Leading People Programme 2015
Introduction and Aim
Aneurin Bevan University Health Board
recognises that developing leaders who
engage staff effectively to deliver the
best possible quality of care is essential
to the successful implementation of its
key strategic priorities outlined within
the Integrated Medium Term Plan. This
Leading People Programme has been
developed
in
partnership
between
Aneurin Bevan Continuous Improvement
(ABCi), Organisational Development and
Employee Well-Being. The Health Board
is committed to the delivery of its vision
through the active development of a
positive, values based culture.
Engaging Effective Leadership
Improved staff experience, wellbeing and engagement
The Health Board Values are:
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Patient first
Personal responsibility
Passion for improvement
Pride in what we do
The aim of the programme is to develop
highly skilled and effective leaders from
across the health, social care and third
sectors in order to ensure the delivery of
high quality, safe and compassionate
care through optimising staff well-being
and engagement. The underpinning
philosophy is one of co-production in
which the content and delivery of the
programme will be shaped by those
leaders who participate.
Safer, more compassionate care
patient care
Improved Patient Experience
Background
The pace of change in the NHS shows no signs of slowing down. The challenge is to
improve services and performance whilst meeting rising patient needs and
expectations and managing resource constraints. Rising to this challenge requires
organisations to make optimal use of the people they employ, and recent research
suggests that staff engagement and well-being are closely connected to patient
experience, patient mortality rates and financial performance (West and Dawson,
2012).
There is a growing evidence base that suggests particular approaches to leadership
are associated with improved performance and with outcomes for patients and are
also likely to be associated with reduced sickness absence in teams (e.g. AlimoMetcalfe et al., 2007). With growing awareness of compassionate care and the dire
consequences in both health and social care sectors of systemic failures in these
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areas (such as those highlighted in Mid Staffordshire, 2013 in the Andrews
report,2014 and in the Winterbourne Inquiry, 2012), there is an increasing need to
understand the complex range of factors that make such failings in care more
likely. The Francis report cited evidence that providing opportunities for staff to
process the emotional impact of their work in the form of Schwartz rounds for
example, would be likely to improve the quality of care received by patients, and
ABUHB have recently invested in the Schwartz round package with implementation
due later in 2015. Tier One targets for the University Health Board prioritise both
reducing Staff sickness absence and improving staff engagement as measured by
Divisional Pulse Surveys and the Staff Survey nationally.
This course aims to build the capacity and capability of those in leadership
positions across the health and social care economy to ensure that through
building staff engagement and well-being they create the best possible conditions
for the delivery of high quality care for patients. The course also supports the
People Strategy component of Investors in People.
In order to ensure that partnership working around future clinical service strategies
is effective there will need to be an increased focus on integration and collaborative
working. Through offering places across sectors, the course will promote
integration through developing networks and relationships, and providing the
opportunity to share good practice.
Programme Information
Leading People is a course geared towards improving the emotional and
organisational literacy of leaders across the health and social care economy
including the health, social care and third sector. It aims to improve the quality
of care for patients through reducing obstacles to compassionate and safer care,
enhancing staff well-being and optimising performance. It will help participants
understand the relationship between effective team working, good staff wellbeing, better safety and improved performance and quality.
The course will aim to:
1. Equip participants with a strong grasp of the evidence base underpinning the
importance of staff engagement, leadership styles and patient outcomes.
2. Increase interpersonal skills with a view to improving team engagement and
employee well-being.
3. Contribute to improved quality, safety and performance through influencing
associated key factors.
4. Enable participants to become more effective agents of culture change and
impact more powerfully upon the systems in which they work.
5. Develop familiarity with key models of leadership and with improvement
methodologies.
It will achieve this though:
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Presenting
a critique of models of leadership and their impact on
performance, with particular reference to Engaging/Transformational
leadership
Exploring the implications of the Francis and Andrews reports and the
Winterbourne Inquiry in relation to understanding the systemic factors that
can be obstacles to compassion
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Enabling team leaders to understand the impact working in a complex care
system has on their staff, for example the relationship between compassion
fatigue and high levels of demand
Enabling participants to review a range of options for supporting staff
emotionally (e.g., Schwartz rounds and Compassion Circles, informal
support, supervision with a restorative emphasis, thinking space, exploring
opportunities to build resilience)
Building organisational literacy by providing an introduction to
organisational/systemic issues and key principles that impact on teams and
interpersonal relationships
Demonstrating evidence on engaging teams and consider options for building
team engagement (e.g., how to have a good PADR, building relationships
and the importance of genuine concern)
Introducing the evidence base on the benefits of mindfulness practice in the
workplace
Learning skills to manage difficult relationships in the workplace
Considering leading in ways that facilitate autonomy, mastery, purpose and
cognitive distribution (ensuring that every member of the team is actively
engaged)
Developing an awareness of the evidence base on emotional intelligence
Understanding the impact of spatial context and the physical environment on
team function
Using experiential/reflective work to improve self and interpersonal
awareness and build an understanding of group process
Using improvement methodologies to consider ways of improving services
and team working
The course will use a range of modalities to support change in practice including:
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Formal lectures from external speakers, the course team and other senior
staff locally
Action learning sets focused on creating change to improve team
engagement and employee well-being
Experiential/reflective work
360 degree feedback
Mentoring/coaching
Improvement methodologies
Team consultation/time out facilitation
Target Audience
The course is targeted at staff involved in leading people who wish to expand
their understanding of leadership and build their capacity to influence. It would
serve as an effective introduction to leadership, but would also be appropriate
for those wishing to update their understanding as it is based on the latest
evidence. It is likely to complement previous leadership training as its curriculum
is distinctive.
Applications are welcomed from staff across ABUHB, the five local authorities of
Gwent and third sector organizations across Gwent.
Time commitment and application process
The course will commence in June 2015. Written applications are required with
support from applicants’ managers confirmed in writing. The course will be run
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across 12 days over the course of a year including 2 blocks of 2-days. The venue
will be confirmed but will be within Gwent/ABUHB boundaries. It is expected that
participants will make every effort to attend each day of the course.
Much of the course content is aimed at improving team functioning in the
workplace. It is therefore anticipated that participants will make an additional
investment of time to achieve course aims of improving team engagement,
relationships and wellbeing. This will be agreed on an individualized basis but
may include arranging team development/time out sessions or initiating
improvement projects. Participants’ managers should therefore be aware
that the time commitment will be greater than 12 days over a year and
should indicate their willingness to support this in writing.
There are only 24 places available for the course and it is anticipated demand
will be high.
Outcomes
The key outcome identified for this course is to facilitate changes that improve
performance, safety and patient/service user experience through increasing
employee well-being. The course is based on a strong evidence base linking
employee well-being with these outcomes.
It is anticipated that the course may lead to impact in the following areas:
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Improved sickness absence in team members
Improved engagement and ratings on the staff survey (NHS staff only)
Evidence of interventions in place to facilitate emotional support of staff
Reduction in Patient/Service user complaints
Reduction in serious and untoward incidents
It is therefore entirely consistent with the principles of Prudent Healthcare.
The cross-sector target audience will also promote opportunities for networking
across organisations and improve cross-sector working relationships. As such it
may serve as a catalyst for integration.
However, given the many variables that impact upon the above, and the
timescales required to create significant change, it is anticipated that staff
experience and narrative of how the course has impacted on participants’ ability
to lead people more effectively and improve engagement within their teams will
be the primary outcome. Consideration is being given to using narrative analysis
software developed by Dave Snowden at Bangor University to provide additional
course evaluation.
Participants will keep a journal on the impact their participation on the course
has had in their place of work, and will present their key learning at an end of
course “Sharing the Learning” event.
Course Team
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Overall Course Director: Danny Antebi, Director - ABCi
Benna Waites, Consultant Clinical Psychologist, ABCi Associate
Jill Evans, Senior Education and Development Manager (Equality Lead)
Mel Laidler, Programme Manager – ABCi
Helen Knight, Senior Education and Development Manager
John Frankish, Improvement Lead – ABCi
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Daniel Madge, Senior Education and Development Manager
Adrian Neal, Consultant Clinical Psychologist, Lead for Employee Well-Being
Sue Ball, Assistant Director of Workforce and Organisational Development
If you have any questions about whether this course might be for you, please
contact the course team on 01633 431731 for further discussion of whether the
course might meet your needs. An application form can be found at the end of
this document and can be completed electronically or please contact Lucy
Bennett and ask her to send you one ([email protected]. The deadline
for applications is 07 May 2015. Shortlisted applicants will be invited for a brief
informal interview and all applicants will be notified if they have a place no later
than 27 May 2015. Please ensure that you have noted the course dates on
application as the notice for the early events will be limited.
References
Andrews, J. Trusted to Care: An independent review of the Princess of Wales
Hospital and Neath and Port-Talbot Hospital at ABMUHB. 22 May 2014.
Borrill, C., West, M., Shapiro, D., & Rees, A. (2000). Team Working and
effectiveness in healthcare. British Journal of Healthcare, 6, 364-371.
Cornwell, J. (2009). See the person in the health professional: How looking after
staff benefits patients. Nursing Times, 105, 10-12.
Dixon-Woods et al. (2013) Culture and Behaviour in the English National Health
Service: Overview of lessons from a large Multi-method study. BMJ Quality and
Safety
Francis, R. Report of the Mid-Staffordshire NHS Foundation Trust Public Inquiry.
6 February 2013
Firth-Cozens, J., & Cornwell, J. (2009). The Point of Care:
compassionate care in acute hospital settings. London: Kings Fund.
Enabling
Transforming Care: A government response to Winterbourne View DoH 2012
West, M. A., & Dawson, J. F. (2012). Employee Engagement and NHS
Performance. London: Kings Fund.
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Leading People Programme 2015
Application Form
Note to potential candidates
1.
Application process and offer of place
By completing and returning this form you are confirming that you wish to participate in the Leading
People Programme. Deadline for completion & return of this application is 08 May 2015
How to apply
A:
B:
Please complete all fields within this form.
Get signed endorsement from your line manager (written or electronic).
The next step
C:
You will be notified by ABCi by the 27 May 2015 whether you have been awarded a place;
Please protect the following workshop dates in your diary now:
Leading People Programme
Date
All days will run from 09.00 – 16.30 hours
Venue
29th June 2015
To be confirmed
30th June 2015
To be confirmed
17th July 2015
To be confirmed
9th September
To be confirmed
9th October 2015
To be confirmed
3rd November 2015
To be confirmed
3rd December 2015
To be confirmed
12th January 2016
To be confirmed – Development Centre
13th January 2016
To be confirmed – Development Centre
29th February 2016
To be confirmed
25th April 2016
To be confirmed
10th June 2016
To be confirmed – Shared Learning Event
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Cost
This is a funded course; however that does not mean that it is free. The cost of the
programme will be met centrally not by your line manager. However, the cost of providing it
means that we expect you to make every effort to attend the full programme.
I commit to attend the full programme.
Sign here:
Date:
2. Contact Details
This information collected below is purely for the Programme coordinators for cohort.
Full name (with title):
Job title:
Organisation name:
Staff Number (Assignment Number):
Date of Last Personal Appraisal Development
Review/Appraisal:
Please note your application cannot be progressed without this
Name of Department/Directorate/Division (if applicable):
Postal address including postcode:
Telephone number (Work):
Mobile phone number:
Work e-mail address:
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3. What you hope to gain from the programme
As part of the application process you will need to meet with your senior manager sponsor to
identify what you hope to gain from attending this programme and how it fits with your
personal objectives.
What is it about the course that appeals to you? What difference do you hope it will make to you and the
people you lead?
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4. Written endorsement of Manager
Please state your reasons for endorsing this application:
Agreement from Line Manager to undertake opportunity, to attend full
programme, and to participate in additional work arising from programme
participation.
Name:
Signature (written or electronic):
Date:
E-mail address:
Position:
Please return this application to [email protected]
no later than 07 May 2015
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