Road shows

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Road shows
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Why today

• Part of an ongoing process of dialogue
• Ensure that we are keeping you updated on
  National, Regional and local influences as they
  apply to us
• Provide an opportunity for discussion
• Listen to your ideas and concerns
• Keep you engaged and enabling us to work together

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To cover

• High Quality Care for All
• A New Vision for Mental Health
• Key Priorities for 2008/9 and 2009/10
• How do you get your ideas heard
• How do you get your feedback heard

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NHS Next Stage Review

• Summary

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Where we have been and where we are going
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High quality care for all

• NHS Next Stage Review local clinical visions,
  national enabling report and NHS Constitution

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Introducing the reform levers

• Patient choice and payment by results
• Foundation trusts
• Stronger commissioning

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Building capacity in the system

• NHS Plan saw greatest investment in the history
  of the NHS
• More doctors, more nurses, better facilities

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Why are we doing it?

• The NHS
• Well placed to respond as tax-based system, based
  on need not ability to pay
• The NHS has the resources it needs
• High quality care is more efficient and
  prevention is a better investment

Challenges

• Ever higher expectations
• Advancements in treatments
• Demand driven by demographics
• Health in an information age
• Changing nature of disease
• Changing health workplace

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Freedom to focus on quality
Greater Freedom to the frontline
New Accountability

• Commitment for all NHS organisations to become
  FTs
• More freedom for community services
• Right to request new professional led model
  such as social enterprise, will retain pension
  rights
• Practice-based commissioning will be strengthened
  to empower primary care clinicians
• More autonomy for high performing PCTs

• With greater freedoms must come new and enhanced
  accountability
• Achieved through openness on quality performance
• New accountability is for whole patient pathway
• Applies to care in al settings
• Commissioners accountable for health outcomes of
  population

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New Environment?

• Built on choice
• Commitment to diversity of supply
• Regulation
• New performance regime requiring
• Innovation
• Creativity your ideas are needed
• Willingness to take risks

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• Drive consumer behaviour

• Highlights variation in performance

• Greater transparency on clinical quality

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CHOICE
INNOVATION
Competition
SHAPES SERVICES
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Key Messages

• Quality counts
• Leadership matters
• Securing followship requires active engagement
• Our reputation is everything
• Competition is a reality
• We will be well placed if we work together to
  demonstrate high quality competitively priced
  services that deliver

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How you can help

• Tell us your thoughts on defining, measuring
  quality
• 3 top indicators you would use to rate the
  quality of your service if a member of your
  family was needing to use it
• In what ways should we measure and publish the
  quality of our services?
• What would you say to someone looking to work in
  your team?

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Key Strategic Priorities

• 2008/09 2009/10

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Key Priorities
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Road Shows

• Leadership and Management Development

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What is it?

• Leaders do the right things and Managers do
  things right. (Warren Bennis)
• Leadership Development
• Developing an individuals qualities, personal
  attributes and behaviours.
• Management Development
• Build a shared culture and enhance management
  capability to improve the organisations ability
  to succeed.

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Why it matters

• Excellent leaders are fundamental components of
  health and healthcare improvement.
• Will help build a health service that engages
  with, and is sensitive to the needs of the
  public, patients and carers.
• It will also improve working practices for NHS
  staff.
• Every person has a leadership role.
• (NHS Leadership Centre 2004)

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Triggers/drivers Job Description and Person
Specification The NHS Knowledge and Skills
Framework Outline Appraisal Event driven i.e.
new roles Individually driven i.e. career
progression Changes in the external
environment Personal Development Plans
Outcomes Modern flexible workforce Deliv
ering innovation and best practice Value
for money
Strategic Leadership CEO and Board Vision
Values
Purpose Communication








Operational Leadership SSU Directors and Heads of
Services Energy
Behaviour Manager as Coach Creating the work
climate


Team Leadership Band 7s and 8s (clinical and
managerial) Team Task Individuals
Demand/need Organisational objectives IBP Leade
rship and Management skills and capabilities
Management Band 7s and
6s Understanding managers role
Managing conflict Developing
management skills
Managing change Managing
performance capability
Managing finance Managing equality and
diversity
Managing information
A MODEL FOR LEADERSHIP AND MANAGEMENT DEVELOPMENT
WITHIN THE 2GETHER NHS FOUNDATION TRUST
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Trusts approach

• Leadership Development
• Will recognise all leaders at all levels.
• Development will be based on the leadership
  qualities framework.
• The framework is evidence based and sets out 15
  qualities within 3 clusters.
• Personal qualities
• Setting direction
• Delivering the service

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Trusts approach

• A development centre will be established.
• The first priority will be Executive Team, SSU
  Directors and Clinical Directors.
• Outcomes will determine next steps.
• The next priority will be to organise
  opportunities for operational and clinical
  leaders.

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Trusts approach

• Management development
• In-house development programme.
• Will include an assessment of current skills and
  knowledge.
• Modular programme (16 modules)
• Accreditation will be offered.
• Action learning sets and coaching will also be
  available.

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Where have we got to?

• An approved Leadership and Management Development
  Strategy 2008 2011.
• Identified the needs of Service Directors and
  Clinical Directors and will commission a
  development centre in the autumn.
• Commissioned a programme for team leaders from
  Bristol Business School starts August 2008.
• Working with the Leadership Trust Executive
  Team.

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What does all this mean for practitioners?

• Darzi High Quality Care for all
• Everyone is responsibility for quality
• Corporate Responsibility
• Individual Responsibility
• Organisational responsibility

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Corporate Responsibility

• Properly governed
• Governance Framework in place
• Risk Assurance systems
• Contracts that reflect professional practice
• Demonstrate compliance with legal requirements,
  health safety, S4BH, Independent regulator

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Individual Responsibility

• Take advantage of organisational structures
• Adherence with professional codes of conduct
• Behaviour
• Record keeping
• Presentation
• Maintaining competencies
• Generic roles?
• Maintaining registration

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Organisational Responsibility

• How do we behave as an organisation?
• Does our behaviour reflect our Core Values?
• How do practitioners get their ideas heard?
• How do practitioners get their feedback heard?

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What the organisation is doing 1

• Board attention on Clinical Issues
• SSU presentations
• Clinical Services presentations
• Board visits to services
• Focus of the Business Plan
• Getting the basics right
• Supporting Clinical Care
• Informal visits from Execs
• CEO drops in at any time!

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2

• Management Structures
• Team Meetings
• SSu meetings
• Operational Management meetings
• Professional Structures
• Nursing Professional Advisory Group
• Social Care Development Forum
• Occupational Health Learning Days
• AHP Learning events Pyschology, Arts Therapies
  etc

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3

• Clinical Strategies
• Nursing Strategy to Board in August
• OT Strategy approved by Practice Standards
• Social Inclusion Strategy
• National consultation events
• CPA consultation, Dementia Strategy
• Darzi Review
• National Platform
• National Social Inclusion Programme
• Sainsbury Centre for MH re KPIs for Employment.

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How do you get your ideas and feedback heard?

• Get involved
• Take advantage
• Suggest better ways of doing things
• Talk to Managers
• Talk to professional leads
• What else can we do?

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Alliances
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Alliances