STP Leadership, Workforce and Talent Discovery Phase Update

Transcription

1 STP Leadership, Workforce and Talent Discovery Phase Update Summary This paper provides an update on the Discovery phase of the STP Leadership, Workforce and Talent project. The paper describes a programme of structured interviews carried out in March and April. A full summary of the Discovery phase together with recommendations for further work will be brought to the next Strategic Planning Group. Background In October 2016 a paper was produced looking at Integrating Leadership, Workforce and Talent as a strategic theme in the South East London Sustainability and Transformation Plan. This paper was further developed by Jonty Heaversedge, Tim Higginson and John Drew. A proposal for a Discovery phase was developed to test the ideas in the original paper (Appendix 1). This phase has been taken forward using a series of structured interviews, supported by funding from the London Leadership Academy. The phase tests views on the need for a shared vision, collective leadership and the potential development of a programme; to support delivery of the STP, characterised by an empowered and engaged workforce. Structured Interviews Structured interviews using a standardised methodology (Appendix 2) started in March and will continue throughout April. Interviews are being carried out by Tim Higginson (CEO Lewisham and Greenwich), Jonty Heaversedge (Chair Southwark CCG), John Drew (McKinsey and Co) and Julie Lowe (STP COO). A wide range of senior leaders from across the STP area have been interviewed (schedule attached as Appendix 3). Once the interviews are complete they will be collated and the core interviewer team will develop proposals for taking the work forward based on responses received. Next Steps All the interview responses are being collated on a grid (appendix 4). This grid will be used to identify organisations that may be exemplars in particular areas of leadership. It will also identify areas where organisations have said that they would like to develop their capability and, in particular, areas where they have expressed an interest in working more as a system than as an individual organisation. It should be noted in this context that a system is not necessarily the STP but could be another grouping based on geography, organisational type or shared interest. The interviewers have also made narrative notes during the interviews and this will also be used to inform recommendations for next steps, in particular looking at how leadership development work could help support the wider work of the STP. Conclusion SPG is asked to note this update. Julie Lowe Chief Operating Officer SEL STP April 2017

2 Appendix 1 An Organisation Development Vanguard in South East London Introduction An initial proposal under the heading Integrating Leadership, Workforce and Talent as a strategic theme was developed in October 2016 by Tim Higginson (LGT), Stuart Carney and Charles Wolfe (KCL) and John Drew (McKinsey). It was discussed with membership of the STP s workforce group led by Angela Bhan on 12 th December and noted at the stocktake on 16 th December. Separately, Dr Jonty Heaversedge has prepared a note which emphasises the need for a shared vision, collective leadership and the development of a programme to support delivery of the STP characterised by an empowered and engaged workforce. The purpose of this note is to take these ideas further by setting out in summary: What the aims and objectives of a programme based on this proposal should be How the work might be taken forward A route to resourcing Aims and Objectives The overall aim of the programme is to fill the gap between the objectives of the STP and the ability of South East London as a system, and the organisations within it, to de liver them, sustainably. Important themes in the programme are the need to engage a wide range of partners, including providers of higher and further education: raise levels of capability by identifying and developing the leaders of the future; and reinforce the STP s own vision; what it stands for beyond being a vehicle to address a financial shortfall. This last point is significant. The programme will be, in essence, an exercise in collective leadership, and to be effective it must align with a clearly articulated vision of how we will work together across organisations and what our ambition for the health and wellbeing of the population we cover should be. Currently, we know that the SEL STP will not sit at the two extremes of the range a loose federation of organisations where action is based on the lowest common denominator of comfort, or a command and control model with STP-driven performance management and we have an MOU which seeks to balance STP need and organisations rights. But we will need to add more detail. How we get to this, and other important early steps, is outlined in the next section

3 Next steps: Discovery Early discussions indicate that most organisations have staff on internal programmes, or are supporting staff on external programmes, which are relevant to this initiative; and there is at least one early example of inter organisational co-operation, with the South London Leadership Programme. There is a concern that organisations might be asked to abandon activities important to them, or surrender resources for STP-driven initiatives. Equally, the STP requires that any OD initiative of this sort must, whatever else it does, aim to have early impact. Our first step, therefore, will be a process of discovery along both sides of this matrix organisations and institutions on the one hand, and workstreams on the other. Organisations in SEL Providers * CCGs Universities HESL Topics Current relevant activities Response to the proposition Identification of key individuals * Probably two sets of conversations: with Chairs/CEOs/COs; and with Workforce, Medical and Nursing Directors STP Workstreams Nick Moberly Matthew Patrick Workstream leads Topic Current engagement Discussion of potential offer Description of need/obstacles to delivery Regional/National Bodies NHSI NHSE NHS Leadership, Academy Briefing Funding Support We believe that this process of discovery could be completed within 4 weeks from kick off, subject to; availability, task sharing and admin support.

4 We might also benefit from consulting with other organisations and individuals with experience and expertise of supporting OD of this type and on this scale (e.g., King s Fund). Key outputs would be: A positioning paper or map setting out relevant OD activities within and between South East London NHS organisations. A refinement of the Vanguard vision based on discussion with partners. Effective engagement of national bodies and non NHS partners. Identification of key individuals and possible resources [and sources of funding]. Proposals for how early delivery in existing workstreams could be best supported. Analysis of the gap in capacity and capability which needs to be filled. From these, the programme which would emerge is likely to have the following characteristics: A governance structure for this work stream which echoes that adopted for clinical services transformation with CEO/CO chairmanship, accountability to the executive group and a membership which balances representatives within and outside the NHS. Short term focus designed to strengthen delivery in 2017/18. Work to build a more rounded picture of the SEL STP vision and connect that to development activities designed to strengthen longer term delivery capacity, including Board-level engagement and development Quantification of the resources required to deliver this. We would see this first phase being led by Tim Higginson, John Drew and Jonty Heaversedge with the direct involvement of Workforce Directors, and some project team support. The programme would then be submitted for discussion and approval through the STP governance structure, with the action of going live in April 2017.

5 Appendix 2 Scope of Leadership, Workforce and Talent Leadership Talent Culture and OD Staff & public engagement Quality Improvement Leadership model Leadership development Governance/oversight? Description of attributes, behaviours and skills expected of leaders Strategy, processes and programmes for developing leaders Formal processes and mechanisms for directing the STP/ workstream Employee value proposition Strong, broad and appealing offer to people to work here Talent management Formal processes to develop and manage leadership talent Recruitment and retention Strategies for recruiting, developing and retaining frontline staff Measuring culture (e.g., OHI) Methodology and tools to understand and change culture Culture & management practice End state for culture and management practices for improvement Common values & behaviours Common or compatible values and behaviours to underpin culture Change story Engagement Role of the patient/user Compelling narrative setting out the vision and path to get there Creative strategy and processes to secure widespread engagement Empowering the patient/user to play as full a role as possible QI approach, language & tools Common methodology for staff to follow in delivering improvement Improvement capability Strategy, processes and programmes to build improvement capability Project methodology Common methodology and tools for design and delivery of projects Last Modified 16/03/ :15 GMT Standard Time Printed 13/03/ :09 GMT Standard Time Workforce SOURCE: McKinsey Workforce planning Role profiles & skills mix Professional education Demand and capacity modelling of expected future workforce needs Existing and new role profiles, and changing mix over time Professional education and training required to meet future needs 1

6 Appendix 3 Date Day Time Organisation Participants Interviewer Status 14-Mar Tuesday 14:00-15:00 Lewisham and Greenwich Elizabeth Butler (Chair) John Drew 16-Mar Thursday 11:00-12:00 Lewisham and Greenwich Claire Champion (MD) John Drew 21-Mar Tuesday 10:15-11:00 Guys and St Thomas Hugh Taylor (Chair), Amanda Pritchard John Drew (Chief) 21-Mar Tuesday 11:00-12:00 Kings Nick Moberly (Chief) Jonty Heaversedge 21-Mar Tuesday 15:00-16:00 Oxleas Ben Travis (Chief), Simon Hard (HR Director) Julie Lowe 22-Mar Wednesday 10:00-11:00 Lambeth Therese Fletcher, Justin Hayes (GP John Drew Federation) 23-Mar Thursday 12:00-13:00 Southwark Lauren Parry, Olufemi Osonuga, Rebecca John Drew Dallmeyer 23-Mar Thursday 10:00-11:00 Greenwich CCG Joanne Murfitt (Chief) John Drew 24-Mar Friday 14:00-15:00 Guys and St Thomas Ian Abbs (MD) Tim Higginson 27-Mar Monday 16:30-17:30 SLAM Matthew Patrick (Chief), Roger TBC (Chair) John Drew 28-Mar Tuesday 11:00-12:00 SLAM Michael Holland (MD), Neil Brimblecombe John Drew (ND) 28-Mar Tuesday 11:30-12:30 Oxleas Jane Wells (ND), Ify Ockacha (MD) Julie Lowe 28-Mar Tuesday 15:00-16:00 Bexley Angela Bhan John Drew 29-Mar Wednesday 10:30-11:30 Lewisham CCG Rachel Forgan (GP Federation), Colin Stears John Drew (Director of Governance and Strategic) 29-Mar Wednesday 11:30 Lewisham CCG Martin Wilkinson (Chief) John Drew 12:30 31-Mar Friday 10:30-11:30 Southwark Andrew Bland (Chief), Kate Moriaty-Baker Julie Lowe Set up (Workflow) 31-Mar Friday 11:00-12:00 Lambeth Andrew Eyres (Chief) Jonty Heaversedge Set up 03-Apr Monday 10:00-11:00 Lewisham Barry Quirk Tim Higginson Set up 04-Apr Tuesday 15:00-16:00 Bexley William Cotter (GP Federation) John Drew Set up 05-Apr Wednesday 13:30-14:30 Bromley CCG Clare Ross (GP Federation) Jonty Heaversedge Invites & Documents Sent 06-Apr Thursday 11:00-12:00 Kings Shelley Dolan (ND) Jonty Heaversedge Invites & Documents Sent 12-Apr Wednesday 14:00-15:00 Bexley Nikita Kanani (CO) Jonty Heaversedge Invites & Documents Sent

7 13-Apr Thursday 10:30-11:30 GSST Sarah Morgan (OD Director & Vanguard Julie Lowe Invites & Documents Sent Programme Director) 21-Apr Friday 11:30-12:30 SLAM Louise Hall Julie Lowe Invite Sent - Docs & conf call to be sent/setup 25-Apr Tuesday 11:00-12:00 Julie Lowe Kings College NHSFT Dawn Brodrick TBC TBC TBC Lewisham and Greenwich Janet Lynch TBC Invite Sent (By Dawn's PA) - Documents to be sent 18/04/17

8 Scope of Leadership, Workforce and Talent- Appendix 4