Annual Report 2017-18
Proud to be part of Health Education England
Content Introductions 03
Introduction from Director/Deputy
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Our team in 2017-18
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About us
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How we work
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Governance 06
Regional Leadership Council
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Members 06
Partnership working across the North
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Our year in numbers
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Coaching and Mentoring
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Co-Creation Network
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Graduate Management Training Scheme (GMTS)
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Healthcare Leadership Model
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Inclusion 14
Organisational Development (OD)
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Mary Seacole local
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Practice Managers Programme
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Talent Management
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Appendix 22
Where to find us
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Annual Report 2017-18
Introductions This annual report demonstrates the range, quality and impact our leadership, organisation and system interventions present to the health economy in Yorkshire and the Humber. Our operating model of brokering national development programmes and talent management approaches, including our excellent Graduate Management Training Scheme, through workshops, individually targeted support and bespoke in-place consultancy allows us to ensure our works is relevant and produces measurable impact for all our partners and the communities they serve. We trust our continued engagement with our supporting partners will allow us to thrive within the newly emerging health and care landscape and we look forward to offering new interventions which are innovative, efficient, effective, value adding and can evidence sustainable results just like the examples provided in this annual report. Thank you to everyone who has contributed to this report and to the thousands of staff who, each year, choose Yorkshire and the Humber as their ‘go to’ place for continuous leadership and organisation development. Clive Spencer, Director Andrea Overton, Acting Deputy Director
After another successful year I would like to thank our Regional Leadership Council members for their continued engagement and the many NHS colleagues across Yorkshire and the Humber who support our work through their engagement in and co-delivery of our local interventions. Louise Barnett, Chair and Chief Executive of The Rotherham NHS Foundation Trust
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Annual Report 2017-18
Our team in 2017-18 Amanda Reszczynski, Programme Co-ordinator Amy Makler, Business Support Officer Andrea Overton, Acting Deputy Director Beverley Powell, Development Manager Clive Spencer, Director Grace Jeffrey, Programme Lead John Hunter, Development Manager Kieran Dunn, Leadership Administrator Louise Barnett, Chair and Chief Executive of The Rotherham NHS Foundation Trust Lucy Scarisbrick, Alumni and Engagement Officer Sarah Knowles, Business Manager
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Annual Report 2017-18
About us
How we work
Yorkshire and the Humber Leadership Academy is a regional NHS organisation providing leadership and organisation development, supporting and enabling our health and care organisations achieve their local objectives.
• We aim to support and bring to life the NHS Constitution in everything we do
Working in partnership and in consultation with our stakeholders, we provide a range of offers to create excellent leadership and excellent organisations, transforming systems together. Our offer is overseen by the Regional Leadership Council (RLC) who engage directly with us to shape our direction. The RLC is drawn from Chief Executives, Human Resources Directors, Leadership Leads and other interested stakeholders across Yorkshire and the Humber.
• Partnership and co-creation are at the heart of our work • We provide enablers for and add value to existing leadership and organisation development provision, respecting and working from and with our colleagues in other organisations • We champion inclusive, patient-centred systems leadership
We are here to support your leadership development needs and ensure you are prepared to take on your organisation’s current and future challenges. Our support is for staff across all NHS professions and levels, and we champion an approach of inclusive, person-centred leadership. As part of the NHS Leadership Academy and Health Education England, we facilitate access to high quality national leadership programmes and the NHS Graduate Management Training Scheme, in addition to our own locally tailored learning opportunities.
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Annual Report 2017-18
Governance
Regional Leadership Council
Members
Chaired by Louise Barnett, Chief Executive of The Rotherham NHS Foundation Trust, the RLC has continued to provide invaluable support and shape the strategic direction of our work. In 2017/18 we held three RLC meetings, where our members provided scrutiny, challenge and leadership to the domains of work set out in our business plan. They also facilitated connections, collaborations and integration of resource across our footprint. In 2018/19 we plan to undertake a refresh of the RLC members to ensure all parts of the health and care system are represented.
Lesley Jane Smith, Chief Officer – Human Resources and Organisational Development, NHS Barnsley Clinical Commissioning Group Helen Hirst, Chief Officer, NHS Bradford City Clinical Commissioning Group Nicola Lees, Chief Executive, Bradford District Care NHS Foundation Trust Mike Curtis, Local Director, Health Education England Andrea Overton, Acting Deputy Director, Yorkshire and the Humber Leadership Academy Chris Long, Chief Executive, Hull and East Yorkshire NHS Trust Dean Royles, Director for Human Resources and Organisational Development, Leeds Teaching Hospitals NHS Trust Rob Mayall, Sector-Led Improvement Lead for Children’s Services in Yorkshire and the Humber, Association of Director of Social Services
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Partnership working across the North Christopher Low, Head of Portfolio and Partnerships, Sheffield Hallam University
In 2017/18 we moved towards a closer working relationship with the North East and North West Leadership Academies:-
Linda Crofts, Head of Learning and Development, Sheffield Teaching Hospitals NHS Foundation Trust
• We worked with the North East Leadership Academy to commission and deliver the ILM 5 certificate in Coaching and Mentoring.
Louise Barnett, Chief Executive, The Rotherham NHS Foundation Trust
• Continuing to share resources with the North East through shared Director and Business Manager posts.
Gail Dunning, Deputy Director – Organisational Development, York Teaching Hospital NHS Foundation Trust
• We procured a consultancy skills programme across all three northern academies.
Mike Proctor, Chief Executive, York Teaching Hospital NHS Foundation Trust Dawn Lawson, Director of System Transformation & Leadership, West Yorkshire and Harrogate Health and Care Partnership Charlotte Turnbull, Leadership and OD Manager, Sheffield Teaching Hospitals NHS Foundation Trust Sarah Merrifield, GPST Leadership Fellow, Health Education England
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Governance
079 62
Our year in numbers
13 8 2017-18 54
8 participants on the Directors Programme
8 participants on the Ready Now Programme
21 participants on the Stepping Up Programme 16 participants on the Nye Bevan Programme
102 participants on the Elizabeth Garrett Anderson Programme 124 participants on the Mary Seacole Programme
4 participants on the Aspiring Chief Executive Programme
3 participants on the Clinical Fast Track Programme
18 participants on the Practice Managers Programme 13 participants on the Resourceful and Resilient Change Makers Programme 74 participants at our RADAR events 349 NHS Healthcare Leadership Model 360 Feedbacks delivered by 141 facilitators 22 participants on the Graduate Management Training Scheme 17 participants on the Organisational Development Essentials Programme 924 places booked at our development events
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60
Attended 2017-18 50 48
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38 37
ATTENDEES
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29 26
26 24
24 23
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17 15
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10 9
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ORGANISATION (Code)
ORGANISATION (Code) ATTENDED 01 AIREDALE NHS FOUNDATION TRUST 17 02 BARNSLEY HOSPITAL NHS FOUNDATION TRUST 9 03 BRADFORD DISTRICT CARE NHS FOUNDATION TRUST 26 04 BRADFORD TEACHING HOSPITALS NHS FOUNDATION TRUST 17 05 CALDERDALE AND HUDDERSFIELD NHS FOUNDATION TRUST 22 06 CARE PLUS GROUP 0 07 CITY HEALTHCARE PARTNERSHIP CIC 0 08 CQC 6 09 DONCASTER AND BASSETLAW HOSPITALS NHS FOUNDATION TRUST 9 10 EMBED HEALTH CONSORTIUM 7 11 FREELANCE 5 12 HARROGATE AND DISTRICT NHS FOUNDATION TRUST 24 13 HEALTH EDUCATION ENGLAND 37 14 HIGHER EDUCATION 10 15 HULL AND EAST YORKSHIRE HOSPITALS NHS TRUST 18 16 HUMBER NHS FOUNDATION TRUST 8 17 LEEDS AND YORK PARTNERSHIP NHS FOUNDATION TRUST 50 18 LEEDS COMMUNITY HEALTHCARE NHS TRUST 22 19 LEEDS TEACHING HOSPITALS NHS TRUST 59 20 LOCAL AUTHORITY 35 21 LOCALA COMMUNITY PARTNERSHIPS 5 22 MID YORKSHIRE HOSPITALS NHS TRUST 24 23 NAViGO HEALTH AND SOCIAL CARE 0 24 NATIONAL INSTITUTE FOR HEALTH RESEARCH 1 25 NHS AIREDALE, WHARFEDALE AND CRAVEN CCG 3 26 NHS BARNSLEY CCG 3 27 NHS BASSETLAW CCG 0 28 NHS BLOOD AND TRANSPLANT 1 29 NHS BRADFORD CITY CCG 2 30 NHS BRADFORD DISTRICTS CCG 3 31 NHS CALDERDALE CCG 6 32 NHS DIGITAL 26 33 NHS DONCASTER CCG 24
ORGANISATION (Code) ATTENDED 34 NHS EAST RIDING OF YORKSHIRE CCG 6 35 NHS EMPLOYERS 3 36 NHS ENGLAND 48 37 NHS GREATER HUDDERSFIELD CCG 3 38 NHS HAMBLETON, RICHMONDSHIRE AND WHITBY CCG 1 39 NHS HARROGATE AND RURAL DISTRICT CCG 2 40 NHS HULL CCG 3 41 NHS IMPROVEMENT 1 42 NHS LEADERSHIP ACADEMY 3 43 NHS LEEDS CCG 10 44 NHS NORTH KIRKLEES CCG 1 45 NHS NORTH EAST LINCOLNSHIRE CCG 0 46 NHS NORTH LINCOLNSHIRE CCG 3 47 NHS OUTSIDE YH 10 48 NHS ROTHERHAM CCG 5 49 NHS SCARBOROUGH AND RYEDALE CCG 0 50 NHS SHEFFIELD CCG 17 51 NHS VALE OF YORK CCG 2 52 NHS WAKEFIELD CCG 4 53 NORTHERN LINCOLNSHIRE AND GOOLE NHS FOUNDATION TRUST 17 54 NOT FOR PROFIT / SOCIAL ENTERPRISE 13 55 OTHER NHS SERVICES PROVIDER 3 56 PUBLIC HEALTH ENGLAND 3 57 ROTHERHAM DONCASTER AND SOUTH HUMBER NHS FOUNDATION TRUST 25 58 SHEFFIELD CHILDREN’S HOSPITAL NHS FOUNDATION TRUST 11 59 SHEFFIELD HEALTH & SOCIAL CARE NHS FOUNDATION TRUST 38 60 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST 24 61 SOUTH WEST YORKSHIRE PARTNERSHIP NHS FOUNDATION TRUST 29 62 SPECTRUM COMMUNITY HEALTH CIC 0 63 THE ROTHERHAM NHS FOUNDATION TRUST 15 64 YORK TEACHING HOSPITAL NHS FOUNDATION TRUST 14 65 YORKSHIRE AMBULANCE SERVICE NHS TRUST 23 66 YORKSHIRE AND HUMBER COMMISSIONING HUB 2
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Coaching and Mentoring
Coaching is now recognised as being a major part of how we do things in the NHS. Coaching really does enrich the possibilities; using the right approach between colleagues to working with patients; improving performance; changing jobs, careers and so much more.
Continuing Professional Development for qualified coaches In 17/18 we continued to support NHS Coaches and Mentors across Yorkshire and the Humber in their Continuing Professional Development with 61 places offered over 4 CPD events on Team, Career, Senior Leadership and Ethics in Coaching.
Connecting the Community My e-coach – our online coaching and mentoring register – enables participants to search for and identify a suitable coach. In the last year the system recorded the investment of 75 coaching and mentoring relationships created in our region, enabling us as a regional organisation to quantitatively demonstrate the value of internal coaching in the NHS.
Coaching Qualifications In early 2018, two cohorts of 25 participants each were recruited to be trained as coaches to support NHS staff in Yorkshire and the Humber and they will go on to complete their Institute of Leadership and Management (ILM) level 5 Certificate in Coaching and Mentoring. The cohorts include places funded by our Innov8 Diversity and Inclusion workstream, addressing a regional request for a greater representation of black, Asian and minority ethnic (BAME) qualified coaches available in order to meet the development needs of our diverse workforce.
Aspiring Clinical Leaders Mentoring Programme To address gaps in succession planning for senior clinical roles, a mentoring programme for Aspiring Clinical Leaders was delivered offering 7 very experienced GP Chairs the opportunity to pay back into the service by training as Mentors. The GP Chairs took part in a mentoring training session and then matched with 11 Mentees from a wide variety of clinical services and used my e coach to support their ongoing relationship.
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Co-Creation Network
The Co-Creation Network was created in 2014 to support communities of practice (CoP) in health and care, and encourage a non-hierarchical way to work together. The CoPs self-manage with support from the Network to share knowledge across a diverse membership of NHS employees, other healthcare professionals, academics, charity workers and service users. The Network itself consists of a dedicated website, co-creationnetwork.com, social media support, and Network-wide events to bring different CoPs together and share what is working for them. In 2017-18 we: • held one ‘Basecamp’ event • hosted a Twitter chat with a panel of experienced CoP members sharing their expertise with a wider online audience • met with five organisations looking to adopt CoPs widely as a method of collaborating inclusively outside of formal job roles and / or with citizens. The future for the Network includes collaborating on providing support for CoPs with other local Leadership Academies.
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Graduate Management Training Scheme (GMTS)
Our role is to manage the process for trainees and placement organisations across our region. This includes providing local support for trainees and placement/ programme managers, and liaising with the national NHS Leadership Academy team to ensure we deliver an excellent experience overall.
In 2017-18 we delivered a wider variety of support to a growing number of trainees at different stages in their development including: • A 31% increase in interest in hosting a trainee, with 113 Statements of Commitment being submitted in 2017 compared to 86 in 2016 • 22 trainees in 17/18, compared to 13 the previous year 2016 trainees • We were delighted to be one of only two regions along with London, chosen to host a new specialism - Health Analysis. • Access for 2017 trainees to primary, secondary, the third sector and arm’s length bodies enabling them to undertake a variety of nonmanagement roles and observe how healthcare is delivered to service users daily. • Support for 2015 trainees with mock interviews, career advice and shadowing opportunities as they sought to secure their first job upon completing GMTS. • In June 2017, 100% of the region’s 2014 cohort of trainees graduated and successfully secured employment. • With support from their Programme and Placement Managers, 92% of the 2015 cohort graduated with 100% of the trainees securing employment – 77% remaining in Yorkshire and the Humber.
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Healthcare Leadership Model
The Healthcare Leadership Model (HLM) selfassessment and 360 feedback report provide leaders in development with fantastic insight into their own leadership style and behaviours. The 360 feedback service offers individuals a tailored, confidential report bringing into awareness what it is like to be on the receiving end of their leadership. This year there were 709 self-assessments and 349 facilitated feedbacks delivered in Yorkshire and the Humber, including many participants on national and local programmes, and coachees. All of our feedback facilitators are trained in the region and were offered three Continuing Professional Development events.
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Inclusion
“If we have not touched culture, we have not done our work” Cheung-Judge (2018)
Resourceful and Resilient Change Makers Programme
Through Innov8: leading differently for better healthcare, we aim to increase the diversity of senior leaders and decision makers in the NHS and to grow the capability of leaders at all levels to be more inclusive. To achieve these aims we work with organisations, teams and individuals to create healthy NHS organisations.
In the last twelve months this popular development programme continued to go from strength to strength. It was designed to develop the capabilities of NHS staff with a responsibility for diversity and inclusion in their role to: • Influence leaders and employees within an organisation to embrace diversity and inclusion • Work collaboratively across the organisation to support the development of an organisational culture that nurtures support, respect, care and compassion • Create a climate of shared ownership and accountability for delivering on diversity and inclusion objectives • Understand different attitudes to change, what might drive these and how to influence people to embrace change more willingly • Align diversity and inclusion data gathering to the workforce strategy and vision • Present data in meaningful and engaging way • Function in an emotionally resilient way
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Reverse Mentoring
Radar Leadership Community
This year we sponsored Calderdale and Huddersfield NHS Foundation Trust in their development of reverse mentoring in the following areas:
The Radar community formed in 2016 and is aimed at developing at pace our region’s black, Asian and minority ethnic (BAME) staff. This year we celebrate the following successes of our members:
• Understanding the context and role of the Inclusive Mentoring programme in supporting the health and effectiveness of the Trust • Building the knowledge, insights and skills needed to sustain a successful mentoring relationship • Facilitating the start of the mentoring relationship There were several successful outcomes including feedback on the benefits of reciprocal mentoring for both groups, mentees’ career development and organisational commitment at board level to continuing to run the programme.
• 2 successful promotions to a permanent Band 7 leadership post. • 1 successful secondment position • Sponsorship of 20 places and successful applications on to the ILM 5 coaching Programme. • 1 appointment onto the Yorkshire and the Humber Governor Advisory Committee • 1 appointment as a Non-Executive Director in the region. • 43 successful applications to the NHS Leadership Academy national programmes Ready Now and Stepping Up.
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Organisational Development (OD)
OD Leaders are responsible for providing the optimal conditions for leadership and organisational development practice to thrive and make a significant difference to the culture and quality of healthcare across Yorkshire and the Humber.
This year we delivered a range of support for aspiring and existing OD professionals:
• Respect for human difference
This four-stage process led to submitting a portfolio of practice and evidence, validated by a panel of peers. In October 2017 we held an open workshop in York for 25 OD practitioners across the North of England.
Claiming practice
Building on the successful work in the North West Leadership Academy and in partnership across We have a proud history over the past 10 years of the North of England we developed a process investing in the training and development support to enable NHS OD practitioners to reflect upon for OD. Our professional perspective underpinning and demonstrate their competency - or ‘claim their practice’ - with a focus on those working as all our work is based on fundamental OD strategic system level practitioners. principles of:
• Commitment to social justice • A belief in lifelong learning • A belief in self-renewal at both the individual and the organisational level • Building upon action research methodology • Building the clients capability and capacity for the work • Working for independence rather than creating dependency (Adapted from Cummings and Worley 2001 by Dr Maxine Craig 2016)
Supervision of OD practice Our regular OD network meetings helped identify deeper OD development needs for more advanced and experienced practitioners. We recognised that these practitioners would appreciate a reflective space for their practice, which is enhanced by regular theoretical and research-based insight and commissioned Dr James Traeger (Mayvin). This year the supervision group built on this work to think about ‘widening participation and doing useful work’.
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OD Essentials
OD Network
Delivered by Hart Consultancy this three-day OD Essentials Programme is for ‘new to field’ practitioners, to enhance their practice with some theoretical underpinnings. It was delivered to 17 participants over a 12-week period enabling them to apply their learning between each session. The aims of the programme were to:
We co-ordinated and co-delivered three OD network events with sessions covering:
• Understand of the historical context of OD and explore how it relates to own career • Consider differing modes of change agency and where OD fits within the wider change management context • Introduce the OD consultancy cycle • Understand action research as a key approach within OD work • Explore how data from the field of practice is used to inform intervention design • Introduce the difference between diagnostic and dialogic OD • Understand OD evaluation and measurement
• Creating Cultures of Compassion with a case study presented by Andrew Cribbis and Paul Rylatt • NHSI Culture Change programme workshop by Sue Burgin • Perspectives on OD Diagnostics • Discovering Diamonds in Data by NHS Employers Do-OD • Leadership Compassion and trauma in organisations and systems, Professor Steve Trenchard, Compassion8 • Digging Deep – beware the traps classic diagnostics and dialogical approaches considered, Dr Maxine Craig It has been four years since the network was originally established; our 2017-18 review found there remained an appetite for such a space to maintain practice and confirmed commitment to the original founding principles of the network: • Creating a sense of community • Helping the community to ‘see itself’ • Being locally resourced and supported • Appreciating context • Sharing practice stories and resources
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Mary Seacole Local
The Mary Seacole programme is a six month leadership development programme which was designed by the NHS Leadership Academy in partnership with global experts, Korn Ferry Hay Group, to develop knowledge and skills in leadership and management.
Making it sustainable Mary Seacole Local is different in that local facilitators from NHS organisations are trained to deliver the programme in-house for their own staff or across organisations locally in a collaboration.
Following the success of the programme nationally, we were delighted to be one of the first to offer Mary Seacole at a local level. After a successful first year in partnership with Leeds and York Partnership NHS Foundation Trust we extended to working with Bradford District Care NHS Foundation Trust and South West Yorkshire Partnership Foundation Trust to ‘mobilise’ around 10 cohorts (of up to 24 participants each) of this programme.
This allows expertise to be developed and retained locally to increase value for money and the number of places on offer. During their training, up to 12 facilitators are ‘mobilised’ with the know-how to deliver the 1 half-day introduction session and 3 x 1-day workshops, together with on-line supervision and assessment. The programme is delivered by 2 local facilitators to groups of up to 24 participants.
Each cohort brings together participants from the partner organisations for 3 workshops, supported with online work, peer forum, assessments and final assignment (over the 6-month programme) to learn how to lead today’s NHS.
In 17/18,12 facilitators were mobilised, who then delivered the programme to over 200 local participants. By delivering the programme locally, it is estimated that £169,000 has been saved in programme fees alone.
The impact of the programme is being evaluated, however early feedback has been exceptional with many gaining a promotion soon after completing the programme. One participant has even joined the team of facilitators to deliver the programme – an excellent endorsement of the quality of the programme and difference it has made to their leadership competence.
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Practice Managers Programme
As for all NHS staff in our region, our development and support opportunities are available to colleagues in primary care and general practice. However, this year we started to focus on the leadership challenges that are particular to this first line in health and care. Practice Managers hold a critical role in primary care. Our pilot programme aimed to offer personal and leadership development to a group of 20 practice managers and learn from their insights and experience to develop our broader primary care offer.
Our programme supported practice managers to feel confident and competent as change agents within their local system, able to • ensure system transformation plans are used to deliver meaningful improvement for all local stakeholders – GP practice population, staff, wider community • successfully harness the knowledge, experience and commitment of others, within the practice and the local system, to help improve people’s health and wellbeing • identify and initiate innovation and improvement that will enable their Practice to respond to and flourish in a changing and demanding environment • build effective, authentic partnerships for wellness and self-care with citizens and across communities - enabling people to improve their own lives • build effective support networks to help sustain their courage, resilience, and energy levels through the challenge and complexity of leading change
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Talent Management
Shadow Board
The NHS is full of talented people committed to delivering the best possible health and care. To be successful we need to get people with the right capabilities, commitment and behaviours in the best place to drive this success to deliver high quality services.
The Shadow Board Programme was created to achieve three strategic objectives: • Structured succession planning
Our role here is to work with NHS organisations and employees to develop a strong approach to talent management, providing local responses and implementation of national plans.
• Diverse board thinking • Inclusive talent wave By March 2018 we supported the following organisations to implement the programme:
Development Programme
• Harrogate and District NHS Foundation Trust
Due to the level of interest in talent management in the region, the NHS Leadership Academy supported two cohorts of the Talent Management Building Capacity Programme in Yorkshire and Humber thereby supporting the development of 24 managers from all sectors responsible and committed to the delivery of care.
• Leeds Teaching Hospitals NHS Trust
The programme focused of the following main themes to support colleagues to identify, develop and deploy the system’s current and future leaders: • Laying the Foundations for Talent Management • Talent Tools and Techniques • Tailoring your Talent Approach • Nurturing Talent Together
• North Lincolnshire and Goole Hospitals NHS Foundation Trust • South West Yorkshire Partnership NHS Foundation Trust • The Rotherham NHS Foundation Trust • York Teaching Hospital NHS Foundation Trust • Harrogate and West Yorkshire Integrated Care Partnership In 2018/19 we intend to further test the offer with whole systems, following the same original principles and aims. Key expected outcomes for the individuals and organisations that participate in the Shadow Board programme include: • Identification of the top end of the talent pool and future potential leaders • Developing strategic thinking capability • Reduced executive search/recruitment costs as talent is grown within the organisations
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System-wide development
• Increased diversity of senior leaders and a more inclusive board so diversity can flourish
As part of our commitment to bring leaders from health and care together, we worked in partnership with the Leeds Local Authority and health providers in the region to deliver a series of workshops each with a different emphasis.
• Providing an insight for individuals into executive responsibilities • Offering personal development support to embed learning Outcomes that are expected at trust board level include: • Trust Chairs able to view future talent • Trust board has more assurance over operational activity • Enhanced diversity of thought leading to innovative solutions
The first workshop provided over 50 delegates with both an appreciation and an awareness of workforce planning, it also highlighted its importance in health and social care service delivery The second workshop upskilled non-finance leaders who are tasked with service delivery and service redesign across health and social care whilst delivering high quality care to service users.
At Shadow Board level: • Senior management expand thinking beyond directorate activity • Senior management offer alternative strategic perspectives • Inclusivity - participants feel valued and able to contribute • Participants expand their networks regionally and nationally through the shadow board network connecting with the alumni of other Academy programmes
At regional level: • Shared activity across the region • Potential for regional and STP footprint approach to TM and succession planning • Shared best practice network at regional and national level
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Appendix List of organisations
Airedale NHS Foundation Trust
NHS England
Barnsley Teaching Hospital NHS Foundation Trust
NHS East Riding of Yorkshire CCG
Bradford District Care NHS Foundation Trust
NHS Greater Huddersfield CCG
Bradford Teaching Hospitals NHS Foundation Trust
NHS Harrogate and Rural District CCG
Calderdale and Huddersfield NHS Foundation Trust
NHS Hambleton, Richmondshire and Whitby CCG
Care Plus Group
NHS Hull CCG
City Health Care Partnership CIC
NHS Leeds CCG
Doncaster and Bassetlaw Hospitals NHS Foundation Trust
NHS North East Lincolnshire CCG
EMBED Health Consortium
NHS North Kirklees CCG
Harrogate and District NHS Foundation Trust
NHS North Lincolnshire CCG
Health Education England
NHS Rotherham CCG
Hull and East Yorkshire Hospitals NHS Trust
NHS Scarborough and Ryedale CCG
Humber NHS Foundation Trust
NHS Sheffield CCG
Leeds Community Healthcare NHS Trust
NHS Vale of York CCG
Leeds Teaching Hospitals NHS Trust
NHS Wakefield CCG
Leeds and York Partnership NHS Foundation Trust
Northern Lincolnshire and Goole Hospitals NHS Foundation Trust
Locala Community Partnerships CIC Mid Yorkshire Hospitals NHS Trust
Rotherham, Doncaster and South Humber NHS Foundation Trust
NAViGO Health and Social Care CIC
Sheffield Children’s Hospital NHS Foundation Trust
NHS Airedale, Wharfedale and Craven CCG
Sheffield Health and Social Care NHS Foundation Trust
NHS Barnsley CCG
Sheffield Teaching Hospitals NHS Foundation Trust
NHS Bassetlaw CCG
Spectrum Community Health
NHS Bradford City and Districts CCG
South West Yorkshire Partnership NHS Foundation Trust
NHS Calderdale CCG
The Rotherham NHS Foundation Trust
NHS Digital
Yorkshire Ambulance Service NHS Trust
NHS Doncaster CCG
York Teaching Hospital NHS Foundation Trust
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Where to find us hee.nhs.uk/yh/leadership-academy co-creationnetwork.com nhsmentorcoach.mye-coach.com Twitter: @YHLeadershipOD Twitter: @CCNetworkcom YouTube: https://www.youtube.com/user/YHLeadershipAcademy email: Leadershipenquiries.yh@hee.nhs.uk
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Proud to be part of Health Education England