Strengthening leadership and building new teams, pop up uni, 1pm, 2 september 2015
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Transcript of Strengthening leadership and building new teams, pop up uni, 1pm, 2 september 2015
Strengthening leadership
and building new teams Dr Jen Allinson and Chris Ash
Better Local Care (South Hampshire)
Our MCP in South Hampshire • Around 30 GP practices working in partnership with Southern Health
NHS Foundation Trust.
• Supporting population of 220,000 in three initial localities (Gosport, East
Hants and South West New Forest)
• Supported by 16 local health providers, commissioners, local authority and
third sector partners.
• Significant growth across Hampshire anticipated…
Our MCP in South Hampshire East Hampshire
10 practices / 70k patients
Semi-rural “new town”
Gosport
11 practices / 80k patients Urban deprived
New Forest 7 practices / 70k patients
Rural – older demographic
Three levels of transformation A new model
of care
A new care model with better access to care, extended primary care team proactively managing need, and specialist advice and support in the community.
Provider reform
Primary Care and Southern Health coming together to deliver the new model of care that has been co-designed with local people, is seamless across health and social care services and is cost effective
Commissioner
reform
Pooling the combined resources for the local population and commissioning services using long term outcome and capitation based contracts
A new model, based around natural
communities of care
Wider primary care at scale
Improved access to care
An extended primary care team
Fewer steps to access specialist support
Enabling workstreams
Design and implementation of
extended primary care team
Putting in place the leadership
team and development support
Creating a single health record
and shared information
Getting the right estate for
the MCP
Developing governance
arrangements for the MCP
Ensuring the MCP represents
good value for money
Building a social movement for change via
effective communications and engagement
Evaluating the impact of
the MCP
Appointing to values
Building leadership capability
Accelerating team capability
Building team and leadership potential
Working in new ways across traditional
barriers requires a new, shared culture
Appointing to values –
Assessing leadership capability
Understanding of role suitability and fit
Evaluation of values, attitude and leadership style
Measurement of potential as well as capability
The foundations for a tailored development plan
Team leaders
Natural community leaders
Executive leaders
Front line leaders
Different ways of assessing different leaders Assessment outcomes
Day 1 - assessment Day 2 – integration & feedback
Psychometric evaluation
Role play simulations
Written exercises
Behaviourally based
interview
Integration
Feedback 1
Feedback 2
Feedback 3
Feedback 4
Feedback 5
… Natural Community Leads assessment format
Appointing to values –
Assessing leadership capability
Building leadership capability – leadership diagnostic
Aspirations and values
Areas of competence and strength
Risk factors and derailers
Unique talents and capabilities
Specific development requirements
Leadership diagnostic Combined individual and team development
Measures or preference, values and derailers
&
360
Pas
t P
rese
nt
Futu
re
Review of past performance, learning
and experience
Current capability
Potential capability
Likely strengths
Likely derailers
Pre-work Diagnostic Feedback
Goal clarification
Development planning
Review of current effectiveness and
potential
Review of future aspirations, needs
and plans
Format and outputs
Building leadership capability –
leadership diagnostic
Team development overarching aims
• accelerate team formation, capacity and capability
• build sustainable structures, processes and cultures across teams
• embed models of care and ways of working that are ‘scale-able’
• empower teams and patients to shape services around local needs
• share / contribute to the latest ideas both locally and nationally
• give teams the confidence to leave behind old ways of working
Innovation ‘pushed’ by leaders New services ‘pulled’ by communities
Unclear leadership and accountability Right leaders accountable for right things
Closely guarded resources Resources shared and benefits utilised
Conflicting incentives for delivery Mutually beneficial incentives for all
Duplicated, inefficient models of care Joined up and efficient service delivery
Integration perceived as complex Simple delayered models of care
Historical provider/commissioner boundaries An integrated ‘team’ with 1 real customer
Multiple organisations trying to work together A team within its own right
The past Desired future
Team development – shifting our culture
Team Development - Enabling elements
Vision, clarity of direction and clear
roadmap for all at MCP and team level
An ‘Ikea’ manual + the latest research / case studies to stimulate
local solutions
Enabling people to let go of the past and build optimism and a sense of
hope for the future
Accelerating the pace of team development and
enhancing team effectiveness
Understanding and co-designing services
around the needs of the local population
Bringing the right mix of people together, in the right
environment and empowering them to find local solutions
Team development - format Day 1
D
D
D
D
D
PDSA
D
D
D
D
D
PDSA
D
D
D
D
D
PDSA
D
D
D
D
D
PDSA
Day 2
Day 3
Day 4
D
D
D
D
D
PDSA
Days 5 & 6
Redesigned access to primary care
Extended primary care teams
Engagement, prevention and self management
De-layered specialist support
A cultural shift
Empowered and engaged community
Access to local and national data
Local and national expertise, stories and
case studies
A safe space and ‘permission’
Team diagnostics and development tools
Co-production with users and volunteers
Support tailored to the needs of each team
West Cheshire Way: Developing the
future primary care team
Dr Jonathan Gregson, Primary Care Cheshire
Journey so far…. • Pre-new models of care ‘local vanguard’
• Collaboration with NHS IQ – Bringing disciplines together to learn together
– Improvement methodology – what can I do differently, how will I know I have made an impact
• Bridging the divide – programme of joint training between practice and community nurses
• Primary Care CQUIN – Outcomes based – Incentivises working in clusters
– Time to think/develop/learn together
Plans going forward…. • Value Proposition enables
Education and Training
– Roll out of improvement methodology skills to all front line workforce
– Roll out ‘behavioural change’ skills to all front line workforce
– Develop shared primary-community-secondary care education programmes for: • Paediatrics
• Long Term conditions
• Geriatrics
Leadership – Primary care leadership skills: cluster lead GPs, Practice Manager Lead GPs