APPLICATION PACK
2015
1. INTRODUCTION
‘Improving Health and Well-being through Positive Partnerships: A Strategy for the Allied
Health Professions (AHP) in Northern Ireland, 2012-2017’ clearly identifies the importance
of those in leadership roles to ensure that the skills are in place to enable the AHP
workforce to meet the challenges of planning, designing and delivering new models of
practice and care. It outlines a ‘high level road map for the development of the AHP
workforce’ in order to ‘support the commissioning and delivery of AHP practices to enhance
the health and well-being of the population of Northern Ireland’.
The commitment to the development of AHP leadership across health and social care is
clearly articulated within the objectives of the supplementary ‘Action Plan (Year 2and 3);
April 2014’1 and defines the need for targeted AHP leadership programmes.
This leadership development initiative has been commissioned by the Department of
Health, Social Services and Public Safety (DHSSPS) in response to the Action Plan and has
been designed to establish a suitable leadership development programme to ensure
appropriate talent management arrangements are in place to achieve this strategic
imperative.
‘Our Collective Future’: A leadership development programme for Band 8b and above has
been designed to create a culture where our people are supported to reach their full
leadership potential. It creates an environment which will be crucial in creating future
collective leaders, complimenting and augmenting current development activities available
within employing organisations but also aligned primarily with future business needs in
mind.
The aim of the programme will be to provide participants with the opportunity to develop
their own collective leadership capacity and to take ownership of their individual career
development by building on the skills, behaviours and competencies they have already
gained in their current role as leaders. A significant focus will include a corporate
perspective for all professions within the AHP in an attempt to create the strategic alliance
and associated benefits realised of such a collaborative. Participants will have already
proven their abilities in managing and delivering their services through a time of change
within recent modernisation and service transformation. Participation on the programme
will provide confidence and skills to extend their sphere of influence and broaden their
contribution to the strategic Health and Social Care agenda.
1
Improving Health and Well-being through Positive Partnerships: A Strategy for the Allied Health Professions
(AHP) in Northern Ireland 2012-17; Action Plan (Year 2 and 3), April 2014
2. TARGET PARTICIPANTS
The programme is designed to attract senior professionals and clinicians who have
significant lead roles within their respective specialities. Particular consideration will be
given to those senior professionals at Band 8b and above who have evidence of previous
leadership development training, or can provide evidence that they have involved
themselves in the corporate AHP strategic agenda or significant regional accountability.
Participants will be expected to complete a service improvement initiative during the
programme.
3. AIM
The overall aim of the leadership development initiative is to develop ‘corporate’ AHP
leadership capability and capacity within the AHP community at a strategic level.
4. OBJECTIVES
The main objectives of the initiative are:
 To develop strategic alliances across all the AHP professions;
 To challenge individuals knowledge and experience of effective leadership at
a senior level;
 To revitalise leaders by refocusing and enhancing personal resilience and
impact skills;
 To frame effective AHP collective leadership and professionalism in the
context of current realities and challenging futures;
 To develop a relevant vision of personal leadership, positioning personal and
career development plans within a wider strategic agenda;
 To improve the AHP collective leadership agenda to operate corporately and
as a high performing team that delivers against strategic outcomes;
 To develop shared interprofessional networks and build a learning community
across health and social care.
5. KEY PRINCIPLES
The following principles underpin the ‘Our Collective Future’ initiative:

Interconnected topic areas between the two leadership development initiatives:
o ‘Our Collective Future’: Band 8b and above
o ‘Our Emerging Workforce’: Band 7 and Band 8a

Developing an AHP corporate collaborative and learning community of leaders

Evidence based construct

Utilise a range of development methods

Leading Edge programme design and input

Challenging to all participants both in terms of knowledge and behaviours

Development of ‘corporate’ AHP professionals
The initiative will be informed by:

Improving Health and Well-being Through Positive Partnerships: A Strategy for the
Allied Health Professions (AHP) in Northern Ireland, 2012-2017

Recent relevant reports and reviews; including Mid Staffordshire NHS Foundation
Trust Public Report, Berwick Review, Keogh Review, Donaldson Review

Key stakeholders

Relevant Models; including Healthcare Leadership Model and the Attributes
Framework (supporting leadership for quality improvement and patient safety)
6. MODULE OUTLINE
The following outline illustrates the proposed programme and module outline:
7. OTHER SUPPORTS
It is anticipated that the main programme modules will also be supported by a range of
additional development activities including:
 Learning Logs for individuals to collect the key learning and reflections from the
initiative;
 360 and other diagnostics for personal development and coaching;
 Mentoring support will be provided to identify or source a mentor if necessary;
 Coaching for each candidate, who will receive 3 x 2 hour coaching support
throughout the programme;
 Personal Leadership Profiles, including personal development plans (PDP’s);
 Supervision through current arrangements to support individuals in their
development;
 Leading Edge Speakers to stimulate discussion and leading edge thinking;
 Knowledge Exchange used to support the sharing and spread of knowledge,
both internal and external to the group;
 ePlatform programme databank will hold learning resources and materials for
the programme, with appropriate eLinks to access toolkits, frameworks etc;
 Social Media participants will be expected to use social media (specifically
Twitter) to share and develop the learning community;
 Action Sets will be supported, including the development of a co-consulting
model of action learning across the programme;
 Leadership Insight Visits will be encouraged to enable participants to spend up
to one day alongside a senior leader from another organisation or sector.
8. APPLICATION
We are pleased that you are interested in applying for the ‘Our Collective Future’ leadership
development initiative for Band 8b and above and look forward to receiving your application
and supporting you in your leadership aspirations.
Please complete the Application Form and forward to Hazel Winning, Lead
AHP Officer, DHSSPS before the closing date of 2nd March 2015.
SUMMARY TIMETABLE OF APPLICATION:
Submit electronically to Hazel Winning, Lead AHP Officer, DHSSPS
2nd March 2015
Nominees will be informed by email if successful or unsuccessful with their
application and with details to complete their online Healthcare Leadership
Model (HLM) 360 and any other relevant diagnostics
6th March 2015
All diagnostics MUST be completed by both participant and relevant raters
NO LATER THAN
25th March 2015
Start of Initiative - Module 1: AHP Leadership in Context (Save the Date)
30th and 31st March 2015
APPLICATION PROCESS
Stage 1
•1 .Discuss and secure application with your line manager
•2. Complete e-Application form
•3. Submit electronically to Hazel Winning, Lead AHP Officer,
DHSSPS (identified in Part A) by the 2nd March 2015
Stage 2
•4. Trust/Agency applications screened to select Trust/Agency
nominations (5 from each organisation max.)
•5. Nominations will be submitted electronically to Will Young
(HSC Leadership Centre) by 4th March 2015
Stage 3
•6. Nominees will be considered by a regional independant panel
•7. Nominees will be informed by email if successful or
unsuccessful with their application no later than 6th March
2015
•8. Successful Candidates will be contacted with details to
complete their online Healthcare Leadership Model (HLM) 360
and any other relevant diagnostics by 6th March 2015
Stage 4
•9. All diagnostics MUST be completed by both participant and
relevant raters NO LATER THAN 25th March 2015
•10. Start of the initiative. Particpants will be required to
commence the programme with a 2 day module. Module 1:
AHP Leadership in Context on 30th and 31st March 2015 (please
save the date when applying)
Nominees should complete the attached nomination form.
Please complete parts A and B fully and return electronically to:
Hazel Winning, Lead AHP Officer, DHSSPS, Hazel.Winning@dhsspsni.gov.uk
no later than 2nd March 2015
PART A
YOUR DETAILS
Name:
Designation and Band:
Organisation:
Dept./Speciality:
Address for correspondence:
Telephone/Mobile:
Email address:
Name of approving Line Manager:
Email address of approving Line
Manager:
PART B
CV DETAILS
CAREER EXPERIENCES TO DATE OVER THE LAST 5 YEARS:
Previous Management Development or Leadership Programmes (please list):
Date
Programme Title
Have you previously completed any diagnostics?
If yes, select all applicable:
LF 360
Yes
MBTI Step 1
No
MBTI Step 2
FIRO B
Please indicate what anticipated benefits you foresee from your attendance on this
initiative for:
(a) Your Organisation
(b) Yourself
(c) Allied Health Professions
(d) The Patient/Client/Service User