January, 2017/18

Transcription

1 Membership Charter for the East Midlands Leadership Academy and its subscribing member organisations January, 2017/18

2 Membership Charter for the East Midlands Leadership Academy and its subscribing member organisations

3 Executive Summary This charter sets out to provide clarity in respect of the mutual expectations agreed between the East Midlands Leadership Academy (EMLA) and its members relating to the services and support EMLA can provide in return for the commitment and subscription of each member organisation. Purpose Evidence and experience from high performing health and care systems shows that having strong system leadership capabilities enables teams to continuously improve population health, patient care, and value for money. Based on this evidence and in response to the Five Year Forward View and the Rose, Smith, Dalton and Carter reports, the Arm s Length Bodies of the NHS (with Health Education England and NHS Improvement taking a lead role) have developed the National Improvement and Leadership Development Strategic Framework Developing People Improving Care (NILDSF) which aims to address the need for greater systems leadership through the development of a shared approach to changing the NHS, by focussing on creating the right conditions for the healthcare system to flourish. These include: 1. Ensuring that leaders are equipped to develop high quality local health and care systems in partnership. 2. Having compassionate, inclusive and effective leaders at all levels. 3. Having appropriate knowledge of improvement methods and how to use them at all levels. 4. Ensuring that we are able to support systems for learning at local, regional and national levels. 5. Enabling, supportive and aligned regulation and oversight. What members can expect from EMLA Provide clear,concise and timely marketing to ensure maximum access to all EMLA offers. Provide wherever practical 12 weeks notice of all events/programmes to allow for effective forward development planning. Operate a fully inclusive approach to membership engagement and all interventions. Access to programmatic offer for staff in management and leadership roles at bands 5 and above subject to programme eligibility. Provide intelligence on activity usage and Workforce Race Equality Standard (WRES) and Workforce Disability Equality Standards (WDES) activity across the members on a quarterly basis to support their talent and development processes. Maintain close working relationships with our members to ascertain new priorities and development needs. As the local partner to the NHS Leadership Academy it is EMLA s role to provide local leadership interventions for our member organisations that are fully aligned to the outcomes noted in the national strategies. This document sets out the guidelines for developing effective membership relationships and the mutual expectations that will ensure our members achieve the best possible value from their EMLA membership. Membership Charter 3

4 What EMLA expects of its members Market EMLA opportunities across the organisation in a coordinated and timely fashion to avoid missed opportunities. Support delegates in their application processes to aid their success during the selection process. Champion EMLA opportunities wherever possible. See EMLA as a partner rather than a provider and work with us to shape and mould future activity. Support a fully inclusive approach to delegate opportunities for accessing interventions. Key benefits of EMLA membership Individuals within member organisations perform better in their leadership roles, their teams are better led and clinical teams improve the service they provide to patients. Leaders manage transitions and complex problems more successfully in the workplace. The Organisational Development/Learning and Development workforce within organisations regularly access offers targeted at them and are exposed to new thinking and best practice and have the opportunity to apply the new knowledge and ideas within their own organisations. Improved relationships at local, regional and system level. Member organisations have an increasing pool of developed leadership talent who can become highly effective in their roles and make progress in their careers for the benefit of member organisations. Difficult to fill posts become easier to recruit to and an inclusive approach to talent management contributes to the improvement of a diverse leadership workforce at all levels. Staff in under-represented groups in leadership roles are supported and developed in order that they can take on more senior leadership roles in the future. Leaders are more effective, have better connections, develop relationships with the right people in other parts of the system, are skilled in improvement methodologies and innovative thinking and are able to contribute to the development of others in these areas. The charter goes on to explain the membership model, and the value for money that membership provides across a wide range of systems based leadership interventions that are delivered through programmatic activity and bespoke expert consultation based around EMLA s systems leadership framework. Communication EMLA will issue all member organisations with a full pack of membership information every January to include quarter 3 activity reporting, the directory of offers, a timetable of programmes and events for the year, and our member s charter. Additionally, EMLA will issue quarterly raw data reports detailing delegate activity for each organisation following the end of each period of activity. EMLA will continue to work closely with members through personal account management conversations and forums such as the HR Director and Organisational Development networks to ensure the offers provided are meaningful and support our members through the provision of professional leadership that equips them to face the challenges of an ever changing health and care system. 4 Membership Charter

5 Introduction This charter sets out to provide clarity in respect of the mutual expectations agreed between EMLA and its members relating to the services and support EMLA can provide in return for the commitment and subscription of each member organisation. Purpose The East Midlands Leadership Academy (EMLA) is a membership organisation, providing the highest quality leadership interventions to our subscribed members. These members include NHS Trusts, Clinical Commissioning Groups, Commissioning Support Units, Health Education England, Third sector, Public Health and Social Care throughout the East Midlands. It is EMLA s role to provide national, regional and local leadership interventions that support the development of leaders capable of building the most effective workforce and services of tomorrow to ensure the sustainable future of our health and care systems. Evidence and experience from high performing health and care systems shows that having these capabilities enables teams to continuously improve population health, patient care, and value for money. Developing these capabilities and giving people the time and support required to see them bear fruit is a reliable strategy for closing the three gaps identified in the NHS Five Year Forward View (FYFV), namely the vision, people and performance. More recently in response to the FYFV and the Rose, Dalton and Carter reports, the Arm s Length Bodies of the NHS (with HEE and NHSI taking a lead role) have developed the National Improvement and Leadership Development Strategic Framework Developing People Improving Care (NILDSF) that aims to address the need for greater system leadership through the development of a shared approach to changing the health and care system by focussing on creating the right conditions for the healthcare system to flourish. These include: 1. Leaders equipped to develop high quality local health and care systems in partnership 2. Compassionate, inclusive and effective leaders at all levels. 3. Knowledge of improvement methods and how to use them at all levels. 4. Support systems for learning at local, regional and national levels. 5. Enabling, supportive and aligned regulation and oversight. As the local partner to the NHS Leadership Academy it is EMLA s intention to fully align our development interventions to the national strategies to ensure our members have the opportunity to develop their leadership capability in the priority areas identified. In light of the above, leaders of organisations will need system leadership skills to build the local health and care systems of tomorrow. They will need to build trusting relationships with peers to work on Sustainability and Transformation Plans (STPs), lead collaborative change management and manage the inevitable conflicts between organisations competing for public resources, both money and people. It is therefore imperative that EMLA work with our members to enable their leaders to develop the joined up processes and support systems needed to make the FYFV and NILDSF a reality. Collaboration and integration underpin EMLA s activity and direction and the introduction of STPs has allowed us to really focus on the value that we add within the East Midlands system, and how we can help our member organisations to work towards collaborative outcomes. Membership Charter 5

6 Goals and Outcomes Our central aim is to: To promote an inclusive approach which develops the capacity and capability of health and social care leadership that makes a positive difference to patient experience, safety and outcomes. Strategy EMLA s strategy sets out nine clear objectives to support excellent patient care through the development and continued growth of effective leadership capability through EMLA interventions across the region. Our Strategic Objectives Creating inclusive cultures, compassionate leadership and supporting under-represented groups to develop their full leadership potential. DEVELOP A DIVERSE WORKFORCE AND INCLUSIVE CULTURES PATIENT CENTRED LEADERSHIP Engaging patients, service users and carers as equal partners to create responsive and appropriate services. To enable effective, integrated working practices which create sustainable partnerships and alliances. DEVELOP SYSTEMS LEADERSHIP CAPACITY AND CAPABILITY MEMBERSHIP ENGAGEMENT Working in partnership with our members to create timely and effective interventions. Creating opportunities, encouraging linkages and enabling 'join-up' within the system while working effectively in partnership with other support agencies. Active engagement with delegates both past and present to help spread good practice for the benefit of the area. EMLA - A SYSTEM ENABLER PRODUCTIVE AND PROACTIVE ALUMNI East Midlands Leadership Academy WORKING AS PART OF A NETWORK EMLA - A GREAT PLACE TO WORK DEVELOPING INDIVIDUALS, TEAMS, ORGANISATIONS AND THE SYSTEM Embedding talent management and improvement methodologies across the area and developing the NHS leaders of tomorrow. Encouraging the development of our team members while providing secondment and Associate opportunities for NHS staff from across the area. Providing access to programmes funded / commissioned by the NHS Leadership Academy and working with our counterparts to ensure a joined up approach to leadership development across the country. 6 Membership Charter

7 Benefits Realisation Matrix The key benefits realisation and outcomes of the strategic intentions for our members are detailed below: INPUTS OUTPUTS OUTCOMES 1.1 Provision of leadership development opportunities, programmes, conferences and masterclasses. 1.2 Provision of coaching and mentoring training, CPD and supervision including Health Care Leadership Model 360 feedback facilitation. 1.3 A number of development offers are targeted at OD/L&D staff within member organisations that they can use and apply to their own organisations. 1.4 Independent facilitation is made available for STPs to develop conversations, relationships and action plans. Individuals are accessing the offers provided and are more knowledgeable and skilled in the practice of leadership. They have tools and techniques they are able to apply as well as greater understanding of self, others and how to lead teams and organisations effectively. Teams and individuals access these offers and have greater insight into their own style, areas of high performance and areas of development within their context. Difficult and complex interpersonal and business issues are addressed and ways forward found and pursued. Trained coaches and mentors are deployed across the system in member organisations and are provided with continuing professional development and supervision via EMLA. The OD/L&D workforce within organisations regularly access offers targeted at them and are exposed to new thinking and best practice. This allows them the opportunity to apply the new knowledge and ideas within their own organisations. Groups and teams (including boards and executive teams that are engaged with transformation work through the STPs) access this offer and have improved relationships and agreed ways forward in complex areas. Individuals within member organisations perform better in their leadership roles, their teams are better led and clinical teams improve the service they provide to patients. Leaders have insight into how they are perceived by others and devise ways to optimise their effectiveness with their teams and colleagues. Leaders manage transitions and complex problems more successfully in the workplace. Leaders are able to develop coaching skills for line management relationships and are able to develop coaching and mentoring to a professional standard and provide this opportunity to those within and outside of their organisation. Learning and leadership development opportunities are brought back into member organisations from best practice across the region. Some specific train the trainer method interventions brought at scale into organisations (e.g. Mary Seacole Local programme) Improved relationships between competing elements and individuals across the system. Clear ways forward, shared understanding and actions for teams and groups leading to improved team and organisational performance in identified areas. Membership Charter 7

8 INPUTS OUTPUTS OUTCOMES 1.5 Information, advice and guidance on accessing all offers available from the NHS Leadership Academy and delegate support. 1.6 Information advice and guidance on talent management strategies and assistance on how to develop and embed within organisations and across systems. 1.7 Developing a diverse leadership workforce and inclusive cultures 1.8 Systems Leadership development a variety of bespoke interventions aimed at groups of organisations who need to work together in new ways to develop sustainable and transformed services within an agreed area. 1.8 Work towards enabling, supporting and facilitating expertise across the East Midlands. Individuals access a range of development programmes of exceptionally high quality delivered to a national, transferrable standard. Individuals are supported in their selection of the right programme for them and these range from an introduction to leadership through to programmes aimed at staff at Director level and above. Member organisations are educated and trained in how to create and develop a talent management approach within their organisations and benefit from a wider system approach to talent management over time. Staff from under-represented groups in leadership roles are specifically developed in order that they can take on more senior leadership roles in the future. Leaders in membership organisations who need to work across systems are brought together to form relationships and new and effective ways of planning and delivering services. The right staff are accessing the right level of nationally provided leadership development programmes at the right time. The programmes develop the individuals in role and their performance and focus on improving services for patients and sustaining learning and development of the individual over time. Member organisations have an increasing pool of developed leadership talent who can become highly effective in their roles and make progress in their careers for the benefit of member organisations. Talent is recruited, spotted, developed and deployed within and across organisations. Difficult to fill posts become easier to fill and an inclusive approach to talent management contributes to the improvement of a diverse leadership workforce at all levels. Increasing the diversity of the leadership workforce, particularly in the most senior roles, over time increases the effectiveness of organisational performance. Tackling the barriers both covert and known is acknowledged to be challenging and members benefit from working collectively on these issues with leadership provided by EMLA. Member organisations are fully participative in systems thinking and leadership. Leaders within organisations are equipped to work in a more systems focussed way and have a shared understanding and language of systems leadership. Leaders are more effective, have better connections, develop relationships with the right people in other parts of the system, are skilled in improvement methodologies and innovative thinking and are able to contribute to the development of others in these areas. 8 Membership Charter

9 As noted in 1.7 opposite, EMLA will continue to support an inclusive approach to leadership and will support members in capturing and promoting activity that contributes to the successful implementation of the Workforce Race Equality and Equality Delivery System Standards (WRES) and (WDES) requirements. Patient/Citizen inclusion will be a focus as EMLA develops plans to take a more inclusive approach to Patient/Citizen and lay involvement in the planning design and governance processes of the organisation. Development opportunities will be made available to our patient representatives to help them understand how EMLA fits within the NHS landscape, in order to further develop their valued contribution. EMLA will continue to work closely with members through forums such as the HRD network and account management to ensure the offers provided are meaningful and support our members through the provision of professional leadership that equips them to face the challenges of an ever changing health and care system. Additionally EMLA s Board is entirely made up of member representatives that provide assurance and oversight on all EMLA Membership model activity and planning. EMLA will help members to develop the skills needed to deliver the high levels of service needed across systems and communities, whilst developing a generation of leaders that have excellent patient care at the heart of all their activity. Terms of membership EMLA is a shared resource, funded by the system and owned by the system to provide outstanding leadership development for the benefit of the population we all serve. EMLA membership continues to provide a strong sense of community and engagement within our member organisations. Membership commitment is a significant factor in driving the direction of EMLA activity and their financial subscription, which has been held at the same now for the last 5 years and will remain the same for 2017/18, is a vital funding stream that ensures the long term sustainability of value for money leadership development in the East Midlands. Social care is supported through system access and is dependent on regional HEE and national leadership funding to support fully integrated system engagement. Stepped model of subscription Workforce population by headcount Subscription Fee Very Small Up to Small Up to ,000 Medium ,000 Large ,000 Very Large 7000 and above 35,000 Included in the above membership fees is full access to our suite of interventions, (subject to availability) that have been designed in consultation with our members and wider stakeholder communities. Subscription does not include national leadership academy programme offers or any other academic post graduate programmes. The costs for national activity or any other chargeable items are detailed on our website Subscription fees cover a 12 month period and are aligned to the NHS financial year. Offers can only be accessed through fully subscribed member organisations unless delegates are working within STP footprints and are working across the system to support the transformation agenda. In this instance individuals will be able to access the offers designed specifically for their STP. Subscriptions are due in advance at the beginning of each financial year with access to offers permitted upon commitment to payment by each member organisation. The above subscriptions apply to all members and represent extremely good value for money in comparison to external consultation and provide access to a wide range of interventions that support individual, organisational and system leadership development needs. Membership Charter 9

10 Operating Guidelines In return for your continued commitment and as key partners to the success and long term sustainability of EMLA for the region, we have, over the last few years, developed our approaches to system leadership. Our offer to you: Systems leadership Since March 2015, EMLA has been working on developing its offer in collaboration with colleagues from across the East Midlands on how it can help build capacity for Systems Leadership in line with the transformation agenda articulated in the FYFV. In developing the approach, EMLA undertook research to identify what was meant by the term Systems Leadership. As a result of this, we have established our own model of what good Systems Leadership looks like. Following robust testing and consultation the model has now been adopted nationally for all system leadership development. The EMLA model of system leadership has four dimensions. These dimensions interconnect and when aligned they create the conditions for good systems leadership and collaborative working across organisational boundaries. Relationships and Connectivity Individual Effectiveness SYSTEMS LEADERSHIP DEVELOPMENT Learning and Capacity Building Innovation and Improvement These headings are not only useful when thinking about Systems Leadership but are useful principles for all leaders across the health and care system, in whatever part of the service they are working, to consider as part of their personal and professional development. Due to the success of the model, all EMLA programmatic activity and consultation is now modelled on the four dimensions. 10 Membership Charter

11 EMLA Programmatic activity and events Our comprehensive suite of development interventions are all underpinned and aligned to the four dimensions noted above to ensure that individual as well as organisational and system development are mapped to the development of effective system thinking. Through these offers, we aim to improve inclusive and compassionate leadership capability by increasing our pool of talent with innovative people who are dedicated to improving services and experience for patients and citizens across the whole system. Fully subscribed member organisations have full access to all of the offers detailed in our directory (with the exclusion of national activity that is chargeable in some cases) and details of our activity are mapped on our annual plan. The Directory can be found on our website leadershipeastmidlands.nhs.uk In addition to the local EMLA offer, the National Leadership Academy offer a suite of core leadership interventions that are detailed on the EMLA and National Academy websites. In most cases there is a charge for accessing these offers due to the assessent criteria, however there are certain programmes such as Stepping Up that remain free of charge to successful applicants so please check with the National Academy for charges before applying. Programmes that you can expect to see in the membership offer include: Coaching Talent Management Systems Leadership workshops based on building positive relationships and effective facilitation of the current conversations Topical masterclasses Conferences General Managers programme Visible Leaders and the OD networks OD Practitioner programme A series of practical management skills workshops Development Centres for Aspiring Directors Improvement methodology interventions Supporting Transformation programme Thought Leadership academic development sessions 360 Healthcare Leadership assessment opportunities Mary Seacole local county offer Consultancy In response to requests from our member organisations, in 2015 EMLA launched a facilitation and consultancy service for transformation to help colleagues pave the way for a more collaborative and integrated health and care system across the region. We are delighted to be building on this work and continue to support the emerging Local Workforce Action Boards (LWABs), Sustainability and Transformation Planning teams (STPs) as well as Vanguards to develop bespoke interventions that support specific transformation priorities. EMLA is situated uniquely within the East Midland s health and social care community and has established links with the most senior leaders and decision makers from all areas of health across all localities. With this vantage point in mind, we want to work closely with our local workforce and action boards and STP teams to move this agenda forward by facilitating strategic conversations around the implementation of the FYFV and to coordinate the agreement of pragmatic action plans to enable integrated leadership to flourish. Membership Charter 11

12 The Consultancy offer includes: Enabling and mobilising access to the collective resources, skills and capabilities of the East Midlands. Committed to cost effective provision. Utilising the skills of an extensive network of independent specialists who are able to offer support to facilitate groups of staff to enable them to design processes, systems and outcomes as well as develop the leaders within them. Establishing a transformation network which brings together those involved in this type of work to share best practice and empower them to form a support group (virtual and face to face) which sustains and maintains momentum for change. Work with the systems to further understand their bespoke need and collective direction of travel.development of bespoke STP activity for those working directly on specific projects within the STP region Access to the full directory for delegates directly engaged in STP activity (this may include non-members such as social care, housing and third sector if they are vital to the STP implementation) ELMA s consultation services will be led through the Transformation Leads who will act as system enablers through exploration of system needs and challenges with our members. They will work within and across the system in particular within the STP footprints and with the STP Leads and Local Workforce Action Boards (LWABs) to provide advice, guidance, assurance and facilitation of interventions that support system development, alongside access to a range of expertise through our faculty. Roles and Responsibilities It is important to EMLA to have a shared understanding of mutual expectations with our member organisations as this level of clarity avoids confusion in relation of the offer and the relationship between EMLA and our subscribers. The following points set out our intentions and processes to ensure that every interaction between EMLA and our members is of the highest standard and provides understanding, transparency and support at all stages. EMLA will endeavour to: Provide clear and concise and timely marketing products to ensure maximum access to all EMLA offers. Provide wherever practical 12 weeks notice of all events/programmes to allow for effective forward development planning. Ensure that successful applicants are informed of their place on a programme at least 8 weeks before the event wherever practical. Clearly advertise where there are costs attached to any programme to accurately inform member decision making. Provide timely joining instructions to delegates Ensure that all delegates special requirements are met. Operate a fully inclusive approach to membership engagement and all interventions. Consult on all potential new activity with a sample of membership and patient representation. Adapt our consultation approaches to meet the needs of our members. Have open and honest conversations with members to tackle any difficult issues. Support access to national academy offers where required. Provide intelligence on activity usage and WRES and WDES activity across the members on a quarterly basis to support their talent and development processes. Maintain close working relationships with our members to ascertain new priorities and development needs. Timely membership renewal data, costs and forward activity plans to aid financial subscription planning. Access to programmatic offer for staff in management and leadership roles at bands 5 and above subject to programme eligibility. Provision of bespoke interventions for member organisations, co-produced with them and delivered in-house for which an extra charge would apply. Interpret national strategy through the application of thought leadership with our members? 12 Membership Charter

13 Our members will endeavour to: Disseminate our programme information to the appropriate colleagues and departments to ensure effective engagement on all offers. Market EMLA opportunities across their organisation in a coordinated and timely fashion to avoid missed opportunities. Support delegates in their application processes to aid their success during the highly competitive selection process. Champion EMLA opportunities wherever possible. See EMLA as a partner NHS organisation and work with us to shape and mould future activity. Share intelligence that may support EMLA in developing new approaches towards the new systems leadership offer. Work with EMLA to build on their existing talent intelligence and map of development need. Work with EMLA to keep us up to date with any changes to your organisations and colleagues within them to support effective communication. Support a fully inclusive approach to delegate opportunities for accessing interventions Commit to attending membership consultation/ development/engagement events where necessary (usually an annual event). Membership Charter 13

14 Communication/ Reporting How will we share our knowledge with you? As part of improving our timely approach to communication, EMLA will issue all member organisations with a full pack of membership information every January to include quarter 3 activity reporting, the full directory of offers, a timetable of programmes and events, and our Member s Charter. Additionally, EMLA will issue quarterly raw data reports following the end of each period of activity. These will be provided in spreadsheet format and will provide accumulative utilisation data to aid your Membership Engagement As well as the provision of raw data it is important to us that we have periodic membership meetings to discuss with you your current requirements, challenges, questions, and concerns through our account management approach. This will take the form of at least two telephone conferences with the OD/HR teams within our member organisations each year, and where needed, followed up with a face to face meeting as it is important to EMLA that we build strong and positive partnerships with our members. Intelligence gathered during these conversations will be utilised to shape activity and future direction to ensure we continue to provide high quality, planning and talent conversations with your workforce. The quarter 4 report will also include our business plan for the year ahead, along with a full overview of your activity for the year and our annual report. Alongside this you will also receive inclusion data to support your WRES and WDES requirements and reporting around inclusive development activity for your organisation. value for money, relevant interventions. Furthermore, EMLA will continue to work closely with our members through forums such as the HRD and OD networks to ensure the offers provided are meaningful and support our members through the provision of professional leadership that equips them to face the challenges of an ever changing health and care system. EMLA will help members to develop the skills required to deliver the high levels of service needed across systems and communities, whilst developing a generation of leaders that have excellent patient, carer and citizen care at the heart of all their activity. Decision Making/Consultation Throughout programme design and development EMLA will endeavour to consult with members where possible on the timeliness and relevance of our offer to you. It is in everyone s interest to work in partnership together on the development of our offers as we are funded to provide your leadership needs and therefore it is essential that EMLA fully understand the current context and climate to enable informed decision making in relation to appropriate interventions for the system. These discussions will mainly take place through our account management conversations; however EMLA will also gain a rich understanding of need through the HRD, OD and partnership networks as well as through feedback and evaluation of current offers. 14 Membership Charter

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16 East Midlands Leadership Academy Institute of Mental Health University of Nottingham Innovation Park Triumph Road Nottingham NG7 2TU Tel: