STP Work-stream Development


Background

In April 2017, The Staff College: Leadership in Healthcare (Staff College) secured the support of Simon Stevens, CEO NHS England, Prof Sir Bruce Keogh, then National Medical Director, NHS England and Matthew Swindells, then Deputy CEO NHS England to endorse a pilot to test different approaches to system leadership development for two Sustainability and Transformation Partnerships (STPs).


Our input

East London Health and Care Partnership identified that the leadership groups of individual work-streams aligned with the STP’s priorities had a key role in driving forwards change across the system.

We worked with the leadership team of the Medicines Optimisation and Diabetes Work-Streams. We also worked with a stakeholder group for End of Life Care to help them become a Work-Stream for the STP.

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.

We delivered a blend of diagnostic and development sessions, built around the Leadership Group’s standard meetings, using these as the basis for developing awareness of how the group were currently working together and identifying areas to help them improve.


Impact for Existing Work-streams


Impact for individuals

• Leaders unanimously felt they personally developed from attending the sessions and that they learnt things they would put into practice in other parts of their work.
• Leaders mentioned the use of reflection and power of having honest conversations to developing trust and greater understanding of colleagues which lead to individuals feeling more resilient, greater collaborative working and better systems leadership.
• Leaders understood the importance of having a clear purpose in order to set the strategy.
• Leaders were more considerate of where they used their time and energy to most effective, using TPN analysis as a tool to help.
• Leaders considered how to have more effective meetings and use time together to best effect.

Impact for STP

• Work-stream groups reported feeling they could have more honest and open conversations and had developed stronger relationships which lead to improved collaborative working aided with a clearer direction.
• As a result, they reported feeling more energised to make progress, even on topics that beforehand had felt surmountable.


Impact for New Work-streams


Impact for individuals

• Leaders reported sessions helped them understand other perspectives within End of Life Care, greater awareness of the complexity of issues and learning from good work happening in other areas.
• Leaders made useful contacts with those from other areas.
• Leaders felt more positive about creating change having seen the passion of others in the area.

Impact for STP

• End of Life Care’s proposal to become a formal STP work-stream was accepted by the STP Board.
• The Work-Stream Leadership Group developed a plan to make progress towards the priories agreed with the mandate and support of an enthused stakeholder group, with individuals’ in clearly assigned roles to lead on the work.