Thames Valley and Wessex Leadership Academy Annual Report ... · Thames Valley and Wessex...
Transcript of Thames Valley and Wessex Leadership Academy Annual Report ... · Thames Valley and Wessex...
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:
Ÿ Using plain language
Ÿ Making it as concise as possible
Ÿ Designing it to be as legible as possible using Frutiger Light
If you would like TVWLA to supply this document in an accessible format
please contact Kirsty Stevens, Partnership and Engagement Coordinator:
Tel: 01865 785585; Mobile: 07795 637674
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
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
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
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
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
Back to contents
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
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
Back to contents
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
Back to contents
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
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
Back to contents
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
Back to contents
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
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
Back to contents
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
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
Back to contents
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
A N N U A L R E P O R T 2 0 1 5 / 1 69N 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
Back to contents
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
A N N U A L R E P O R T 2 0 1 5 / 1 610N 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
Back to contents
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
Back to contents
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
A N N U A L R E P O R T 2 0 1 5 / 1 612N 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
Back to contents
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.
A N N U A L R E P O R T 2 0 1 5 / 1 613N 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
Back to contents
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 .
A N N U A L R E P O R T 2 0 1 5 / 1 614N 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
Back to contents
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!"
15N 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
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.
Back to contents
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.
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
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.
A N N U A L R E P O R T 2 0 1 5 / 1 617N 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
Transformational Conversations Summit
Back to contents
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.
A N N U A L R E P O R T 2 0 1 5 / 1 618N 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
Back to contents
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
19N 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
Senior Mentoring Accelerated Learning Workshop
Back to contents
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
20N 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
Back to contents
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.
21N 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
Back to contents
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
A N N U A L R E P O R T 2 0 1 5 / 1 622N 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
Back to contents
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
A N N U A L R E P O R T 2 0 1 5 / 1 623N 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
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.
Back to contents
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
A N N U A L R E P O R T 2 0 1 5 / 1 624N 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
Back to contents
This report is published by NHS Thames Valley and Wessex Leadership Academy 2016