Housekeeping
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Fire Procedure
Mobile Phones
Dietary Requirements
Filming
Francis Portal
Technology
iPad Question
Are you committed to stay until
4.30pm today to develop an
action plan to drive improvement
in your organisation?
Welcome & Introduction
Deborah Arnot,
Director,
NHS North West Leadership Academy
LESSONS FROM STAFFORD
Robert Francis, QC. Chair
The Mid Staffordshire NHS Foundation Trust,
Public Inquiry
Reflections
Deborah Arnot,
Director,
NHS North West Leadership Academy
Reflections from a
National Perspective
Dean Royles
Director
NHS Employers
@NHSE_Dean
@nhsemployers
Question
What do you see as the biggest challenge
for HR / OD over the next 2 years?
The NHS
Three important contextual issues:
• The financial challenge
• The report into Mid-Staffordshire Hospital NHS
Foundation Trust
• Demographics and social media
The financial Challenge
income
£
expenditure
projected real income based on CSR
projected expenditure based on current trends
productivity
Gap = £20 bn
cash
1997
2011
2015
Francis
• 2000 pages
• 290 recommendations
• Strategic narrative? Confusion? Opportunities?
• Whistle-blowing
• Regulation
• Ratios
• Duty of candour
• World’s largest OD challenge?
Question
What tools / support do you think
would most help you?
Question
Where do you think leadership
interventions are most needed?
Staff Survey 2012
•
The staff survey provides a useful snapshot of issues around staff
health and wellbeing
•
66% of staff say they feel that their manager takes a positive interest
in their health and wellbeing
•
44% report that the organisation takes a positive interest in health and
safety of staff
•
Raising concerns
•
Areas of concern:
- 38% report feeling work related stress
- In some areas trends are going in the wrong direction
- 69% of staff report that they have come into work despite feeling
unwell (up from 65% in 2011)
- Levels of violence reported by staff are far too high with 15%
violent incidents in the past year
Staff engagement context
Background:
• The Francis Report and the NHS Staff Survey
Context:
• Using survey scores as an indicator of local performance
• Developing a score that covers multiple behavioural factors
• The Staff engagement score?
The Evidence:
• Comparing the staff engagement score with other
performance data in the NHS
• What can it mean?
Employee engagement
The evidence tells us that staff with high levels of
engagement, who feel their health and wellbeing
are important, display a number of positive
behavioural traits:
•
•
•
•
•
•
•
increased commitment,
a belief in their organisation,
a desire to work to make things better,
suggesting improvements,
working well in a team,
helping colleagues,
a likelihood to ‘go the extra mile’
Engagement & health and wellbeing
General Health (Lower scores better)
.
General Health by Engagement
3.9
3.7
3.5
3.3
Low
3.1
Medium
2.9
High
2.7
2.5
Overall
Intrinsic
Involvement
engagement
Advocacy
Engagement & the Annual Health
Check results
AHC Results by Engagement
1 = Weak, 2 = Fair, 3 = Good, 4 =
Excellent
4
3
Quality of services
2
Use of resources
1
Low
Medium
Engagement
High
Staff engagement & patient satisfaction
Patient Satisfaction by
. Engagement
81
80
79
78
77
76
75
74
Low
Medium
High
Standardised mortality rates
105
103.24
100
low
95
medium
97.77
high
95.55
Staff engagement and rates of
absenteeism
Absenteeism by Engagement
4.7%
4.6%
4.5%
4.4%
4.3%
4.2%
4.1%
4.0%
3.9%
3.8%
3.7%
Low
Medium
High
5 myths
• Staff don’t have access to IT
• Our IT department blocks access because of
security
• No Return on Investment Data
• Too risky – inappropriate pictures
• I haven’t got time – I’m too busy doing my job
NHS Employers Organisation response
• Leadership
• Guide on benefits
• Guide on staff engagement
• Guide on recruitment (soon)
• #Francis
• Blogs, vlogs, You Tube.... and more
• www.nhsemployers.org - it’s free!
• Twitter - @nhsemployers
An opportunity to reconnect with
core purpose?
The NHS Constitution
The NHS belongs to the people.
It is there to improve our health and well-being,
supporting us to keep mentally and physically
well, to get better when we are ill and, when we
cannot fully recover, to stay as well as we can
to the end of our lives. It works at the limits of
science – bringing the highest levels of human
knowledge and skill to save lives and improve
health. It touches our lives at times of basic
human need, when care and compassion are
what matter most.
The NHS Constitution – values
• Respect and dignity
• Commitment to quality of care
• Compassion
• Improving lives
• Working together for patients
• Everyone counts
The NHS Constitution – staff pledges
• To provide all staff with clear roles and responsibilities and
rewarding jobs for teams and individuals
• To provide all staff with personal development and access
to appropriate training
• To provide support and opportunities for staff to maintain
their health, well-being and safety
• To engage staff in decisions that affect them
• Meaning, belonging, hope, growth
Question
What do you see as the
organisation mood around Francis?
What is the degree of urgency?
Thank you
www.nhsemployers.org
Twitter NHSE_Dean
Refreshments
Reflections from Delegates, Impact
from an HR / OD perspective
Deborah Arnot,
Director,
NHS North West Leadership Academy
What were your personal
emotions after reading the latest
Francis Report?
What was the overall impact of
reading the report on you as a
HR/OD professional?
What impact as the Francis
Report had on your organisation
so far?
Identify and discuss the key
areas that are your to own and
drive within your organisation.
Discuss the key strategies you
will employ when addressing
these issues.
Tell us how the care and
compassion agenda is woven
into these strategies?
Identify and note within your action
plans your top three actions to take
away from today so far.
Discuss and input your identified
actions.
Welcome Back
Deborah Arnot,
Director,
NHS North West Leadership Academy
National Talent Management
Programme - TLC
Michelle Fitzgerald,
Programme Lead – Partner Liaison (North),
NHS Leadership Academy
Spreading & Embedding TLC &
Maximising Potential
Conversations
Michelle Fitzgerald
Partner Liaison (North) Programme Lead
TLC at the heart of everything we do
Cared for staff
feeling Listened to,
Understood and
Valued (LUV’d)
TLC
All our employees
having a
conversation
about their talents
and potential
Compassionate care for our patients
TLC is a solid foundation of change management philosophy as a way to engage,
build support, and galvanise social movements.
Video – Maximising Potential Conversation Tool concept
Q1 – How do we touch every employee to ensure
they feel valued to maximise their potential and
talents?
Q2 – What are the things that will stop TLC
spreading and embedding in your organisations
day to day business as usual and how do we
overcome this?
Q3 – When you had a maximising potential/talent
discussion was this positive/negative and what
was the impact of this?
Voting for TLC Materials
Use Thumbs up / Thumbs Down stickers to place
your vote!
www.leadershipacademy.nhs.uk
Twitter: @mfitzgerald_ @nhsleadership
michelle.fitzgerald@leadershipacademy.nhs.uk
National Core programme Launch
1st May 2013
Deborah Arnot,
Director,
NHS North West Leadership Academy
NHS Leadership Academy
Programme Launch
Five programmes:
• Edward Jenner Programme – Leadership Foundations is an open
access online learning package designed to equip people from all
backgrounds with essential leadership skills.
• Mary Seacole Programme – Leading Care I for those moving to their
first significant leadership role gaining an NHS Leadership Academy
Award and a Postgraduate Certificate
• Elizabeth Garrett Anderson Programme – Leading Care II for those
leaders with experience of leading teams ready to move to leading
larger functions gaining an NHS Leadership Academy Award in
Senior Healthcare
Leadership and an MSc in Healthcare Leadership
Continued……..
• Nye Bevan Programme – Leading Care III for those
leading large functions and thinking of moving up to the
top team gaining an NHS Leadership Academy Award in
Executive Healthcare Leadership
• Top Leaders Programme – for those inspirational
executive/board level leaders with a powerful vision to
transform patient care and improve our community’s
experience. Ready to make a significant and lasting
difference. Currently being refreshed to be launched at
the NHS Confederation Conference
Logistics
• Launched 1st May 2013
• Via national NHS Leadership Academy
website
• All information about eligibility criteria can
be found here
• 2 intakes per year
North West Process
Learning from the nomination processes for our North West programmes, we
would like to ensure that the prioritisation, communication and subsequent
nomination of potential applicants are undertaken within your organisation. This
will be undertaken in three stages:
•
Stage 1 A line manager will undertake a talent conversation and identify a
national programme as an appropriate development opportunity for a staff
member and will approve this along with the required study leave.
•
Stage 2 All approved departmental applications identified in stage 1 will be
co-ordinated at a corporate level ensuring decisions are made about
suitable applicants that align with your organisation’s objectives. This will
result in a prioritised list of individuals to be put forward to the programmes
which will then be submitted to the NHS North West Leadership Academy.
•
Stage 3 Those prioritised for the first cohort of the programmes will be
asked to complete their nomination forms via the national NHS Leadership
Academy website.
Questions?
Refreshments
Developing Together OD Toolkit
Launch & Future Ways of Working
Catherine Loftus,
Interim Deputy Director,
NHS North West Leadership Academy
Background to OD Toolkit
• Refresh Required
• OD workforce depleted
• Huge change agenda
Toolkit Contents
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•
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Positioning of OD in a Strategic Context
The Basics
Tools and Techniques
OD and Leadership
Links
An OD Electronic Platform
What would make the
NHS NW Leadership Academy OD Platform
your ‘go to’ site for you?
Working Together on Shared Agendas or
Special Projects
What shared agendas might we work
together upon in the future?
Working Together on Shared Agendas or
Special Projects
Which of these might be addressed be
within localities or across the region?
Working Together on Shared Agendas or
Special Projects
Would you be interested in joining any or all of
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A reference group
Working group
OD network
Doing OD?
Vote YES or NO
Care and Compassion Forum
1. What Change Management Model or Models do you use within
your organisation?
2. What support do you require at an organisational level to implement
these models?
3. What support do you require at a regional level?
4. Are you willing to share your approaches?
Enter your answers on the ipads as the questions come up
Next Steps
Deborah Arnot,
Director,
NHS North West Leadership Academy