STP Leadership, Workforce and Talent Discovery Phase Update
Summary
This paper provides an update on the Discovery phase of the STP Leadership, Workforce
and Talent project. The paper describes a programme of structured interviews carried out in
March and April. A full summary of the Discovery phase together with recommendations for
further work will be brought to the next Strategic Planning Group.
Background
In October 2016 a paper was produced looking at Integrating Leadership, Workforce and
Talent as a strategic theme in the South East London Sustainability and Transformation
Plan. This paper was further developed by Jonty Heaversedge, Tim Higginson and John
Drew. A proposal for a Discovery phase was developed to test the ideas in the original paper
(Appendix 1). This phase has been taken forward using a series of structured interviews,
supported by funding from the London Leadership Academy. The phase tests views on the
need for a shared vision, collective leadership and the potential development of a
programme; to support delivery of the STP, characterised by an empowered and engaged
workforce.
Structured Interviews
Structured interviews using a standardised methodology (Appendix 2) started in March and
will continue throughout April. Interviews are being carried out by Tim Higginson (CEO
Lewisham and Greenwich), Jonty Heaversedge (Chair Southwark CCG), John Drew
(McKinsey and Co) and Julie Lowe (STP COO). A wide range of senior leaders from across
the STP area have been interviewed (schedule attached as Appendix 3). Once the
interviews are complete they will be collated and the core interviewer team will develop
proposals for taking the work forward based on responses received.
Next Steps
All the interview responses are being collated on a grid (appendix 4). This grid will be used
to identify organisations that may be exemplars in particular areas of leadership. It will also
identify areas where organisations have said that they would like to develop their capability
and, in particular, areas where they have expressed an interest in working more as a system
than as an individual organisation. It should be noted in this context that a ‘system’ is not
necessarily the STP but could be another grouping based on geography, organisational type
or shared interest.
The interviewers have also made narrative notes during the interviews and this will also be
used to inform recommendations for next steps, in particular looking at how leadership
development work could help support the wider work of the STP.
Conclusion
SPG is asked to note this update.
Julie Lowe
Chief Operating Officer
SEL STP
April 2017
Appendix 1
An Organisation Development Vanguard in South East London
Introduction
An initial proposal under the heading ‘Integrating Leadership, Workforce and Talent as a
strategic theme’ was developed in October 2016 by Tim Higginson (LGT), Stuart Carney and
Charles Wolfe (KCL) and John Drew (McKinsey). It was discussed with membership of the
STP’s workforce group led by Angela Bhan on 12th December and noted at the stocktake on
16th December. Separately, Dr Jonty Heaversedge has prepared a note which emphasises
the need for a shared vision, collective leadership and the development of a programme to
support delivery of the STP characterised by an empowered and engaged workforce. The
purpose of this note is to take these ideas further by setting out in summary:

What the aims and objectives of a programme based on this proposal should be

How the work might be taken forward

A route to resourcing
Aims and Objectives
The overall aim of the programme is to fill the gap between the objectives of the STP and
the ability of South East London as a system, and the organisations within it, to deliver them,
sustainably. Important themes in the programme are the need to engage a wide range of
partners, including providers of higher and further education: raise levels of capability by
identifying and developing the leaders of the future; and reinforce the STP’s own vision;
what it stands for beyond being a vehicle to address a financial shortfall.
This last point is significant. The programme will be, in essence, an exercise in collective
leadership, and to be effective it must align with a clearly articulated vision of how we will
work together across organisations and what our ambition for the health and wellbeing of the
population we cover should be. Currently, we know that the SEL STP will not sit at the two
extremes of the range – a loose federation of organisations where action is based on the
lowest common denominator of comfort, or a command and control model with STP-driven
performance management – and we have an MOU which seeks to balance STP need and
organisations’ rights. But we will need to add more detail. How we get to this, and other
important early steps, is outlined in the next section
Next steps: Discovery
Early discussions indicate that most organisations have staff on internal programmes, or are
supporting staff on external programmes, which are relevant to this initiative; and there is at
least one early example of inter organisational co-operation, with the South London
Leadership Programme. There is a concern that organisations might be asked to abandon
activities important to them, or surrender resources for STP-driven initiatives. Equally, the
STP requires that any OD initiative of this sort must, whatever else it does, aim to have early
impact. Our first step, therefore, will be a process of discovery along both sides of this
matrix – organisations and institutions on the one hand, and workstreams on the other.
Organisations in SEL
Topics
Providers *
Current relevant activities
CCGs
Response to the proposition
Universities
Identification of key individuals
HESL
* Probably two sets of conversations: with Chairs/CEOs/COs; and with Workforce, Medical
and Nursing Directors
STP Workstreams
Topic
Nick Moberly
Current engagement
Matthew Patrick
Discussion of potential offer
Workstream leads
Description of need/obstacles to delivery
Regional/National Bodies
NHSI
Briefing
NHSE
Funding
NHS Leadership, Academy
Support
We believe that this process of discovery could be completed within 4 weeks from kick off,
subject to; availability, task sharing and admin support.
We might also benefit from consulting with other organisations and individuals with
experience and expertise of supporting OD of this type and on this scale (e.g., King’s Fund).
Key outputs would be:

A positioning paper or ‘map’ setting out relevant OD activities within and between
South East London NHS organisations.

A refinement of the Vanguard vision based on discussion with partners.

Effective engagement of national bodies and non NHS partners.

Identification of key individuals and possible resources [and sources of funding].

Proposals for how early delivery in existing workstreams could be best supported.

Analysis of the gap in capacity and capability which needs to be filled.
From these, the programme which would emerge is likely to have the following
characteristics:

A governance structure for this work stream which echoes that adopted for clinical
services transformation with CEO/CO chairmanship, accountability to the executive
group and a membership which balances representatives within and outside the
NHS.

Short term focus designed to strengthen delivery in 2017/18.

Work to build a more rounded picture of the SEL STP vision and connect that to
development activities designed to strengthen longer term delivery capacity,
including Board-level engagement and development

Quantification of the resources required to deliver this.
We would see this first phase being led by Tim Higginson, John Drew and Jonty
Heaversedge with the direct involvement of Workforce Directors, and some project team
support.
The programme would then be submitted for discussion and approval through the STP
governance structure, with the action of ‘going live’ in April 2017.
Appendix 2
Scope of Leadership, Workforce and Talent
Talent
Culture
and OD
Quality
Improvement
Workforce
SOURCE: McKinsey
 Description of attributes, behaviours and skills expected of leaders
Leadership development
 Strategy, processes and programmes for developing leaders
Governance/oversight?
 Formal processes and mechanisms for directing the STP/ workstream
Employee value proposition
 Strong, broad and appealing offer to people to work here
Talent management
 Formal processes to develop and manage leadership talent
Recruitment and retention
 Strategies for recruiting, developing and retaining frontline staff
Measuring culture (e.g., OHI)
 Methodology and tools to understand and change culture
Culture & management practice  ‘End state’ for culture and management practices for improvement
Common values & behaviours
 Common or compatible values and behaviours to underpin culture
Change story
 Compelling narrative setting out the vision and path to get there
Engagement
 Creative strategy and processes to secure widespread engagement
Role of the patient/user
 Empowering the patient/user to play as full a role as possible
QI approach, language & tools
 Common methodology for staff to follow in delivering improvement
Improvement capability
 Strategy, processes and programmes to build improvement capability
Project methodology
 Common methodology and tools for design and delivery of projects
Workforce planning
 Demand and capacity modelling of expected future workforce needs
Role profiles & skills mix
 Existing and new role profiles, and changing mix over time
Professional education
 Professional education and training required to meet future needs
1
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Staff & public
engagement
Leadership model
Last Modified 16/03/2017 18:15 GMT Standard Time
Leadership
Appendix 3
Date
Day
Time
Organisation
Participants
Interviewer
Status
14-Mar
Tuesday
14:00 - 15:00
Lewisham and Greenwich
Elizabeth Butler (Chair)
John Drew
Complete
16-Mar
Thursday
11:00 - 12:00
Lewisham and Greenwich
Claire Champion (MD)
John Drew
Complete
21-Mar
Tuesday
10:15 - 11:00
Guys and St Thomas
John Drew
Complete
21-Mar
Tuesday
11:00 - 12:00
Kings
Hugh Taylor (Chair), Amanda Pritchard
(Chief)
Nick Moberly (Chief)
Jonty Heaversedge
Complete
21-Mar
Tuesday
15:00 - 16:00
Oxleas
Ben Travis (Chief), Simon Hard (HR Director)
Julie Lowe
Complete
22-Mar
Wednesday
10:00 - 11:00
Lambeth
John Drew
Complete
23-Mar
Thursday
12:00 - 13:00
Southwark
John Drew
Complete
23-Mar
Thursday
10:00 - 11:00
Greenwich CCG
Therese Fletcher, Justin Hayes (GP
Federation)
Lauren Parry, Olufemi Osonuga, Rebecca
Dallmeyer
Joanne Murfitt (Chief)
John Drew
Complete
24-Mar
Friday
14:00 - 15:00
Guys and St Thomas
Ian Abbs (MD)
Tim Higginson
Complete
27-Mar
Monday
16:30 - 17:30
SLAM
Matthew Patrick (Chief), Roger TBC (Chair)
John Drew
Complete
28-Mar
Tuesday
11:00 - 12:00
SLAM
John Drew
Complete
28-Mar
Tuesday
11:30 - 12:30
Oxleas
Michael Holland (MD), Neil Brimblecombe
(ND)
Jane Wells (ND), Ify Ockacha (MD)
Julie Lowe
Complete
28-Mar
Tuesday
15:00 - 16:00
Bexley
Angela Bhan
John Drew
Complete
29-Mar
Wednesday
10:30 - 11:30
Lewisham CCG
John Drew
Complete
29-Mar
Wednesday
Lewisham CCG
John Drew
Complete
31-Mar
Friday
11:30 –
12:30
10:30 - 11:30
Rachel Forgan (GP Federation), Colin Stears
(Director of Governance and Strategic)
Martin Wilkinson (Chief)
Julie Lowe
Set up
31-Mar
Friday
11:00 - 12:00
Lambeth
Andrew Bland (Chief), Kate Moriaty-Baker
(Workflow)
Andrew Eyres (Chief)
Jonty Heaversedge
Set up
03-Apr
Monday
10:00 - 11:00
Lewisham
Barry Quirk
Tim Higginson
Set up
04-Apr
Tuesday
15:00 - 16:00
Bexley
William Cotter (GP Federation)
John Drew
Set up
05-Apr
Wednesday
13:30 - 14:30
Bromley CCG
Clare Ross (GP Federation)
Jonty Heaversedge
Invites & Documents Sent
06-Apr
Thursday
11:00 - 12:00
Kings
Shelley Dolan (ND)
Jonty Heaversedge
Invites & Documents Sent
12-Apr
Wednesday
14:00 - 15:00
Bexley
Nikita Kanani (CO)
Jonty Heaversedge
Invites & Documents Sent
Southwark
13-Apr
Thursday
10:30 - 11:30
GSST
21-Apr
Friday
11:30 - 12:30
SLAM
Sarah Morgan (OD Director & Vanguard
Programme Director)
Louise Hall
25-Apr
Tuesday
11:00 - 12:00
Kings College NHSFT
Lewisham and Greenwich
Dawn Brodrick
Janet Lynch
TBC
TBC
TBC
Julie Lowe
Invites & Documents Sent
Julie Lowe
Invite Sent - Docs & conf call to be sent/setup
Julie Lowe
Invite Sent (By Dawn's PA) - Documents to be
sent 18/04/17
TBC
Scope of Leadership, Workforce and Talent- Appendix 4