Emerging Leaders Annual Report 2011-12 by Yorkshire and the Humber Leadership Academy

Annual report 2011/12

EMERGING LEADERS

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Foreword Welcome to the first annual report of the Emerging Leaders Network in Yorkshire and the Humber. We are delighted to present to you a summary of the aims and achievements for 2011/12 and also an outline of our priorities for the coming year. The Emerging Leaders workstream aims to accelerate the development of emerging leaders in the region through connecting them to a broad network of peers and senior colleagues across the region. Over the last 12 months the Emerging Leaders Network has: • Recruited 150 emerging leaders • Held 5 network events with over 400 attendances • Supported 15 QiPP related service improvement projects The network events have proved a huge success with significant attendance and positive evaluation. Clinicians and non-clinicians have worked together to explore a number of topical issues – provider and commissioner development; system transformation, building and maintaining personal resilience and leading through change and adversity. The events have been supported by many senior colleagues through out the region to whom we offer grateful thanks for their time and commitment to the network and their faith in the talent development of our new and emerging leaders. In between the five events we have worked with our emerging leaders to develop an online platform for sharing best practice, discussion forums and development offers. ‘Well-Connected’ will be reviewed during 2012/13 to ensure it is fit for purpose as the network develops further.

As with all development offers we need to review, reflect and be flexible to ensure we are meeting the needs of our participants. To that end we would also like to thank the members of the Emerging Leaders Steering Group, who have met throughout the year to provide guidance, support and hands on work to ensure the network is a success. Finally, in looking forward to 2012/13 we hope the new governance arrangements for Emerging Leaders, as part of the Regional Leadership Council and Local Education and Training Board for Yorkshire and the Humber will provide some sustainability for this work beyond this year, as national funding ceases. The continued investment in our new and emerging leaders during a time of system change is an important priority to maintain.

Christine Boswell Chief Executive, Rotherham Doncaster and South Humber NHS Foundation Trust, Chair, Emerging Leaders Steering Group

Fiona Sullivan Programme Manager, NHS Yorkshire and the Humber

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Annual report 2011-12

Contents Executive Summary

- Aim

- Key Activities Delivered

- Evaluation and Impact

- Who’s who?

- The Investment

A Year in the Network

End of Year Impact Evaluation

Benefits Evaluation Survey

Benefits – What the Emerging Leaders Say

Benefits – What the Sponsors Say

Vanguard Programme Impact

QIPP Bursary Impact

Interested in becoming an Emerging Leader?

The Future

- Priorities for April 2012/13

- Future of the Emerging Leaders Network 2013/14

Help Us Shape the Future We would welcome your support with, and views on, the Network going forward. Please click on the link below to answer just 5 questions. Click here to shape the future of the Emerging Leaders Network.

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Annual report 2011-12

Aim The aim of the network is to accelerate the development of Emerging Leaders in the Region. This is being achieved through offering opportunities to:

• •

Acquire/develop leadership skills, knowledge, behaviours Become more knowledgeable about NHS challenges/ opportunities/solutions

• •

Be connected to, communicate with, and supported by, a broad network of peers and senior colleagues Have awareness, understanding and ability to leverage difference – in culture, background, organisations, professions

Key Activities Delivered

Evaluation and Impact

The key activities throughout the year have been:

The impact so far has been:

• 150 Emerging Leaders (clinicians and non-clinicians) in the network – over 70% are bands 7 to 8b

• Nearly 90% of respondents stated that membership of the network had positively affected how they carry out their leadership role/responsibilities

• 5 Network events (with c400 attendances) • 15 QIPP service improvement projects • Network Events »» Leading Provider Development (60 participants) »» Leading Commissioning Reforms (60 participants) »» Care to Engage? Unlocking the Potential of People to Transform Health and Social Care Systems (120 participants) »» Building and Maintaining Personal Resilience (75 participants) »» Leading Through Change and Adversity (80 participants) • Online Network – access to shared best practice, discussions, shared resources and development offers • Access to regional and national leadership development events and programmes e.g. Clinical Innovators, Clinical Leadership Network events/offers, Virtual ALS training, Diversity Seminars, Organising for Quality Programme • The Vanguard Programme – a six month national virtual learning programme for 60 Participants plus 60 Sponsors (with 6 from Yorkshire and Humber) focused on ‘Mobilising for QIPP’ • The QIPP Bursaries – up to £10,000 each to develop 9 QIPP initiatives and leadership skills • Stakeholder Engagement – 4 steering group workshop style meetings

• Over two thirds of participant respondents reported an increase in role and responsibility with over a quarter having been promoted • Benchmarking showed: »» An 83% increase in opportunities to share best practice and increased connectedness amongst peers (53%) and with senior colleagues (75%) »» A 29% increase in level and depth of wider strategic knowledge In a survey of sponsors and participants over 450 benefits of the Network were identified. Senior sponsors were able to be specific about the positive impacts of the network on the organisation and service users. They cited over 100 benefits of which 45% related to specific examples of impact.

‘New ideas and service developments that we could use as part of transformation... Exciting and thought provoking’ ‘A 3 year problem resolved through service redesign in Ophthalmology and Anaesthesia’ ‘This community is high energy and driven to deliver change for patients and their experiences and knowledge is invaluable’

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Who’s who? The network has been funded by NHS Yorkshire and the Humber and the Emerging Leaders Workstream of the National Leadership Council. It is sponsored by Chris Boswell, Chief Executive of Rotherham Doncaster and South Humber NHS Foundation Trust and managed by Fiona Sullivan of the SHA OD and Leadership team.

A steering group of regional stakeholders oversees and guides the Emerging Leaders workstream and members have been actively involved as advisors, advocates and bursary panel members. Each year all regional organisations (via their Chief Executive and HR Directors) are asked to nominate a small number of their most talented emerging leaders with particular emphasis on connecting together individuals that have already been invested in – such as the alumni of the Graduate Management Training Scheme or other local leadership development schemes. There are two cohorts of Emerging Leaders drawn from organisations across the Region. Total membership is 155 of which 33% are from a range of clinical backgrounds1 and 62% are non clinical2. 70% of members are female and 30% male, 83% are white, 10% are from a BME background3. The majority of the members are bands 7 to 8b (73%).

Christine Boswell Chief Executive, Rotherham Doncaster and South Humber NHS Foundation Trust Chair, Emerging Leaders Steering Group

Fiona Sullivan Programme Manager, NHS Yorkshire and the Humber

2 7 13

Band 6

Of these nearly two thirds are currently practising clinicians 5% did not state their profession 3 7% did not state their ethnicity 1 2

8 35

Band 7 Band 8b 35

Band 8a 43

Banding Breakdown for Current Network Members (percentages) Consultants/GPs

Band 8b

Senior Managers/VSM

Band 8a

Blank

Band 7

Band 9

Band 6

Band 8d

Band 5

Band 8c

The Investment The financial investment has been £45,000 plus 0.9 FTE of management and administration support. This equates to approximately £300 per member per year (excluding staff costs).

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A Year in the Network Discussions enabled an opportunity to learn about the wider challenges organisations and colleagues are negotiating.

New ideas and service developments that we could use as part of transformation... exciting and thought provoking.

More of a focus on how we can improve care pathways to include community services.

Better clarity on what we need to do as commissioners and providers to deliver the required changes over the next few years – whole system/competition and collaboration.

2011 April

AUGUST

Launch of ‘Well Connected’ our online networking platform now home to over 200 users, a range of virtual workspaces and leadership resources.

Vanguard Selection Process (6 applications selected)

Leading Provider Development (60 participants) – John Lawlor, (at the time Chief Executive, NHS Leeds and SHA Director, Provider Development) gave a National and Regional Perspective on Leading Provider Reforms. Emerging Leaders from commissioner and provider backgrounds shared their perspectives on the challenges facing the system. Kevin Bond, Chief Executive, NAViGO explained his innovative social enterprise model of delivery at North East Lincolnshire Care Trust Plus. This was contrasted with Brian James’ geographical expansion and diversification acute care model at The Rotherham Foundation Trust.

Bursary Progress Workshop

MAY Bursary Progress Workshop

JUNE Excellent to have had additional involvement from GP Consortia and debated recent strategy changes and policy.

Good to discuss specific issues in detail with buddy and to share learning more widely.

Leading Commissioning Reforms (60 participants) – Ailsa Claire (at the time SHA Director of Commissioning Development) gave a National and Regional Perspective on Leading Commissioner Reforms. Andy Buck, Chief Executive of South Yorkshire and Bassetlaw PCT Cluster outlined the role of PCT Clusters in Leading Commissioning and its Reform. This was followed by the GP perspective from Andy Harris, Chair of Leodis GP Consortium.

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SEPTEMBER OCTOBER Care to Engage? Unlocking the Potential of People to Transform Health and Social Care Systems (120 participants)

This experiential day focussed on the benefits of genuine engagement as a means to delivering ‘no decision about me without me’. Paul Willis, Director of the Centre for Public Relations Studies, Leeds Business School shared his perspective on how stakeholder engagement enhances organisational effectiveness, leadership and strategic thinking in the NHS. This was followed by some real life examples of engagement in action. Roz Davies, Co-Director, Altogether Better, NHS Yorkshire and Humber introduced the work of Community Health Champions that’s having real impact around the Region. Experts from across the region ran four differently themed ‘engagement’ workshop sessions in the afternoon.

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Annual report 2011-12

2012 JANUARY

MARCH

Building and Maintaining Personal Resilience (75 participants)

March 2012 – National Vanguard Celebration Event in London

This session introduced the concept of ‘keeping pressure positive’ and each participant was given an individualised resilience report based on an online assessment. Many activities focused around interactive tips and tools for building and maintaining resilience.

FEBRUARY Regional Vanguard Assessment and selection of ‘Best in Region’ (all 6 passed).

Nicola Fields

All Yorkshire and Humber participants passed the assessment and Nicola Fields, Operational Manager from Sheffield Teaching Hospitals won Best in Region for her project, a Plastic Surgery OutPatient Improvement.

Taking part in the Vanguard programme has been truly inspirational to me as an Emerging Leader and has given our team the tools and techniques to enable our project to get started but also expand into something that is sustainable and can be used by all.

Being from a provider it has been extremely interesting in widening personal perspective and knowledge on commissioning and the changes occurring.

All Vanguard participants and their Sponsors attended a celebration and sharing of learning event with Jim Easton as keynote speaker. For access to a 5 minute clip of service improvement projects go to www.leadershipacademy. nhs.uk/about-us/our-work/vanguardvideo-case-studies

This was a great opportunity to get underneath the theme of engagement, to explore and identify how to do this in practice. A challenging and interesting day. Thank you.

March 2012 – Leading Through Change and Adversity (70 participants) The focus was on how a leader’s style impacts the team around them. Members formed peer mentoring pairs to support each other through application of the learning.

It has been really helpful getting different perspectives on commissioning development to increase my knowledge in this area. It has also been great hearing from GPs and working together with them on tables.

A survey of participants before the January event and after the March event, demonstrated a statistically significant improvement in leadership skills measured over a range of indicators.

Market Stalls – Emerging leaders and colleagues shared their good practice through 25 market stalls in a series of promotional activities throughout the year.

I continue to believe that learning about the current climate of change is invaluable. The networking is so useful.

Great networking opportunities and a lot of new learning. Revised my perception of engagement. Thank you.

The day gave me an opportunity to take time to think; to consider the approaches we’ve taken to engagement in Rotherham and how we can do it better. The leadership workshop provided some healthy debate about the challenges the NHS faces to deliver better, different leaders for current times.

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It was useful to hear about the reforms from different perspectives. As someone who will be increasingly working with GP Consortia, it was really valuable to hear from GPs in the room. It will help me build necessary relationships.

I liked the way personal reports made the training relevant to each participant and therefore transferred easily to the work place.

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End of Year Impact Evaluation Two evaluation methods were used to assess the impact of the Network: • A benchmarking study of Network members before joining the network and 18 months after joining • An online survey of individual members and their organisational senior sponsors

Benchmarking Study 82% of the first cohort members responded to the pre-joining baseline survey and 43% responded to the post-18 month updated baseline survey.

Increased Leadership Impact Nearly 90% of respondents stated that membership of the network had positively affected how they carry out their leadership role/responsibilities. 46% said the effect was quite significant.

Increased Connectedness Comparing results before joining and those after 18 months there was a 53% increase in connectedness amongst peers and a 75% increase in connectedness with senior colleagues (with scores of 3 or above). Network members were asked to rate their level of connectedness to colleagues (peers and seniors) rating from 1 to 5 (where 1 is very few or no contacts and 5 is many useful peer contacts across a number of professions, organisations and ethnic backgrounds).

Increased Sharing and Learning Best Practice

Increased Role and Responsibilities

After 18 months members reported an 83% increase in opportunities to share and learn with peers and a 45% increase with senior colleagues (with scores of 3 or above).

Over two thirds reported an increase in role and responsibility with over a quarter having been promoted.

Members were asked to rate the degree to which they share/learn good practice and solutions with multi-disciplinary peers and seniors from across the region, (where 1 was very few or no opportunities and 5 is many opportunities across a number of professions and organisations).

Members were asked about how their role and responsibilities had changed since joining the Network.

Increased Strategic Knowledge Comparing results before joining and those after 18 months members reported a 29% increase in their level and depth of wider strategic knowledge (those with scores of 3 or above). Members were asked to rate their level and depth of wider strategic knowledge, (where 1 is very limited and 5 is excellent, detailed, wideranging and current).

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Benefits Evaluation Survey Individual members and their organisational senior sponsors were asked to comment on the network’s effects on the members themselves, their organisations and the service users.

From the first cohort of 68 members, there was an excellent response to the evaluation survey; 72% of members and 55% of sponsors. In total over 450 benefits of the Network were identified.

Network Participants Percentage of Total Benefits Reported by Participants

35 30 25 20 15 10 5

Sponsors

Other

Time to Reflect/Gain perspective

Access to Senior Colleagues

Best Practice & Solutions

Improved Leadership Skills/Attributes

Improved/Wider Knowledge & Understanding

Support through Networking

40 35

Percentage of Total Benefits Reported by Sponsors

30 25 20 15 10 5

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Other

Time to Reflect/Gain perspective

Access to Senior Colleagues

Best Practice & Solutions

Improved Leadership Skills/Attributes

Improved/Wider Knowledge & Understanding

Support through Networking

Annual report 2011-12

Benefits – What the Emerging Leaders say Benefits to the individual Network members Nearly 30% of the benefits highlighted were about the intrinsic value of networking. Nearly 30% of the benefits highlighted centred around the opportunity to gain a wider understanding of the NHS as invaluable. 20% of the benefits mentioned were focused on the development of leadership skills and confidence. Around 10% of the benefits highlighted were about the value of learning from senior leaders.

Benefits to the organisation and service users Members cited 100 examples of benefit to their organisations or service users that they could fully or partly attribute to membership of the network. Many of these related to the ‘value-added’ benefit to the organisation of their own personal development. About a quarter of the benefits mentioned related to specific pieces of work impacted either by their higher functioning as a leader or as a result of making a particular contact or learning something new.

Around 10% of the benefits highlighted were about the value of sharing best practice.

Forum to communicate with, seek opinion and advice from a broad network of peers and senior colleagues from different cultures, background, organisations, professions.

This community is high energy and driven to deliver change for patients and their experiences and knowledge is invaluable. Personal Support: being part of both an online and face to face community of similar minded people that you can share work challenges and solutions with.

Opportunity to have exposure to current national developments first hand from “experts”.

Better understanding of the wider picture e.g. some of the challenges that the NHS are facing and the different ways that these are being responded to.

Confidence that comes from having an understanding of the bigger picture and how it relates to some of the challenges we are facing and what actions need to be taken.

Managing change, listening to different ways of effectively managing change, selling my story to bring about a change in culture or practice by engaging with people and encouraging them to buy in to the whole change process.

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Early awareness of NHS policy changes and the opportunity to discuss these with key leaders.

Connected with senior colleagues understanding the key challenges they have faced in the past.

Opportunities to listen to good practice and behaviours in relation to national directives but also in relation to locally driven innovative initiatives.

Excellent opportunity to reflect on your own practice and compare practice.

Insight into changes in the region and other issues such as GP commissioning which have informed Trust strategy.

Knowledge of the transition (from the Commissioning reform workshop in June) was used to increase the HR team’s understanding of changes and these were incorporated into briefings delivered to all staff so they received more information.

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Benefits – What the Sponsors say ...has led a business critical contract negotiation, always managing to keep an eye on the bigger picture, and proving to be capable of negotiating with all levels of people.

The network provides an opportunity to share learning and experiences with others outside of the traditional work environment. This helps in learning and applying new leadership thinking.

Developing confidence to deal with wider strategic issues.

Gaining an understanding of different people’s perceptions to a problem.

Much improved political awareness.

Understanding the wider healthcare environment is also vital, especially given the intense pressures of work. The network allows some freedom to view the NHS beyond Bradford.

Better awareness of differences in culture, professions & directorates with in the Trust & how to use these as leverage.

Opportunity to network with other people at a similar stage in their career for peer support.

When the senior sponsors were asked about the benefits to the Network members, nearly 40% of the benefits mentioned related to examples of improved leadership skills and confidence. Nearly 30% of the benefits highlighted related to developing a broadened knowledge of the NHS and the wider system. 20% of the benefits mentioned by senior leaders related to the intrinsic value of networking. 10% of the benefits highlighted related to sharing best practice.

Benefits to the organisation and service users Allowed time to network and bounce/share ideas.

On the whole, senior sponsors were better able to be specific about the positive impacts of the network on the organisation and service users4. They cited over 100 benefits of which 45% related to specific examples of impact.

She is currently engaged on a priority project that sees her facing front-line staff on a regular change management subject that has, at times, been very challenging. The event she has attended to date has allowed her to put some of that learning into operation.

Access to broader range of people, especially useful in helping define our business needs in terms of the contract negotiation.

The major impact was the success of the trust e-discharge project and the involvement of the pharmacy staff in the final solution.

Has used the intelligence and knowledge gained to change practice – implementation of the new acute medical pathway.

Ability to gain and develop a more strategic view of NHS and challenges.

Better awareness of the emerging landscape across the NHS.

Benefits to the individual Network members

4 Only three sponsors felt they could not identify additional benefits to the organisation beyond the personal development for the individual

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Vanguard Programme Impact In August 2011 six Emerging Leaders in Yorkshire and Humber were selected to be part of the National Vanguard Programme. All successfully completed the programme and an assessment process culminated in Nicola Fields being selected as the Best in Region.

Nicola Fields

Operational Manager – Michael Harper (sponsor) General Manager Plastic surgery out-patient improvement programme This project achieved improvements in efficiency and quality of the service by reallocation of tasks to the most appropriately qualified member of the team e.g. nurses rather than consultants now grade referrals and have reduced the time taken from nearly 4.5 days to 6 hours. Processes have been streamlined so that: • Patients are now pre-assessed during Out-Patient clinic so that a second visit is not required • Patients are provided with Consent packs whilst in clinic thus reducing the consultants’ time

Ali Aslam

Service Improvement Manager – Michael Shaw (sponsor) Head of Service Improvement Centralisation and consolidation of Specialist Laboratory Medicine (SLM)

• Consultants are given book-marked notes to reduce time looking for the relevant section There are new protocols, procedures and booking rules that have reduced wait times whilst in clinic. The project team have been so inspired by the programme that they have added to their aims. They are now planning to have a ‘See and Treat’ clinic by July 2012. “I have gained so much from working with the team so closely in terms of confidence in me and my role… The tools and techniques I have learnt and used along the way have been most certainly put to use… everyone now has a ‘can do’ attitude and there is no such things as a silly question. Because of this we are constantly looking at how to improve what we do, but at the same time try to save re-work, duplication etc… and from this falls additional capacity to see more patients…” Nicola Fields

reducing turnaround time and increasing throughput, whilst also allowing staff to cross-cover different test requests. Initial scepticism from some staff has been overcome. The goal of creating a centre of excellence has now become tangible and feeds directly into the strategy for Pathology in the trust going forward. There have also been a whole range of leadership and team development benefits.

The aim of the project was to increase the quality of service provision by centralising Specialist Laboratory Medicine. The long-term aim was to attract more business to the service and become a centre of excellence.

“As a result of the programme I am better placed to understand where previous projects have failed to take off, better prepared to manage the Human Dimensions of Change and confident with a Social Movement Approach” Ali Aslam

The first stage has been achieved. There is now a centralised reception and four separate functions have come together with the new laboratory opening. Nine reception processes have been redesigned and consolidated into one, with all duplicate steps removed. The analysis has shown that this will have a big impact on

The wider Service Improvement team has a new suite of skills/tools/models. The project team now function as a team and anecdotal evidence suggests that this change has felt less “painful”. There is potential for the learning to be applied across organisation, beyond Pathology.

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Arasu Kuppuswamy Consultant Psychiatrist Tim Breedon (Sponsor) – Director of Services

Improving alternates to hospital admission in mental health services The aim of the project was to improve alternates to hospital admission by focussing on the key drivers of change in the system: the crisis team and a whole systems view of care pathways, acute and community services. Vanguard tools and techniques were used to empower and integrate the team, improve the skill mix.

Caroline Williams Telemedicine Manager – Airedale NHS Foundation Trust

Improving patient care and extending the use of technologies to support care closer to home The aim of the project was to improve patient care and extend the use of technologies to support care closer to home. The Tele Health Hub team improves patients’ care by using technology in the home; designing care around patients to reduce time in hospital and supporting earlier discharge; improving response and access to care and providing better out of hours support; actively encouraging patients to learn more about their diseases and promote self care by modifying their behaviours to support well-being; and actively engaging with patients about their own care and learning from their experience.

Two QIPP targets were established: • An improvement in patient satisfaction (a questionnaire (PSQ) was developed) • A reduction in length of stay (an Early Discharge pathway and a Zoning System established). The current average length of stay is 28 days compared to the trust target of 30 days Ongoing targets and procedures have also been established: • PSQ will be reviewed and actions formulated every 3 months • Ongoing evaluation of length of stay • Negotiation with “Rapid Improvement team” within the trust to adapt LEAN way of working

The Tele Health Hub team has implemented telemedicine: • In 20 local nursing/residential homes to provide 652 patients with telemedicine services • In 21 prisons across the UK • To over 100 patients in their own homes with longterm conditions • To palliative care patients in their final stages of life to support both them and their families • To GP surgeries and community teams, to provide emergency consultations to avoid admissions and to support clinicians with specialist services Telemedicine has reduced out-patient and A&E attendances, out of hours home visits, travel time (releasing time to care), ambulance journeys, emergency admissions by 50% and GP home visits by 70%. This has resulted in a significant ROI and the opportunity to reuse/ take out capacity. “In a cohort of 40 COPD Patients we have reduced admissions by 25% in 3 months through providing telemedicine services.”

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Catherine Hills

Quantitative Data: Turnaround Times

Chief Biomedical Scientist (Neuropathology) – Angela Carling (sponsor) Laboratory Manager

10 9 8 7

4 3 2 1

Average turnaround (days)

Jan-12

Nov-11

Sep-11

Jul-11

May-11

Mar-11

Jan-11

Nov-10

Sep-10

Jul-10

May-10

0 Jan-10

The aim of the project was to reduce the turnaround times of patients with ocular skin lesions from 1 week to 1 day by creating a one-stop shop for patients.

Mar-10

The development of a same-day service for patients with ocular skin lesions

Days

Target turnaround (days)

Benefits have been realised in terms of: • Quality of service • Patient experience • Efficiency and cost savings Patients are benefiting from having their lesion removed, laboratory results and reconstruction within 1 day. This will result in reduced visits to hospital and improved cosmetic result. Staff in the lab will improve their technical skills and knowledge of pathway, while being involved in a service of added value to patient. Clinicians can offer an improved

Victoria McGregor-Riley

Assistant Director, Patient Access, TRFT – Alison Grundy (sponsor) Service Director, Patient Access, TRFT Reducing readmissions The aim of the project was to reduce emergency readmissions at The Rotherham NHS Foundation Trust. The key drivers were: • To improve patient outcomes and experience

service (time and cosmetic effect) with reduced sessions per patient and more control over workload. The Trust will benefit from reduced cost/patient – reduced theatre and clinic sessions per patient and reduced admissions. “I was very scared about this “op”. Having it all over with in one day was by far the best for me. Thank you to all the staff involved” The project is being used as an example for project progression and input into LEAN in Cellular Pathology Department.

The first step was to review the data being collected and establish ongoing data monitoring to determine changes/ impact on overall readmissions profile across the Trust. The project outcomes are to: • Conduct inpatient screening of Risk of readmission • Improve supported discharge processes • Promote multidisciplinary working at pre-admission as well as at post discharge • Build confidence of patients for self-management and self-care • Align care package to match individual patient needs • Optimise medical management in hospital through consistent application of transition planning

• To increase cost effective use of resources across the care pathway • Promote TRFT as a high performing organisation • To minimise impact of PbR rules related to nonpayment of readmissions following an elective admission

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QIPP Bursary Impact Adrian Haigh

Regional Operations Centre Manager – Yorkshire Ambulance Service NHS Trust A review of the transportation of patients from Acute Trusts to their home Reduction in utilisation of responders – 346 hours in York – 200 less calls per month across Yorkshire Ambulance Service (YAS).

I was able to: • Challenge several areas within the Trust, deliver improvements in patient response times and make better use of volunteer responders and correct measurement techniques • Lead and motivate a team of 73 people through a significant performance turnaround programme

“This procedure has given us clear guidelines and will have no doubt improved the service we give” Emergency Operations Centre Team leader

• Adherence to procedure – from 26% to 98% in York Estimated cost saving to YAS operational resource – £53,550 for the new procedure in just one Trust. In addition, I developed in my 3 targeted areas: self awareness, critical evaluation and implementing strategy. Using my new skills and confidence.

Ashy Shanker

Commissioning and Planning Manager – NHS Doncaster Demystifying general management

“A positive impact on our organisation in a very short period of time”

Recurrent savings for Ophthalmology services (£367,000) achieved. In addition this new model is now being considered in other service areas such as Orthopedics. Any prior apprehension I held towards senior clinicians and general management was transformed into confidence by being ‘part of the system’.

“Service redesign in Ophthalmology and Anesthesia – a 3 year problem resolved”

Director of Performance Doncaster & Bassetlaw NHS FT The aim was to experience working in a totally new environment (acute sector) and improve efficiencies within Ophthalmology, Anesthesia, Critical Care and Pain Management Services. Over a 6 month period clarity on service expectations and standards for the CSU (Anesthesia and Physiotherapy) was achieved through the development of a new Service quality level agreement. To exit full screen mode, please press the ‘Esc’ key on your keyboard

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Gina White

The project reviewed the out of hours service provision to improve the patient experience and utilization of resources, this was achieved by basing out of hours resources within the crisis resolution home treatment team. It required inter-organisational and multidisciplinary collaboration to review systems and processes for more effective delivery of out of hours care.

My leadership journey through the out of hours care pathway

The award of an Emerging Leaders bursary allowed me to focus on being a leader rather than a manager.

Head of Quality, Medical Directorate – Leeds and York partnership NHS Foundation trust

“Your legacy is you make it happen” Medical Director

Roxana Summers

Black and Minority Ethnic (BaME) Advanced Health Improvement Specialist, NHS Leeds Maternity outreach volunteers at Shantona People of Black and Minority Ethnic (BaME) origin can experience worse health outcomes than their non-BaME peers, this can extend to reduced life expectancy and life chances and higher rates of infant mortality. For example BaME mothers who may not speak or read English might be less aware of the available health services and that midwifery antenatal care is freely available to pregnant mothers in the UK independent of ability to pay or immigration status. Our trained multilingual volunteers provide advice and information ‘through the grapevine’, informally, at places where they habitually gather, sensitive of cultural issues but to an agreed standard. This project is a means to use a pictorial, highly visual resource devised to start a discussion on maternity topics with people with little or no language skills.

“The project and bursary have given Rox an opportunity for self-reflection and focused development, allowing her to use her innovation and creative skills and develop effective partnerships using a range of leadership skills and styles with a focus on consensus and trust”

The first cohort recruited 20 people. Six women received locally or regional certificates for their achievements and 3 have found paid work elsewhere. Two of the volunteers are committed ‘natural leaders’ and it is around them that the next phase of the project will progress. The rest are providing advice to others in the community and continue to report in an informal way. Ultimately, the Infant Mortality figures for the city are better than anticipated and it is possible that our work and that within the demonstration sites might have contributed to this. Some of the tangible outcomes included: • Two pools of volunteers trained • An established training course • Mapped career opportunities linked to further volunteering or paid work

Pia Bruhn, Health Inequalities Manager

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Paula Graham

Service Improvement Manager, Organisational Development – Scarborough and NE Yorkshire Healthcare NHS Trust Developing and embedding shared values to improve organisational culture Results from the 2009 NHS National Staff Survey for Scarborough and NE Yorkshire Healthcare NHS Trust showed staff engagement and motivation were below the national average for other healthcare organisations indicating low morale and disengagement. The aim was to develop shared values to manage and improve organisational culture, specifically: • Bring in values and corporate behaviours and embed them • Encourage effective, consistent leadership, decision making processes and business behaviours • Influence and improve levels of staff attendance reduce stress related sickness absence

“It is Paula’s drive and commitment that have kept us going and focused. But if not for her there would have been no Values programme, because we would have fallen apart by now” Values Champion This challenging, complex and innovative project resulted in my personal growth and improved leadership competencies. Through the project we motivated and influenced staff to help drive change, feel valued and deliver this project. In doing so we converted negative views and apathy to achieve a tangible measure for culture change. We enabled the delivery of a very difficult part of the organisation’s overall engagement strategy and inspired and empowered Values Champions to act as change agents and role models. I believe we significantly promoted and developed a learning culture around understanding of self and others.

“Embedding an organisation’s chosen values is important in achieving its desired culture. Not easy and results take time, making it challenging to maintain motivation. Supported by enthusiastic staff and under challenging circumstances, this project has produced good pieces of work” Values Champion

• Improve staff engagement, motivation and overall job satisfaction

Lindsay Jensen

Associate Director of HR – Leeds Partnerships NHS Foundation Trust Reviewing and re-structuring the Human Resources department I implemented new ways of working within the HR function to reduce management and back office costs and workforce numbers. We also looked at the use of service improvement and lean methodologies to process map current transactional processes, maintaining morale and motivation during the period of change. The award of an Emerging Leaders bursary allowed me to focus on and develop my own leadership skills rather than just being a manager. Coaching has allowed

me to discuss issues and strategies, receive challenges and feedback which helped me build resilience to change. The benefits: • Improved business continuity and transfer of knowledge from a small number of staff having the knowledge and experience, to a wider team • Improved skills for line managers and more efficient systems and use of technology • The HR Directorate achieved its CRES savings (20%) on time

“The time and energy needed to effect successful change cannot be underestimated. It needs resilience from the leader and staff to keep faith with the vision”

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Annual report 2011-12

Steve Ollerton GP, Chairman – Greater Huddersfield Clinical Commissioning Group Leading Greater Huddersfield into the new NHS

Joining the Emerging Leaders Network has provided me with invaluable expertise and peers with which to work. I have good contacts outside my own CCG to help, advise and mentor me and I am able to offer them my experience. This will continue well beyond the time of this bursary project. The bursary allowed me the freedom to further myself in the field of Clinical Leadership. An unexpected addition to this has been the network of support that has opened up to me.

“You have changed massively since this all started, taking to it like a duck to water”

My bursary was aimed at providing me the support to enable me to develop into a leader of a Clinical Commissioning Group (CCG). I utilised my time away from the GP practice with formal coaching, assessment of my existing leadership skills and development areas, observing PCT managers, attending Board/ Senior management meetings and maintaining the transition from practice based commissioning to GP commissioning.

Dr Paul Wilding

“We are all on a very steep learning curve” Dr Paul Wilding, Exec member GHCCG

“I am your biggest fan and biggest critic”

My leadership bursary was the springboard I needed to get me to where I am now. In the last year I have gained much needed experience in the managerial world, networked with many other clinicians and managers and have transformed from a GP with some commissioning experience to a leader of a CCG. I was selected as the new Chairman of Greater Huddersfield Clinical Commissioning Group and a network of support has opened up to me.

Jan Giles, Assistant Director of Commissioning NHS Kirklees

Interested in becoming an Emerging Leader? 1. Download the person profile of an Emerging Leader by visiting Emerging Leaders in Yorkshire and Humber.

2. G o see your line manager and senior team to express an interest in joining the Network – recruitment is usually via HR Directors and Chief Executives.

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3. Email joanne.seddon@ yorksandhumber.nhs.uk for an electronic copy of the Emerging Leaders Annual Report 2011/12.

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Annual report 2011-12

The Future Priorities for April 2012/13 – Approved by The Regional Leadership Council In 2012/13 there will be particular focus on developing new and enhanced talent and values and systems-based leadership by increasing: • Clinical engagement • Diversity and inclusion • QIPP outcomes • Leaders’ system-wide understanding and professional links/relationships Specific activities and outcomes will be:

1. The continuation of the Emerging Leaders network5 and the introduction of an alumni: »» Events for approximately 150 members from across the Region »» A virtual network of Emerging Leaders with access to selected regional and national development offers and online resources.

This would involve the ‘retirement’ of the first cohort (recruited Summer 2010) into the Alumni and the recruitment of a new cohort of c80 participants in late Summer 20126.

2. A new regional ‘paired learning’ scheme for clinicians and non-clinicians to add extra service improvement impact and to support clinical engagement.

3. Additional connections across leadership networks to facilitate all participants to be confident and competent inclusive leaders. This will be achieved by offering additional places on the Emerging Leaders network for Innov87 Leaders for Change8 and by offering network members opportunities to participate in Innov8 and FLAME9 development events.

4. A system of Virtual Action Learning Sets to facilitate effective support relationships and leadership development with minimal off site travel.

5. The coordination and development of the GMTS scheme in the Region to equip graduates with the expertise needed to become successful leaders in the NHS.

6. The provision of stakeholder engagement, governance, management and administration for the Emerging Leaders workstream in the Region.

The Future of the Emerging Leaders Network in 2013/14 – Do You Support these Proposals? To ensure the continued integrated development of new emerging talent across the Region, it is proposed that the above 6 streams of activity and their related outcomes, continue beyond March 2013 and become a future part of the LETB’s programme of work.

The outcomes will continue to be increased support, learning, system knowledge, leadership skills/attributes

The decision has been taken by the Steering Group to postpone recruitment of the next cohort to late Summer to ensure that colleagues in developing/transitional organisations are not excluded from the process

We would welcome your support with, and views on, the Network going forward. Please click on the link below to answer just 5 questions. Click here to shape the future of the Emerging Leaders Network. 7

Innov8 is the leadership brand focussing on inclusion and diversity

This will be funded by the Innov8 Alliance

Flame is ‘Fostering Leadership and Management Excellence’

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