Delivering Quality Through Leadership: NHSScotland Leadership Development Strategy

Development Priority

Key Development Actions

Measures of Achievement

National Actions

When By

Local Actions

When By

4.1: Work with partners to drive cultural change which supports the delivery of high quality services.

• Build and strengthen relationships with key partners and stakeholders to ensure alignment of the development and delivery agendas.

Ongoing from May 2009

• Work with local, regional and national partners to promote alignment.
• Ensure that local leadership and OD strategy supports the delivery plan.

Ongoing from May 2009

• Service contribution of leadership development built into all development initiatives.

• Work with partners through the Public Sector Leadership Collaboration to share and identify areas for mutual development.

Ongoing

• Identify opportunities locally for shared development across the public sector.
• Identify participants for national level development opportunities.

Ongoing

• Examples of joint programmes/ approaches for development across the public sector.

• Support the embedding of the revised leadership qualities and behaviours.

Ongoing

• Use the revised leadership qualities and behaviours in recruitment, selection, development, planning and delivery.

Ongoing

• Leadership qualities and behaviours adopted widely across NHSScotland.

• Update the 360 ^o tool to ensure that it reflects the revised leadership qualities and behaviours.

Sept 09

• Support the use of the 360 ^o tools in local initiatives.

Ongoing

• Improved quality and usage of 360 ^o tool evidenced in quality reports.

• Work with local users and providers of the 360 ^o tool to improve access and uptake.

Ongoing

• Feedback on the usage and quality of the 360 ^o tool through the OD Leads Network.

Ongoing

• Improved quality and usage of 360 ^o tool evidenced in quality reports.

4.2: Build leadership and organisational development capacity and capability.

• Further develop the OD Leads network and support the implementation of the revised ways of working and work plan.

Ongoing

• Each NHS Board to identify local OD Lead to contribute to national OD Leads Network.

Ongoing

• Each NHS Board represented at the OD Leads Network.
• Annual review of ways of working and work plan demonstrates implementation.

• Identify national priorities for OD practitioner's development based on the OD competencies framework.

April annually

• Identify shared objectives from the Personal Development Plan process across the network.

April annually

• Engagement in national opportunities.

• Build into the OD Leads work plan ways of building capacity including co-facilitation, mentoring and sharing resources.

April annually

• Build opportunities for shared learning with colleagues in the network.

April annually

• Evidence of shared learning across the network.

• Allocate a member of the National Leadership team to each NHS Board to act as a conduit and support local OD Leads where required.

January 2010

• Identify areas of work that might require some national support.

January 2010

• Examples of National Leadership Team supporting local approaches.

• Establish a register of individuals with a track record of working effectively at Board level.

July 2010

• Work collaboratively with the National Leadership Team to establish national register.

July 2010

• Register is evaluated as a useful resource for NHS Boards.

• Agree a national approach to coaching in NHSScotland based on best practice and establish an executive level coaching service.

Dec 2010

• Work collaboratively with the National Leadership Team to agree best practice principles.
• Contribute to the development of the coaching service.

Dec 2010

• Guidance on coaching agreed and in place.
• Executive coaching service in place.

• Explore the feasibility of establishing a cross-sector mentoring service.

April 2011

• Contribute to the scoping exercise.
• Identify best practice and approach.

April 2011

• Agreed strategy and implementation plan in place.

• Identify opportunity for the development of shared national resources, i.e. programme directories, e-learning opportunities and national licences.

Ongoing

• Contribute to identifying the need for national resources.
• Contribute to the development of national resources.

Ongoing

• Range of national resources in place which are utilised locally.

4.3: Develop current leaders and teams.

• Further implement the Framework for Developing Boards work stream.

Ongoing

• Work with the National Leadership Team, NHS Lead and Board Chair to implement the roll-out of the work stream.

Ongoing

• All newly appointed Non-Executives have access to the National Induction.
• All NHS Boards undertake a Developing Boards Diagnostic.
• Board members undertaking specific roles report being prepared for this.

• Scope the development need of NHS Board Chairs and develop a framework to address their needs.

2010

• Support the National Leadership Team in undertaking this work to contribute to the framework.

2010

• Framework in place to support the development needs of NHS Board Chairs.

• Continue the implementation of the Framework for Chief Executive Development and explore further opportunities to develop this work across the public services.

Ongoing

• Work in collaboration with the National Leadership Team to support Chief Executive Development.

Ongoing

• Framework in place to support the development needs of Chief Executives.
• Further cross-sector opportunities in place and accessed by Chief Executives.

• Develop a framework for Executive Level Development which offers a range of opportunities to meet the diverse needs including a focus on succession planning.

Dec 2009 ongoing

• Work in collaboration with the National Leadership Team to identify and support development needs of this Cohort.

Dec 2009 ongoing

• Framework in place to support the development needs of the Executive Cohort.

• Roll out first phase of the approach to development of senior managers in the Northern region. Review and progress further roll out of the approach.

Dec 2009
Dec 2010

• Support the National Leadership Team and subgroup of OD Leads Network in developing and evaluating this approach.

Dec 2010

• Evaluation from first phase available to demonstrate value added.
• Development of capability in this Cohort.

• Work across the service to identify strategic clinical leaders, e.g.ACF Chairs, who might benefit from joining a community of practice.

Ongoing

• Identify other local strategic clinical leaders to have access to national opportunities.

Ongoing

• Clinicians is strategic roles have access to a community of practice.
• Positive evaluation of this national program
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• Scope the next phase of the Frontline Leadership and Management Development Programme and identify ways of sustaining development.

Dec 2009
Dec 2010

• Through the OD Leads Network sub-group feed into the evaluation and ongoing development of the programme.
• Provide local support and sustain development.

Ongoing

• Opportunities in place to sustain development.
• Evidence of value added.

4.4: Nurture the supply of future leaders

• Further implement Delivering the Future - the national succession planning programme for strategic clinical leaders.

Ongoing

• Work with the Chief Executive and National Leadership Team to recruit and select programme participants.

Ongoing

• A cohort of strategic Clinical Leaders is prepared and available to work at Board, regional and national level.

• Identify ways of sustaining development of strategic clinical leaders (including the Chairs of ACF).

Dec 2010

• Develop an OD plan and opportunities to support strategic clinical leaders.

Ongoing

• External evaluation demonstrates that the stated aims of the programme have been achieved.

• Continue implementing the Management Training Scheme ( MTS).

Ongoing

• National approach to the supply of future leaders supported through availability of a range of high quality placements, line managers, mentors and substantive posts.

Ongoing

• Future strategic leaders recruited to NHSScotland, developed and retained.

• Explore opportunity to align the MTS with other graduate training schemes, i.e. finance training scheme and across the public sector to ensure best practice.

Ongoing

• Input to this discussion from the cross public sector leadership collaboration.

Ongoing

• Opportunities to work together across the system and sector are fully explored.

• Within the work streams in 4.3 consideration is given to succession planning, i.e. identifying leaders at all levels who have potential to achieve at more senior levels.

Ongoing with implementation of work steams

• Develop local strategies to support succession planning.Support future leaders to identify and meet development gaps through the personal development planning process.

Ongoing

• Leadership potential is recognised and developed to ensure a "pipeline" for future posts.

• Within the work streams explore opportunities for identifying development needs, i.e. 360 ^o tool, development centres and existing programmes.

Ongoing as plan is implemented

• Through the OD leads network and other networks share and identify good practice.

• Future leaders are identified and have access to development opportunities.

4.5: Evaluate the impact of leadership development.

• For each area of work, an evaluation strategy is identified at the planning stage.

Ongoing

• Evaluating strategies in place locally to identify the impact of leadership development on service delivery.

Ongoing

• The strategy for NHSScotland reflects best practice in leadership developments.

• Independent evaluation is undertaken for any large national programmes to ensure that aims have been met.

Ongoing

• As above

Ongoing

• Outcomes for all programmes of work can be identified.