ORGANISATIONAL DEVELOPMENT PLAN

ORGANISATIONAL DEVELOPMENT PLAN 2014-2015 1

Introduction The Northumbria Healthcare NHS FT Organisational Development plan 2014 2015 sets out to ensure we develop our staff to achieve the Trust Vision - to be the leaders in providing high, quality, safe and care. Recent failures in the Health and social care sector such as Mid Staffordshire and Winterbourne View have led to an increased understanding that the leadership culture of an organisation directly correlates with the standard of care provided an NHS organisation. The Kings Fund (2014) white paper emphasises the importance of the role of organisational development is a key influencing factor on the leadership culture of an organisation. The primary focus of organisational development interventions 2014 to 2015 will involve developing staff members at all levels regardless of their role, with the desired leadership qualities and behaviours in line with Trust Values. This will be further aligned to the Healthcare Leadership model (2013) and nine leadership dimensions of leadership behaviour. The development of leadership throughout the Trust will aim to foster a culture of collective leadership. Our leadership approach seeks to encourage staff to be accountable, share responsibility and collaborate with colleagues to improve patient care within their role and capability. All programmes will focus on our priorities and facilitating dialogue around our values and behaviours. Innovation and improvement is also a key theme and we include quality improvement tools and techniques, safety and effectiveness as core themes which are aligned to our Quality Strategy. 2

Our Values: Patients First Safe and high Quality Care Responsibility and Accountability Everyone s contribution counts Respect NHS Leadership Model 2013 Domains: L1 Inspiring a shared Purpose L2 Leading with care L3 Evaluating Information L4 Connecting our service L5 Sharing the vision L6 Engaging the Team L7 Holding to account L8 Developing Capability L9 Influencing for results 3

Executive Coaching & Appraisal Executive Sponsor: Ann Stringer The purpose of the Executive Team Appraisal System is to provide an effective, consistent and structured approach in the way executive performance is assessed and developed in Northumbria. This system supports a collaborative team approach that ensures alignment and cascading of executive goals to business units. In addition Values and behaviours have been created that define the attributes of the executive team which are modelled to drive the success of the organisation The introduction of a new executive appraisal scheme assessing performance against the NHS Healthcare Leadership Model. Senior team will undertake a 360ᵒ assessment based on the NHS leadership model. This will provide feedback & comments on individual leadership performance and behaviour including strengths & weaknesses of personal qualities including self-awareness, confidence, self-control, resilience which are the foundations of how we behave. Key Components Development following 360 feedback Goal setting Process- developing plan of achievement Annual performance assessing achievements vs. plan PDP for leadership behaviours that drive organisational success Executive and senior team To develop the executive leadership capacity Collective Leadership Enhanced Communication Engage and listen to key stakeholders Role model values and behaviors Build a high performing team that supports and challenges each other Excel in performance of safety quality and compliance Communicate a clear sense of purpose and direction Create an organisational wide system that will engage and motivate staff to continually improve Work in closer collaboration with other organisations and stakeholders 4

Strategic Leadership Development Programme Executive Sponsor: Jim Mackey CEO The Strategic Leadership Development Programme is aimed at senior leaders of all professions who have identified leadership as a development focus. The programme is delivered through a combination of leadership diagnostics expert master classes, skills workshops and individual coaching The 12 month programme allows protected time for leaders to individually and collectively apply learning through innovative improvement work. Senior Medics, Acute Care Clinical leads, Acute Care Senior managers Directors and Senior Managers, Social care and public health CCG Clinical leads GPs with lead roles in developing services Senior practice managers To develop senior leadership capacity Develop, improve and innovate what we deliver and how we deliver it Develop strategic learning and a support network Deliver high quality safe care. Personalised & Compassionate Care Collective Leadership Enhanced Communication Leadership 360 feedback and 1-1 coaching. Focused leadership sessions relating to developing skills and knowledge. Master class in Improvement methodology Completion of a personal transformation project aligned to the strategy, vision and values Action learning to develop a greater understanding/sharing of issues across service sectors Building relationship during learning sessions to increase expertise and confidence in partnership working. Expert speakers strategic and innovative thinking and learning from business Increased emotional intelligence and political astuteness Through focused master classes and facilitator support, senior leaders will become role models of leadership culture. There will be input and case studies from senior leaders on safety & quality. Creation of a vibrant network of leaders across the health care system. Joint learning, sharing of complex issues and co creating solutions, building relationships and a sense of trust and common purpose 5

Consultant 5 Day Leadership Development Executive Sponsor: Richard Curless This 5 day leadership programme introduces consultants who are new to the Trust to the corporate and leadership issues in both a practical and theoretical sense. Consultants newly qualified Consultants new to the Trust Personalised & Compassionate Care Collective Leadership, Enhanced Communication & Mutual Respect Commitment to transparency Understand strategic objectives & External environment Safety & quality-putting safety first, improving patient outcomes Engaging with patients - hearing their Voice & experiences Patient Experience Feedback results Service Improvement Techniques To understand the leadership context in relation to their role within the organisation, change management and personal effectiveness Doctors dealing with challenging situations Give individuals the opportunity the to practice and develop some of the interpersonal skills associated with individual effectiveness in a consultant role What is expected of a new consultant, standards and expectations Managing Self and Others - Myers Briggs Type Indicator Explore the expectations placed on NHS Consultants and the requirements of revalidation Develop knowledge relating to national and local NHS policy, plans, strategic direction NHCT and operational agenda of the Trust Understanding NHS Finance and PbR Legal Aspects of Medical Records & Other Medic - Legal Issues Difficult Conversations 6

Consultant Recruitment Panel Training Executive Sponsor: Ann Stringer Programme designed to generate a pool of capable and competent consultant interview panel members, equipped with the relevant knowledge and skills to partake in consultant appointment process. Consultant candidates will undertake psychometric profiles (NEO & Hogan) as part of their application which will give the panel members areas to probe in interview. Participants are:- Informed about the competency model within the Trust as the basis for Consultant appointments Provided an understanding of the fundamental principles of effective selection interviewing Develop an interview structure and some skills for panel interviews (with a focus on generic competencies) Learn how to assess the applicant against the competency framework Review any further considerations necessary to make the interview process fair, robust and effective All Executive Directors, Consultants senior managers and nurses on Consultant recruitment panels To develop senior leadership capacity Recruit and develop a motivated workforce Understanding of the principles of effective selection interviewing Increase competence in the use of the situational event interview technique With supporting information from Psychometric reports and practical clinical assessments Monthly delivery of a new 1-day Consultant Recruitment Panel Training process. This is a compulsory programme which all consultant interview panel members must complete prior to sitting as a panel member. 7

Consultant Appraisal and Revalidation Executive Sponsor: David Evans The Appraisal and Revalidation training is a ½ day workshop for all medical appraisers and appraisee s. Participants will understand:- of the appraisal process, links to performance management and job planning Supporting information requirements for appraisal and revalidation To enable doctors to enhance the quality of their professional work by planning their professional development. To enable doctors to consider their own needs in planning their professional development. To enable doctors to ensure that they are working productively and in line with the priorities and requirements of the organisation they practise in. The workshop will also cover skills required, not just for appraisal but will also help in giving feedback to trainees and students. Also increasing the number of consultants who act as appraisers All clinicians regulated by the GMC Holding to account Leading with care A rolling programme of training for all doctors which includes introduction of the Clarity appraisal toolkit that combines on line appraisal recording to support Revalidation. Also includes soft appraisal skills including active listening and giving feedback Delivery of high quality appraisals Satisfied loyal productive engaged medics Agreeing clear performance goals and development areas 8

SAS Doctors Executive Sponsor: Zac Kuruvilla This programme aims to enhance the core management and leadership skills, through equipping the doctors with the knowledge, skills to lead others in their day to day work in the delivery of excellent care. Topics covered provide participants with:- A greater understanding of the strategic, financial and operational agenda of the Trust Understanding the leadership context in relation to their role within the organisation, change management and personal effectiveness Safety & quality-putting safety first, improving patient outcomes Doctors dealing with challenging situations improving performance management practices Develop Communication skills and explore communication styles SAS Doctors Recruit and develop a motivated workforce Deliver high quality safe care Updated knowledge about national and local NHS policy, plans, strategic direction NHCT Leadership v Management Theories of leadership provide important insights about the nature of effective leadership Myers Briggs Type Indicator Managing Self and Others Dealing with conflict & difficult situations. Quality of Care & Service Improvement, introduction to tools and techniques Gain understanding of the process of change and its impact on individuals, teams and performance Enhanced communication skills How we improve patients and families experience of care in hospital Understanding the corporate agenda and how to contribute and engage at a service level 9

Junior Doctors Development Programme Executive Sponsor: Dr Chris Tiplady This development programme is specifically for junior doctors to give an introduction to core management competencies, and leadership skills, which can be applied in the workplace. Doctors in Training F2 to ST Everyone s contribution counts Personalised & Compassionate Care Leadership and management why is this on your curriculum Myers Briggs Type Indicator Managing Self and Others Getting the Most from our Teams Making Patients Safer Service and Quality Improvement and Patient Experience Leadership v Management NHS Structure, Commissioning and Governance Change Management Charing and Managing Meetings Leadership in a Public Setting Legal Aspects of Medical Records & Other Medic-Legal Issues Safety & quality-putting safety first, improving patient outcomes Engaging with patients - hearing their Voice & experiences 10

Management Skills Programme Executive Sponsor: Ann Stringer This 5 day programme will aim to build the management capability of the frontline management and supervisory teams. Provides assurance across the organisation that managers are equipped with the required knowledge and skills to manage the people they serve. The programme is aligned to strategic priorities and organisational values. Target audience: Managers Band 6/ 7 This is a 5 day programme designed to provide delegates with core management skills development. Participants will have;- Understanding the Culture and Values of the organization An overview of the principles behind recruitment and selection An Introduction to the financial environment and managing finance in the NHS Understanding the impacts of change in a working environment and how to develop strategies to tackle situations objectively The Importance of Integrated working Organisational Support available Service Improvement OSM s Matrons Ward Managers Team managers Building workforce capability & capacity Holding to Account Mutual Respect Core development includes; Leadership and management Corporate and human dimensions of change Service Improvement Engaging your staff Managing teams Managing performance Communication skills Appraisal process Managing Governance and risk Finance To understand what standards are expected for recruiting, developing and supporting staff Openness and transparency; the benefits from learning from error 11

NSECH Programme Executive Sponsor: Andrea Stoker - Draft to be discussed: Time out to review and reflect on Plans A series of ½ day programmes focusing on developing the key behaviours and skills to ensure NSECH Teams are fully equipped with the essential leadership skills and confidence that will support major change and enable the delivery of High Quality and safe Care to a world class emergency care standard. : NSECH Ward based teams 8 to 10 people from each speciality Deliver high quality safe care Collective Leadership /Everyone s contribution counts Skills & Behaviours Working with ward based teams helping teams think through some of the key issues; Timetables Standards Patient flows Logistics Team profiles Developing a compact of behaviours for NSECH as a site and how specialists will work together in the future but also understanding the relationship between NSECH and the general hospitals and how we expect this to work. Behavioral profiling with teams using MBTI Strengthening and developing team effectiveness by creating focused and effective development experiences Communication Skills 12

Nurse Leadership - Leading from the front line Executive Sponsor: Rosemary Stephenson This 5 day rolling programme focuses on developing key behaviours and skills to ensure our Band 5 Nursing Team are prepared with the confidence and knowledge to continue delivering high quality care. Learning is delivered by internal and external experts. Band 5 Nurses Personalised & Compassionate Care Everyone s contribution counts Safe Our vision From Florence Nightingale to the Francis Enquiry Using key themes common to both The Francis inquiry and Florence Nightingale s teachings to identify the key areas to take account of and work on to ensure best quality patient care Care, Quality & Safety during Incidents Responding to and learning from incidents and improving resilience and reaction time Service Improvement Project Northumbria Pledges The Dr Kate Granger Story Explore the relationship between good communication skills and compassionate care Recognise the attitudes and behaviours that enable patients to feel heard & respected Team making action plans to improve safety Teams and performance discuss live issues and experiences, Develop strategies to tackle these successfully Leading change in the Workplace Emotional Intelligence Trust Values into action Inspire and motivate; highlighting the fundamentals of nursing practice 13

Coaching Interventions Executive Sponsor: Ann Stringer Every coaching assignment is tailored to the needs of the individual, and coaches are matched accordingly from a wide network of highly experienced trained coaches with a range of expertise and specialism s. Coaching is an integral part of our leadership strategy & development programmes. We have coaching for participants within programmes enhancing learning into practice. Also individual coaching provides a confidential sounding board to support people to raise their effectiveness and performance to an optimum level. Factors that enhance coaching are: The coach participant relationship, quality of the coaching Feedback & assessment Participants engaging and committing to the process and importantly strong organisational support for a coaching culture Complete confidence in the confidentiality of the process Clinical Directors Assistant Directors Senior manager Matrons Ward Managers Operational staff Responsibility for developing others Encourage personal development Providing an easily accessible, confidential, experienced coaching service. Linking feedback strengths and development areas to PDPs A programme of diagnostics and psychometrics are used to underpin coaching and mentoring conversations, and the practical, and on-going application of learning. Bespoke 360 degree diagnostics for teams/individuals. Effective self-assessment diagnostics with follow up and feedback with outcomes coaching identification of development areas for PDP Increased self-awareness Effective and cohesive team working Motivate and develop others 14

Change Management Executive Sponsor: BUDS This 1 day open programme aims to develop skills to support our staff going through change through understanding the human elements that affect staff attitudes and behaviour. This popular course helps up skill our leaders with the ability to lead people through change. The programme will help staff to: Understand the stresses of change and its impact on individuals. Discuss live issues and experiences in their teams and current performance. Develop strategies to successfully engage people to understand the different stages of change and to develop skills to support others. Open to all Staff groups and Teams To lead and manage change with responsibility and accountability Understand the stresses of change and its impact on individuals. Discuss live issues and experiences in their teams and current performance. Develop strategies to successfully engage people to understand the different stages of change and to develop skills to support others. Encouraging new ideas and innovation to change and improve services. Equipping our teams to manage change well. Building trust within and across teams through support. 15

My Customer My Responsibility Executive Sponsor: Ann Stringer This 1 day open programme focuses on the role of the employee in providing excellent customer service and exceptional patient experience consistently. Key focuses of the programme includes:- Values, attitudes and behaviours Developing and maintaining relationships My Name Is. All Staff groups Patients First Deliver High Quality Safe Care Reviewing the Values and Principles of your trust and your responsibility to them Agree your responsibility to customer (internal and external) within your own job role Improve team work across the trust Recognising the different needs of patients and colleagues Seeing workplace relationships and communication with fresh eyes Finding positive solutions for issues in the workplace Improving internal communication Learning more about perceptions of people and the service they provide Learning a range of positive responses, approaches and strategies to deal with all your customers (internal and external) Growing a customer focus with other services Building and maintaining relationships See things through the patients eyes 16

Team Development Executive Sponsor: BUDS There are many requests for team development from service every team has a diagnostic phase identifying the issues to be addressed and clarity of desired outcomes. A bespoke team development plan is then agreed with the senior clinician/manger. This could include: service review, setting new standards. Implementing and adapting to change, improving skills and capabilities, clarity of roles & contribution of self and others, open dialogue & critical reflection. All Staff groups and teams Responsibility for developing others & engaging the team Responsibility & Accountability Initial team assessment through discussion then appropriate diagnostics e.g. Aston team Inventory /Team Health check Leadership style of the team Shared purpose Personal responsibilities Holding to account Setting and managing team priorities Designing bespoke interventions or programmes to support improvement Team development sessions with profiling e.g. Belbin, MBTI, Insights, Team building, Mediation, Individual diagnostics 360 feedback, Neo /Hogan psychometrics Developing a culture of feedback and openness Ensuring teams are working to their full potential Improving team and personal behaviours 17