist health and social care professional, enhanced community

services and specialist inpatient care.

The programme provided people with the support they needed to

improve their own health and wellbeing, whether they are ill or

need support, they will receive the best possible joined-up care.


Working with South Central NHS England Area Team on the

development of their Patient Leadership programme, following a

successful pilot last year, the Performance Coach was

commissioned to deliver the programme which was renamed

'Leading Together'.

Through a collaboration between NHS England South, Oxford

AHSN, Health Education England - Thames Valley and TVWLA, the

Leading Together programme was launched to help patients or

members of the public become involved in improving health

services. The programme linked a Patient Leader (or an aspiring

Patient Leader) with a Healthcare Leader (a Doctor or Nurse).

Researcher or Manager and offered training and support in leading

change before the pair worked together on a project to benefit

their local healthcare organisation or community.

The most important part of the programme was exploring how

patient leaders and healthcare leaders can collaborate,

understanding one another's needs and develop partnerships for

the future. It is hoped these pairs continue to work and lead

together once they have been through the workshops and project.

The programme was co-designed with lay people involved in

healthcare and a total of 60 health professionals and 60 lay people

have completed the programme.

P a t i e n t L e a d e r s h i p P r o g r a m m eBack to

contents

the fifth cohort commenced in February 2016.

Participants come from a wide range of backgrounds, including

health, social care, the voluntary sector and importantly citizen

representatives.

One participant commented "It has had a lasting influence on

how I consider communities. I used to think 'people should be

able to do stuff like this to themselves' but this has changed to

'what is it that people need to be able to do more of this for

themselves and what can we do to support this?' What was

previously a thought at the back of my head is now a thought at

the front."

This innovative programme explores how leaders can grow and

nurture local social capital in order to build stronger communities

and improve health and wellbeing. It aims to recruit leaders who

want to be part of a movement for change and to think radically

about the challenges and opportunities of a community-based

approach.

Participants join a growing network of graduates who are

becoming thought leaders in their own right around social capital,

its role in health and social care, and the role of public service

leadership in shaping the communities that citizens need and want.

The fourth cohort ran between June 2015 to January 2016 and

L e a d e r s h i p f o r E m p o w e r e d a n d H e a l t h y C o m m u n i t i e s

T r a n s f o r m a t i o n a l C o n v e r s a t i o n s

The transformational conversations programme was designed to:

Ÿ Optimise personal authority, presence and impact to increase

leadership effectiveness.

Ÿ Assess leadership situations to determine the type of interaction

and conversation that would be most beneficial.

Ÿ Provide motivational feedback that recognises and reinforces

desired behaviours and performance.

Ÿ Initiate challenging conversations to work through conflict

situations.

Ÿ Use a coaching methodology to build skills and improve

performance, develop stretch and enhance personal and

organisational transformation for teams.

Ÿ Actively improve the quality of day to day leadership

conversations.

Delivered over seven days (three two-day modules followed by a

one-day summative reflection workshop) participants work with

senior leaders from across the health and care system and within

their own organisation on real life issues (organisational change;

transformation and integration of services; personal leadership

challenges) and putting their learning into practice.

From March 2015 to November 2015, 40 senior leaders from

across Thames Valley attended three cohorts of the programme.

The final summative workshop in November brought all cohorts

together to share their learning with each other and with guests

from their organisations.

The final day was designed to maximise the potential learning as

a system. Participants worked within their own cohort groups,

with participants from their own organisation, with other cohorts

and with other senior leaders who were invited by participants to

experience the learning so that the conversation extended to

cover 65 senior leaders across Thames Valley.

Overall, the programme evaluation indicated that the ability to try

out and practice conversational techniques, models and

transformational coaching in a safe environment prior to the live

situation gave individuals the confidence to have more

courageous leadership dialogue.

Based on this success, two cohorts commenced in Wessex for the

Dorset health and care system in the latter part of 2015/16.


Transformational Conversations Summit

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C o a c h i n g

Coaching provides individuals with the time to think. This can have a

significant impact on the development of individuals and

consequently our organisations and patients during a period of

complexity, transition and change.

During 2015/16 the steering group further developed the coaching

strategy in order to maintain and develop the coaching faculty to

support health care organisations across the region. Key elements

included:

Developing Coaching as a leadership style - Coach to Lead

continued to drive forward a coaching culture as part of this a Coach

to Lead Train the Trainer programme ran to develop capacity in the

system for coaching skills that deliver real service improvements that

benefit patients. The programme continued to be very popular and

was delivered to a number of other organisations across the region.

Developing senior leaders - TVWLA commissioned Human

Technics to deliver the ILM level 5 Certificate in Coaching

programme. A cohort was launched in March 2016 specifically for

16 senior leaders.

Coaching Activity through the CoachNet register across the

region - There were 289 coaches on the coaching register, 215 are

active coaches, 107 of which are in coaching relationships. Figures

show the coaching activity on CoachNet but do not include data for

the extensive coaching activity which occurs throughout the region

outside of the register.

Team Coaching - High performing teams can be highly effective at

achieving success and have proved to be a valuable driver of quality

improvement in health and social care. Effective teams identify

solutions to achieve key outcomes and develop innovative ideas. In

order to do this many teams require the skills of an external

facilitator. Two cohorts of the Fundamentals of Team Coaching ran

to provide 26 Team Coaches across the region.

Coaching in Health Care - The first cohort of the Health Coaching

Train the Trainer programme commenced in December 2015 and

was specifically targeted at primary care staff, specifically Clinical

pharmacists, GPs and Practice Nurses. This innovative approach will

continue through Public Health England.

Continued Professional Development - Three successful CPD

workshops were held focusing on a variety of subjects such as; clean

language in coaching, mentoring and Neuro Linguistic

Programming.

Supervision - An opportunity for coaches to discuss their coaching

practice regularly with someone who is experienced in coaching and

supervision. CPD events incorporating group supervision for the

faculty of coaches were delivered. Additionally, individuals who

weren't able to attend group supervision were able to access one-to-

one sessions via trained supervisors who have received their own

CPD sessions.

Support for this will continue throughout 2016/17.


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A N N U A L R E P O R T 2 0 1 5 / 1 6

In May 2015 a refreshed Mentoring for Leadership programme

was launched, which embedded mentoring values and principles

in the delivery of the programme.

Two cohorts of the programme ran in Portsmouth Hospitals NHS

Foundation Trust, as part of their wider Leadership and OD

strategy around developing a mentoring culture. Participants were

invited from a range of professions and grades, with cohorts

finishing in June. Feedback from the 29 participants highlighted

that the programme was engaging and people were keen to start

mentoring colleagues.

With the help of TVWLA two medical trainees from Oxford and

Buckinghamshire Foundation Schools worked to develop their

own mentoring scheme for new Oxford and Buckinghamshire

trainees (FY1s and FY2s). As part of this programme 20 new

mentors were trained to develop more of a mentoring approach

with newer doctors to improve their experience of training in

Thames Valley.

Participant feedback included"Very enjoyable and informative -

I've taken a lot away from the two days and look forward to using

new skills".

The "Let's make mentoring happen" conference was held in June

2015 with David Clutterbuck, global leader on mentoring

concepts and practice as the key speaker. The day included a

range of workshops and CPD sharing local experience and

insights into challenges the NHS face in implementing a

mentoring culture. 53 mentors and mentees from the faculty

register attended the event, participants described the conference

as "Very productive day. Good to network and also to take away

practical ideas".

The first Senior Mentor Development programme also took place

in June with ten senior leaders from across Thames Valley and

Wessex attending.

The day was designed to help prospective senior mentors to:

Ÿ Understand how mentoring register works.

Ÿ Become familiar with the core mentoring skills.

Ÿ Utilise the in-depth mentor resource pack.

Ÿ Network with other senior mentors.

Participant feedback included "I feel more confident about using

different approaches with mentees and the use of questions will be

helpful. Some of the skills will also be useful when working with

patients as well as colleagues- a mentoring approach to

consultation would be interesting and different".

Work was also done with Oxford Health NHS Foundation Trust to

help encourage and empower their apprentices by developing in-

house mentors at various levels. The idea being that through

training mentors to support apprentices it will increase their

retention and improve the working experience at Oxford Health,

14 participants attended.

In December 2015 a new Leadership Train-the-Trainer programme,

Mentoring for Leadership commenced. Feedback on the

programme was really positive and significantly increased the

capacity to develop new mentors through TVWLA’s six trainers.

Two cohorts ran for 16 new mentors per cohort, with a further two

cohorts planned for 2016/17.

The new trainers also ran workshops at the Senior Mentoring

Accelerated Learning Workshop, held at the beginning of March. It

was attended by 34 Chief Executives, Directors, Deans, Chairs and

Consultants across Health and Social Care and was designed as a

practical approach to mentoring, in the context of culture change.

All participants have since been added to the mentoring register,

giving the local system a cadre of very senior mentors to help

connect across boundaries and help develop system thinking and

collective leadership. Participant feedback included “useful time to

reflect and network".

M e n t o r i n g


Senior Mentoring Accelerated Learning Workshop

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I m p r o v i n g G l o b a l H e a l t h

The Improving Global Health through Leadership Development

Scheme (IGH), run by TVWLA, started in August 2008. It is an

innovative programme which allows NHS volunteers the opportunity

to undertake an overseas placement in a resource-poor setting.

Volunteers work with the local health team and use system

development and strengthening methods to help deliver sustainable

improvements in healthcare whilst concurrently developing their

own leadership skills using the domains of the NHS Healthcare

Leadership Model (2013).

IGH was initially financed by the South Central Strategic Health

Authority. At present it receives funding from two sources: TVWLA

and through the award of a Health Partnership Scheme (HPS) grant

from the Tropical Health and Education Trust (THET).

IGH has three equal goals:

Ÿ To support the delivery of sustainable improvement in health

and healthcare in resource-poor settings.

Ÿ To provide an unparalleled personal and leadership development

experience for NHS volunteers.

Ÿ To create a cadre of skilled clinical leaders with system

development and strengthening skills who will be able to make

a real difference to the NHS on their return.

Volunteers are recruited from all clinical staff groups as well as NHS

managers. Recruitment is through a competitive process consisting

of a detailed application form followed by an interview. Once

accepted onto the scheme volunteers are referred to as 'IGH

Fellows'.

Overseas placements are for six months, IGH Fellows are provided

with return airfare and a monthly stipend to cover living expenses.

From April 2015 to March 2016, 36 Fellows were on placement

with IGH's partners in Samlout, Cambodia (MJP Foundation), Cape

Town and George, South Africa (Western Cape Government

Department of Health for the Western Cape), East London, South

Africa (Eastern Cape Government Department of Health) and

Yangon, Myanmar (Brighter Future Foundation). They delivered 145

months of work. Further information on the project work can be

found in the Improving Global Health Annual report 2016.

In February 2016 the first Improving Global Health conference was

held with over 150 guests attending. It brought together key

leaders in global health and leadership development who discussed

how Partnerships in global health can enable UK Health Workers to

contribute to advancing health care globally and in addition bring

new knowledge, skills and ideas back to the UK. The conference

was a mix of interactive plenary sessions, workshop discussions and

three minute presentations, by those who have worked overseas in

Low and Middle Income countries (LMIC).

A N N U A L R E P O R T 2 0 1 5 / 1 6

Delft Community Health Centre, Cape Town, South Africa

Weighing a baby


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R e c o g n i t i o n A w a r d s a n d A n n u a l L e a d e r s h i p S u m m i t

Byron Lee

Dr Richard Mann

Andrew McDowell

Tom Leach

NHS staff from across Thames Valley and Wessex were welcomed to

the annual Leadership Summit and Recognition Awards Ceremony thon 19 November. The theme for the summit was 'Building trust

and collaborative relationships to make change happen for

patients', chosen principally because the NHS is working towards

delivering the shared vision set out

in the NHS Five Year Forward View

on how services need to change.

The way in which the changes are

designed and delivered present

many challenges for everyone. The

emphasis is on finding diverse

solutions, giving patients and

service users far greater control of

their own care and breaking down

barriers in how care is delivered.

All this requires local leadership

and high levels of trust and collaboration. The morning saw

facilitation of 6 fantastic workshops which provided opportunities

to learn, debate, question and network. The workshops were as

follows:

Ÿ System Thinking, Systems Acting: Creating an Enduring Capacity

for Change

Ÿ The Age of the Three C's (Connect-Collaborate-Co Create) Our

conversation

Ÿ Unleashing the assets of people and communities: leadership for

people-powered health

Ÿ Developing Patients as Leaders

Ÿ Developing The connected Organisation (A mindset for

supporting systemic change)

Ÿ Creative Leadership and the Direct Voice of Experience

In the afternoon Ashley Brooks,

National Patient Champion spoke

about the highs and lows of his

experience as a patient and his

subsequent work to improve the

NHS through working with NHS

staff and providing patients with a

voice.

Working in collaboration with the

NLA, TVWLA hosted the regional

Leadership Recognition Awards

Ceremony.

These Awards celebrate leaders at all levels and across all

professions who have gone the extra mile and ultimately improved

people's health, significantly improved patient care and the public's

experience of the NHS.

They recognise the work of leaders who motivate and inspire their

colleagues. Congratulations to everyone who was nominated for

their contributions to the NHS in Thames Valley and Wessex.

Details of the 2015 winners are below:

Category Winner Role Employer

Development Champion Dr Donal Collins GP & Clinical Lead Gosport Multi- The Highlands Practice; Fareham Speciality Community Provider & Gosport Primary Care Alliance Inspirational Leader Dr Jacqueline Hussey Consultant Psychiatrist Older Berkshire Healthcare NHS Foundation People's Mental Health Trust

Emerging Leader Elaine Ward Emergency Nurse Practitioner Hampshire Hospitals NHS Foundation Trust Mr Bhaskar Kumar Consultant Surgeon University Hospital Southampton NHS Foundation Trust

Leader of Inclusivity Pamela Permalloo-Bass Head of Equality & Diversity Salisbury NHS Foundation Trust

Leader of Innovation Joanne Hockley Associate Director Service Buckinghamshire Healthcare NHS Trust Improvement

Patient Champion Dr Andy Tyreman Consultant Clinical neurophysiologist Buckinghamshire Healthcare NHS Trust and Head of Service

Mentor/Coach Lysbeth Weeks Team Manager Older Adult Oxford Health NHS Foundation Trust Community Mental Health Team Collaborative Leader Senior Leadership Team Neurosciences, Orthopaedics, Oxford University Hospitals NHS Trauma & Specialist Surgery

A N N U A L R E P O R T 2 0 1 5 / 1 6

The regional winners were all entered into the national judging process and invited to the NHS Leadership Academy

Awards ceremony which took place on 8 March 2016. Pamela Permalloo-Bass was awarded National Leader of Inclusivity.


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The winning project team: Sleepsure

The 2023 Challenge was designed to encourage and support

innovation. Following a full year of design, development and

promotion in 2014/15, the second iteration of the 2023 Challenge

concluded in a positive and celebratory atmosphere in May 2015.

The Challenge - a collaboration between TVWLA, HEETV and

Oxford AHSN - began early in the day with the four project team

finalists pitching their innovative proposals to a group of six eminent

judges in a 30 minute Dragon's Den style pitching session with

questioning from the panel.

Christine Beasley, a former Chief Nursing Officer, shared the

responsibility of deciding the winner with Dr Alex Finlayson, one of

the founders of the 2023 Challenge; Ashley Brooks, NHS National

Patient Champion; Carol Trower, Chief Officer for Pharmacy in

Thames Valley; Nihal Sinha, Healthcare Venture Capital Investor and

Paul Durrands, Chief Operating Officer of Oxford AHSN.

2023 Programme Board

2 0 2 3 C h a l l e n g e

Each of the judges spoke enthusiastically as part of the evening

showcase event about the relevance of the competition, with

particularly interesting insight from Ashley Brooks, who was able to

give a very personal and human perspective on why a patient-

centred approach is essential.

The finalists came from a variety of backgrounds, including paediatric

medicine and physiotherapy. They represented Oxford University

Hospital NHS Foundation Trust; Buckingham Health Care NHS Trust,

Oxford University and Frimley Health NHS Foundation Trust.

The winning project team, Sleepsure from Frimley Health NHS

Foundation Trust, showed that sometimes it is the simplest ideas

which could make the biggest difference.

Their creativity and dedication was recognised by everyone involved

in putting the event together, with Judge Nihal Sinha saying: "People

may think the NHS is not an organisation where innovation thrives,

but today we've seen this is not the case”.

The winners, Sleepsure, and runners-up, Hetty’s Hospital & Fluid

Motion all received funding to support the development of their

projects. Development from all teams’ innovations can be followed

on the TVWLA website.

- B r i l l i a n t I d e a s f r o m t h e F r o n t l i n e


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W h o w e w o r k w i t h

P a r t n e r s

Health Commissioning Bodies, Education & Training

Commissioners

Ÿ NHS England

Ÿ NHS Leadership Academy

Ÿ Local Delivery Partnerships

Ÿ Health Education England

Ÿ Health Education England Thames Valley

Ÿ Health Education England Wessex

Ÿ Partnership Councils

Provider and Commissioning Organisations

Ÿ NHS Foundation Trusts

Ÿ NHS Trusts

Ÿ Clinical Support Units

Academic Organisations

Ÿ Academic Health Science Network

Ÿ University of Oxford

Ÿ University of Southampton

Ÿ University of Reading

Ÿ Oxford Brookes University

International Links

Ÿ Improving Global Health

Ÿ Maddox Jolie Pitt Foundation


Local Education and Training Board Partnership Working

The Director of TVWLA is a member of the Board and Partnership

Councils in both HEETV and HEEW. The Partnership Councils are

much larger, formal stakeholder advisory bodies that influence the

priorities and work of the LETBs. In 2015/16 the Director attended all

Board meetings (bi-monthly to quarterly) and Partnership Councils

(quarterly) as well as TVWLA team members supporting all

Partnership Councils in Thames Valley and some in Wessex, with

facilitation. Heads of Leadership for TVWLA attended the HEE Senior

Leadership Team Meetings on a regular basis throughout the year. In

addition TVWLA supported both HEETV and HEEW internal

development, including Board, organisational development and

through Beyond Transition.

Faculty

Various Faculty are members of NHS staff from organisations across

Thames Valley and Wessex who have been trained by TVWLA to

Associate Providers**Includes all of our associate provider partners

Ÿ 3D CoachingŸ Added Value LearningŸ Art of Explaining Ÿ Axxiom Ÿ Bath Consultancy GroupŸ Berkshire ConsultancyŸ CSB LearningŸ CynergyŸ Dave ThorntonŸ Franklin CoveyŸ Hay GroupŸ Human TechnicsŸ iOpener InstituteŸ MC CoachingŸ More to UnlockŸ Oliver & CompanyŸ OPPŸ Optimus OD LtdŸ Pharos 8Ÿ Roffey ParkŸ Talent Works Ÿ The Kings FundŸ The Performance CoachŸ TintermedŸ Tricordant Ÿ UK PrimeŸ University of West LondonŸ Valerie JamesŸ Waverley LearningŸ Wellsteed Associates

deliver valuable services including coaching, mentoring and

diagnostics feedback facilitation, including Healthcare Leadership

Model 360° and MBTI®.

TVWLA Associate providers

The framework of Associate Providers which was established in

December 2012 expired on the 31 March 2015. In December 2014 a

new tendering process was undertaken to secure a range of

associate providers to work with TVWLA and member organisations.

A specification for provision of leadership development services was

issued to existing and potential new providers asking them to "bid"

for the pieces of work they were interested in delivering. Following

the process, providers were evaluated and approved work that would

complement the strong leadership development function to deliver

high quality cross-organisational and multi-professional leadership

programmes that aligned to the needs of individuals, local

organisations and the system. The framework is approved until 2017.

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2 0 1 5 / 1 6 I n c o m e & E x p e n d i t u r e

Income

£’s £’sNHS Leadership Academy (SLA cash) 698,306Subscription/Membership monies 315,000 HEE Thames Valley 375,000 HEE Wessex 361,000 Total 1,749,306

Professionalising Leadership Core programmes and Graduate Scheme 16,572 Models and Frameworks 13,452 Total 30,024

Talent management and inclusion 19,417 Total 19,417

Organisational Development 16,623 Total 16,623

Coaching and mentoring 73,703 Total 73,703

Communication and Marketing 39,209Total 39,209

Corporate costs Corporate costs & Overheads 102,046Staffing costs (SLA) 379,065 Staffing costs (other monies) 238,004 NLA Pre-commitment money 36,000Total 755,115

Subscriptions/Membership monies 176,996Health Education Thames Valley 323,550Health Education Wessex 311,000

Total Expenditure 1,745,637

Expenditure


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This report is published by NHS Thames Valley and Wessex Leadership Academy 2016

Documents

Thames Valley and Wessex Leadership Academy Annual Report ... · Thames Valley and Wessex Leadership Academy Annual Report 2015/16. We have written this document to make it accessible