An evaluation: Leadership Development within LPFT Report written by: Head of Leadership, Learning & Development Lead officer:

Transcription

1 2.1 Report to: Board of Directors Date of meeting: 25 May 2017 Section: Patient Experience & Quality Report title: An evaluation: Leadership Development within LPFT Report written by: Jane McLean Job title: Head of Leadership, Learning & Development Lead officer: Tony Kavanagh, Associate Director of HR Board action required: For Information For assurance (Yes or No): Yes Purpose of the Report The purpose of this report is to share with the Board the progress of leadership within the Trust and new developments planned for 2017/18 1. Background Key Issues, Options and Risks In 2014 there were only 2 leadership programmes running in the Trust; a band 7 programme and an externally commissioned Leadership programme for psychologists and medical staff. Since then the Trust recognised the need to invest in leadership following research by the National Leadership Academy, The Kings Fund and critical findings from the Francis Inquiry (2013) and a new team was established with 2.4 WTE staff. Research has shown that transformational leadership, significantly positively affects staff morale and engagement; which in turn significantly positively affects patient outcomes. (West, 2014). Therefore, the team employed a multi-facetted approach to increasing leadership capability throughout the organisation with: Individual Development Team Development Organisational Development System Development 2. Individual Development A Master Class approach was developed in order to increase Leadership capabilities across the whole of the organisation. Therefore, we designed 9 Masterclasses, which were run in peer learning groups, where the content was tailored according to banding. We had also saturated the B7 pool in terms of delivering leadership training. The Masterclasses were designed based on national Leadership drivers and programmes being delivered by the National Leadership Academy and the Kings Fund; to ensure that our topics were contemporaneous and aligned to national leadership objectives. Appendix A, outlines the Master Classes that were delivered in 2015/16. The figures for B7 s and 8a s are incorporated into the B6+ figures. There was low uptake from the B7 s as there had been a long standing B7 leadership programme within the organisation. The masterclasses were not well attended by 8a s, one of the reasons for this is that they were 1

2 accessing EMLA programmes, ILP and the national leadership core programmes, such as the Elisabeth Garrett Anderson. 2.1 Impact Staff have reported feeling more confident in their leadership skills and abilities (see appendix B for qualitative feedback); and we have started to see and feel a difference in leadership styles in the organisation, as evidenced in the recent CQC feedback, which commented that a move from transactional to transformational leadership was evident in the organisation; with a noted improvement in leadership and culture. In the recent staff survey the overall staff engagement score had improved; along with staff feeling that their contribution made a difference to patient care. Appendix B also provides qualitative feedback on these programmes, which is positive. 3. Team Development The table below shows that 12 teams have had input from the Leadership team in the last 12 months. With 28 days of team development being provided. Boston MHLS x 4 Grantham CRHT x 2 Louth CMHT x 3 Stamford & Spalding CMHT x 4 SPA x 2 Langworth x 2 Brant x 2 Rochford x 2 Witham Court Housekeepers x 1 Boston & Skegness x 1 Pharmacy Team x 4 Witham Court admin x Impact The teams report having a greater clarity and focus in terms of their overall objectives, aligned to strategic priorities and individual s roles and responsibilities within this; as well as how to deal with conflict and team dynamics more constructively and prepare for change. Within the staff survey there was an increase reported in effective team working. The CQC reported high levels of patient focussed care from teams; and within the recent staff cultural focus groups, some staff reported, We have increased our autonomy and discretion in our decision making. 4. Organisational Development This has been delivered through our Inspirational Leadership Programme (ILP) during 2014 to There was then a 12 month pause with a new programme launched again in March Impact General feedback from this session included statements such as, gave some insight in how to take culture change into the team ; Staff stories excellent and motivating (X 10); A great day, lots of valuable information, much to think about in terms of the wider activity, renewed enthusiasm to drive LPFT forward to brilliance! (X 7). The staff survey also noted an improvement in communications between senior managers and staff; an increase in staff satisfaction and involvement; and an increase in staff recognition by the organisation. 5. Systems Development LPFT plays an active part in the Lincolnshire Workforce and Programme Board for OD and Culture, (LWAB). Trust staff have featured highly in the uptake of these programmes however at present it is difficult to measure impact. 2

3 STP Programmes Attendees Relationship & Connectivity workshop (1 24 day, 2 events) Coaching Skills for Leaders (2days, 3 26 events) Systems Leadership Lab (1 day, 2 events) 10 Coaching certification (9 months) 2 6. New Developments for 2017/18 The Trust will continue to provide leadership development to staff at all levels of the organisation; and will also continue to provide this on an individual, team, organisational and system level. However, this has replaced our Master Classes with specific Leadership programmes that run on a cohort and banding base. This is because, after 2 years of delivering master classes, the workforce requires something different. We have introduced peer cohort learning as there has been significant changes in organisational structure and leadership positions. In particular we noticed a skills gap for developing band 7 posts; and that when these became vacant the organisation struggled to fill them with suitably qualified people from within the organisation. We have therefore, introduced a Ready Now Band 7 programme. We have introduced a comprehensive range of programmes for 2017/18. Please see appendix D. These have all been aligned to national leadership directives and aligned with the STP and the 5 Year Forward View to ensure we are developing forward thinking leadership capabilities and fit with the continuous quality improvement ethic. 7. Update on NHSi Culture and Leadership Programme We are now half way through our 6 month Discovery phase on the NHSI Culture and Leadership programme. Cultural Focus Groups with staff and patients are now underway; as are the Board interviews. The other diagnostic groups are busy analysing data from a variety of sources; and everyone in the organisation will shortly be receiving a Leadership Behaviour Survey. The Change Team continue to meet to collect and exchange data; and we will be delivering the final synthesis report to the Board on the 23 rd August Executive Analysis We have invested heavily in our workforce from a leadership perspective and have developed a significant leadership capability within the organisation. The benefits of this are starting to be seen and felt by the organisation; as evidenced through the latest staff survey and recent CQC inspection. We will continue to develop the leadership capability in the organisation and align this to the types and styles of leadership required within the STP to deliver the 5YFV. For Information. Recommendation (action required, by whom, by when) Regulation, legislation and compliance CQC Impact on key lines of Well led enquiry: Financial Implications: Not applicable Equality Analysis: Compliance Impact: An equality analysis is not required CQC 3

4 Risk Appetite Risk assessment Not applicable Risk Level Avoid Minimal Cautious Open Seek Mature Key Elements Financial / VFM: G Compliance/Regulatory: Innovation/Quality: Reputation: APPETITE NONE LOW MODERATE HIGH SIGNIFICANT Explanation of variance from general (G) risk appetite The level of risk against each element should be indicated. Where more than one option is available the level of risk of each option against each element should be indicated by numbering each option and showing numbers in the boxes. The content of this report is the property of Lincolnshire Partnership NHS Foundation Trust Document Control Version 4 November 2016 G G G 4

5 Appendix A: Summary of Masterclasses delivered between March 2016/17 Wellbeing and Resilience Leadership Skills Appraisal skills Productive Leader Emotionally Intelligent Leader Vital Conversations Coaching skills Change Management Political Leadership Ensuring that our workforce is able to maximise their own health, so that they are as efficient and effective as possible. This training looks at both physical & psychological health and adaptive mind-set to embrace the changing health and social care landscape. This looks at the various styles of leadership and distinguishes between leadership and management. It helps individual s to identify their strengths and develop a plan about which strengths they need to borrow more of; and looks at a collaborative, coaching and engaging style of leadership. This training uses a coaching style and covers talent and performance management; and looks at how we can un-tap the maximum potential from our staff; so that we are all contributing to the collective goal of integrated and distributed leadership. This course looks at the practical application of management, meeting management, delegation, clear lines of roles and responsibilities as well as talent management and up-skilling; to ensure the right person for the right job at the right time. This programme looks at the importance of emotional intelligence in leadership and how we can increase our insight into the impact that we have on others; it uses a relationship awareness tool (strengths deployment inventory) to look at how we motivate our workforce and deal more effectively with conflict. This course is aimed at equipping our leaders to have the necessary and sometimes difficult conversations with staff in order to ensure quality and performance are delivered to the highest standard. It looks at feedback techniques, delivery styles and personality styles and is based on an appreciative inquiry approach. Staff will be equipped to use a coaching style approach to their leadership capabilities; in order to build a resilient and sustainable workforce that taps into and releases people s potential. This programme equips leaders to be better able to lead change initiatives, by recognising individual transitions that need to take place and engaging and communicating effectively with their staff to ensure, buy-in and sustainability. Health and Social Care Leaders and chief commissioners from the region, come together to talk about the strategic challenges facing organisations, local context and encourage and facilitate discussion and understanding amongst the workforce. 5

6 Appendix B: Qualitative Feedback Masterclasses 1x senior manager in relation to the SDI wrote, it was a truly brilliant day, can t think when I have enjoyed LPFT training as much. I wanted to say thank you for Fridays Political Leadership Master class, it was a most satisfying, enjoyable and informative day. My only regret is that the day was not filmed and placed on Youtube. LPFT could rival TED talks with quality days and speackers such as those you provided for us on Friday. I think I would find myself watching it again and again. I attended the Vital Cobversations training and wanted to say how wonderful I thought you were. (Laura Clifford) You modelled to us exactly what you explained was needed and handled our worries effectivly letting us rant but bringing us back to the topic to achieve our identified goals! I loved your style & motivaion. Great use of materials, engagement and interaction. Felt heard and appreciated. Band 5 Development 2 x B5 s used knowledge and skill gained from the leadership masterclasses in an interview and were successful in attaining B6 post. With both the B5 development programme, 360 feedback and the coaching session I had, I believe I was able to feel and present myself as much more confident in my abilities to perform all aspects of my job, and to develop my career aspirations using the leadership skills learned. As I start my new B6 role. I now understand why I struggle with change and what I can do to improve this. Increased my confidence in decision making and articulating this to my colleagues. Given me confidence in my decision making and not just go with what people want or expect. Increased my awareness of how I react in certain circumstances which may or may not be helpful. Better understanding of my own strengths and weaknesses. Helped me understand both myself and others better. Excellent opportunity to network and helped me grow professionally and personally. Coaching Thank you so much for all your support, I can t begin to tell you how much you ve changed my working life. I am more confident and comfortable with having difficult conversations within my team I am better equipped to deal with delegation and to say No when needed and more importantly not beat myself up about it. I recognise and manage conflict better. I feel I can handle change better (it s still not easy though). My motivation to develop my career within LPFT has increased. I have developed a more clear understanding of what drives me and fulfils me in the workplace. I have also learnt about my weaknesses and areas for development and growth. B6 Community Development I found it inspiring and rewarding to hear such positivity amongst staff even with the changes and uncertain future ahead. It was good to cover all bases and end on a positive note; with some good ideas which we will be making in the future. I will continue to access your programmes as I would like to feel competent to apply for a B7 role in the future. 6

7 Appendix C: Training provided March 2016/17 Leadership Programmes Masterclasses (37 classes) B5 Development (2 cohorts) ILP (1 event) B6 Community Development (1 day) B6 Inpatient Development (1 day) B7 Community Development (1day) Attendees 398 (see appendix A for breakdown) B7 Inpatient Development (1 day) Coaching 28 received 1:1 sessions EMLA Usage: Throughout 2015/16 EMLA offers were accessed on 135 occasions by your organisation across 26 available programmes and events. Our organisation employs 2% of the regional NHS workforce and your utilisation of EMLA programmes and events represents 5% of the total available. EMLA leadership activity was utilised by 56 delegates throughout 2015/16. Over the last 3 years of membership, Lincolnshire Partnership NHS Foundation Trust has received leadership development interventions to the value of 157,508 based on an investment of 45,000. Strengths Deployment Inventory (SDI): 431 7

8 Appendix D: Making a Difference through Leadership Development 2017/18 Programmes 6 C s Leadership Programme B5 Development programme B6 Mary Seacole Local Programme Ready Now for B7 A programme for Bands 1-4, that covers: Values Behaviours Courageous conversations Emotional intelligence Compassion in practice A 3 month programme where staff receive: 360 Mentor support Talent conversations with Line Manager Hosted as a Pan- Lincolnshire programme. This nationally recognised programme includes: Values & behaviours, Leadership Skills, LEAN methodology & PDSA cycles, human factors, conflict & emotional intelligence A talent pool of motivated B6 s will be identified through appraisal & training needs analysis (TNA s). They will go through a 6 months Leadership & Management Skills programme, that will focus on: The Course is underpinned by workshops on: Resilience, Leadership skills, productivity, quality appraisals & courageous conversations Leading Process Leading Self Leading others Leading team Leading change Coaching Appraisal Training Management Skills Toolkit High Performing Teams Internal register of trained coaches & mentors, to support staff to: Improve personal effectiveness Build resilience Increase self-motivation Increase motivation in others Increase emotional intelligence Increase flexibility as a leader Impact positively on patient care Impact positively on staff morale & engagement Aimed at everyone that conducts appraisals, focusing on: Aligning individual objectives to Organisational objectives Focusing on the patient Quality conversations to identify objectives, growth & training needs Reflect on Values & behaviours Focussing on: HR processes Managing Budgets & Finance Analysing Data Reports Using Health Roster These sessions will be aimed at those: New to management role New to organisation Requiring refresher Staff will be identified through TNA s identified in Appraisal; Talent Management & induction process Targeting teams based on Workforce & Quality Data hotspots. These bespoke programmes will be commissioned by Service Leads & have a senior level sponsor; determined through the OD Committee. Contracting with the commissioning manager will: Determine key areas of focus and method of evaluation based on current data and best practice Agree interventions Agree time frames & roles and responsibilities Agree reporting structure 8

9 NHS Elect NHS Elect will be on site every month from April 2017; delivering Leadership training to our B8a s and 8b s. This will be delivered in 2 formats. Firstly, there will be a dedicated leadership cohort that will run over the next 12 months for operational service and business managers. The content of the programme will be co-designed by the needs identified by the managers, through their PDP s and 360 appraisals. Secondly, there will be a series of master classes open to all from B7 + on a range of strategic business planning tools to specific leadership skills. Inspirational Leadership programme (ILP)) This is for all levels of leaders in the organisation and is an opportunity for people to take time out and reflect on the issues affecting our leadership and service delivery; and hear key messages from our CEO and members of the exec team about vision and direction of travel. This has a mix of internal and external speakers depending on the content and theme of the day. These are attending by 150 leaders in the organisation and occur 4 times a year. Individual s will be nominated to attend a year s programme who show the right skills, values and behaviours these will then rotate annually. NHSi Culture & Leadership Programme The Trust has become an early implementer site of a new tool to develop a culture that enables and sustains continuously improving, safe, high quality and compassionate care. This tool developed by NHSi, The Kings Fund and Centre for Creative Leadership helps Organisations through a variety of practical resources work through the following phases: Phase 1 Discover a comprehensive assessment of culture through a series of diagnostic work streams. Strengths Deployment Inventory (SDI) The Trust uses the SDI psychometric to identify people s strengths and core motivational values and preferences this tool then enables people to understand what makes them and others tick and to see the world from many different perspectives. Thus allowing them to increase rapport with others and minimise the chance of conflict. This is mainly offered through a team based approach. Phase 2 Design based on the outputs of phase 1, initiatives identified to develop a collective leadership strategy. East Midland Leadership Academy (EMLA) The organisation subscribes to EMLA, who provide an array of leadership training to B7+ from coaching, through to system transformations. Please see EMLA website k/ for more details. Health Care 360 Appraisal A number of staff in the organisation is trained 360 facilitators and this is offered either through programme attendance or individual request. Phase 3 Deliver the interventions identified If you would like further information please contact the Leadership team on or Jennifer.Salisbury@LPFT.nhs.uk 9