Leadership Programmes for Integrated Care


Overview

Across England, organisations from across primary, secondary, community and social care, along with partners in local authorities are coming together to re-design and improve the way that patients are cared for in a more seamless way. Leading in these complex adaptive systems is a challenge not to be under-estimated and requires a new way of thinking and working with others.

We have been piloting different approaches over the past 2 years to see how best we can develop leadership within Sustainability and Transformation Partnerships (STPs), Integrated Care Systems (ICSs) and Primary Care Networks (PCNs).

Below are a few examples of the programmes we’ve been involved with.


For Individuals: Senior Leaders working within STPs/ICSs

Our Senior Leadership Development Programme consists of three stand-alone modules, Leading Self, Leading Others and Leading Systems. The programme is open to those working at Consultant-grade Doctors and above, 8a Nurses, AHPs and Managers. Modules run on a rolling basis throughout the year.

Aim
To make you a better leader and to know what being a better leader means.

In order to
Ensure that the way you lead the delivery of healthcare is of the highest quality.

Find out more about the Senior Leadership Development Programme

For STPs/ICS: Senior Clinical Leadership Development Programme

We’ve developed a Senior Clinical Leadership Development Programme for leaders working within STPs and ICSs.

Aim
To develop a cadre of leaders with a deep awareness of themselves and their influence, the impact their behavior has on others and an understanding of how to lead across boundaries.

In order to
Ensure the STP has a pipeline of talented and reflective leaders ready to step into system leadership roles within the STP.

The programme is formed of two modules over a two month period:
Module 1 – Self Awareness (2 days)
Module 2 – Leading Across Boundaries (1 day).

Find out more about the impact of our first programmes with East London Health and Care Partnership


For STPs/ICS: Board Development Programmes

We have worked with STP Boards and multi-organisation, cross sector Transformation Boards.

Aim
To strengthen opportunities for collaborative working, raising awareness of issues worth attending to in the development of the group and put in place strategies for addressing them.

In order to
Ensure the group develops a good process (how they work together) for delivering their purpose (what they are working on) to the benefit of patients, communities and staff.

In his case study, Sir Sam Everington, Chair Tower Hamlets CCG, explains the impact our approach had on developing him personally, and for the innovative Outpatients Transformation Programme between Barts Health and three of its local CCGs.

For STPs/ICS: Work-Stream Development Programmes

We have worked with several STP and ICS Work-Stream Leadership Groups and Steering Groups involved in leading on STP/ICS priorities.

Aim
To develop team cohesion, consensus for a shared mission/purpose and opportunity to learn from the process of working together on key priorities.

In order to

Optimise the ability of the Work-Stream Leadership Group to work effectively and make greater progress towards their goals.

In her case study, Nichola Gardener, Programme Director at East London Health and Care Partnership, describes how Staff College’s approach differs from other leadership development providers and why the approach has such a powerful impact on those that attend.


For Primary Care Networks

We’ve been working to develop leadership within local Neighbourhood Boards as they’ve worked towards becoming Primary Care Networks over the past year across West Essex.

Find out more about the Neighbourhood Board Member Development Programme

For Integrated Care Teams

We’ve recently delivered a programme for the Integrated Discharge Team between Surrey and Sussex Hospitals NHS Trust, Sussex Community Foundation Trust and First Community Health Care.

Aim
To develop individual awareness, team cohesion and a collective vision and set of priorities for the future of the Integrated Discharge Service

In order to
Optimise the ability of the Integrated Discharge Team to provide an effective and seamless service for patients.

Further details about the programme and impact it’s had will be available soon.


I am a more effective leader and manager across complex systems and more ready to support and contribute to current and future service developments.

Prioritising could help me to release time for system-wide word where I can add value. Being a better leader and encouraging others

I have previously reduced my attendance at STP meetings as I felt there was a core of decision makers which I was not part of. I now need to realised that I need to have more power.

Evaluations post STP Senior Clinical Leadership Programme

Enabled everyone to bring different ideas together and discuss change to the IDT in a safe environment.

Has made me consider ways to maximise efficiency by sharing of tasks and working closer together.

Well facilitated, able to reflect on communication style when working in a group. Better understanding of priorities, system working and appreciation of roles.

Agreed model going forward. Joint ways of working. Better shared responsibility and pressure.

Evaluations post Integrated Discharge Team Development Programme