Award winning leaders – Learning from the best

Event supported by@nhsc_conference

#confed2014

Leadership

David Dalton

Chief Executive

a high performance and values based culture,

in which autonomy is earned by Divisions,

in pursuit of the highest standards

of reliable, person centred care

Have a Clarity of Purpose

Remember: who holds onto the string?

Avoiding a

disconnected

hierarchy

Leadership

Mobilising the attention, resources and practices of

others towards particular goals, values or outcomes.

It requires:

• presence and visibility

• first hand knowledge of reality of front line

• learning from and remaining connected with those

for whom you are responsible.

The Leadership Role

Culture change and continual improvement

comes from what leaders do:

- through their commitment, encouragement,

compassion and modeling of appropriate

behaviors.

NB - The currency of leadership ……….

The Leadership Framework

If leadership is not

rooted in

Values

Mindset

Behaviours

then you will never

deliver the goals you

have set.

Effective Modern Leadership Leaders at all levels are crucial in creating the culture of care and compassion in the NHS. Today’s effective leaders in the NHS demonstrate their leadership by:

Clarity of Purpose • Aims & Values• What, how much,

when• Assess & Measure

Behaviours• Hear Patient voice & listen to Staff• Authenticity – Signal Generator• Defer to expertise• Adopt a coaching approachMindset

• Avoid simplifying complexity

• Openness & Transparency

• Teamwork trumps hierarchy

Leadership in Pictures

1. Leadership Visibility2. Reluctance to

Simplify

+ measurement

3. Deference to

Expertise

5. Deep Staff

Engagement

Share the Learning

4. Accountability

- Reward

- Address bad behaviours

6. Teamwork

Award winning leaders – Learning from the best

Event supported by@nhsc_conference

#confed2014

Dr Nick Harding

ChairMB ChB BSc FRCGP MFLM DRCOG DOccMed PGDip

Award winning leaders –Ladybirds, Lego and Leadership…

Belief spells RISK

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Our health challenges

1. Smaller new specialist hospital

2. Prevention and early intervention

3. Care closer to home – for people with

chronic conditions e.g. diabetes

4. Wider range of services available locally

including specialist clinics

Our priorities:

•Areas of health inequalities•Inner city population - 530,000•Health conditions – Long term conditions: stroke, heart disease, respiratory disease (COPD), diabetes; frailty•Wellbeing – mental health •Lifestyle related conditions obesity, smoking, alcohol•Cancer•Infant deaths

Evolution versus Revolution

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Our journey

2014 Our RCRH health economy a feature by Sir David Nicholson for BBC TV Newsnight for big scale transformation.

2013 Health Service Journal CCG Of the Year 2013 SWBCCG – first wave authorisation no conditions

2012 SWBCCG Clinical Commissioning Group shadow form Oct 2012

2011 New NHS reforms – GP consortia…

2010 5 GP Consortia form; 22 RCRH Care Pathway Reviews

2009 Partnerships form: Vitality Partnership, ICOF 10 Strategic Models of Care and clinical strategies agreed

2008 Primary Care Collaborative development

2007 Practice Based Commissioning

2003 Right Care Right Here Transformation Partnership forms

2002 PCTs arrive

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Black Country

LCG

HealthWorksLCG

ICOF

LCG

Pioneers For HealthLCG

Sandwell Health Alliance LCG

Local engagement – a new perspective

Sandwell and West Birmingham CCG

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Population Practices

530,000 111

5 Local Commissioning Groups each formed democratically by members and responsible for involving their GP practices

Big and small

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Local Commissioning Group Clinical Commissioning Group

Local ownership Robustness at scale

Ideas into action quickly Resilience

Relevance Strong voice in the health economy and contracts

Patient representation and involvement

Ability to deliver through major partnerships

Ability to deliver improvements and efficiencies

Overview of system

Finance & Performance

Quality & Safety

Strategic Commissioning &

RedesignAudit

Renumeration

Partnerships

Our governance

Sandwell and West Birmingham CCG Governing Body

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Organisational Development

CliniciansPoor quality of care

Money

PatientsWhat is needed

The Commissioning “Tension-o-meter”

Not being aware of harm

No servicesUnwise spending

Everyone’s preference

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Patients

Managers and support

Clinicians

Three way relationship – essential

Improving patient care

• Better prescribing – more effective cholesterol medication

• Prevention - AF screening

• Coordinated information enquiries management -time2talk

• Quality – clinically led improvements

• Redesigned and delivered new model of mental health services

• Improved estate in primary care

• Gateway portal - voluntary sector services available in primary care

v

Clinical Commissioning Group

• Working in health economy – decreased beds, new smaller hospital

• Medicines management– QIPP savings £2.5 million

• Staff culture - values based appointments

• Primary care development – patient experience

• Organisational development – driving new models of working

Local Commissioning Group

• Commissioning –informing specifications

• Service redesign -Community nursing

• Innovation - End of life pilot – first in the country (SEIF with Marie Curie)

• Integration health and social care

• Leadership – Over 30 Clinical leads

• Local Resilience –LCG structure

• Consistency – map of medicine

Wider health economy

• Stroke – regional reconfiguration

• Two Health and Well Being Boards

• Clinical Commissioning Network – CCGs

• Urgent care• NHS111

Introducing “push sites”

• CCG teams have been refocused in 2014/15• 12 enthusiastic groups of practices “pilot push sites”• Building on community multi-disciplinary teams• Locally driven change- what’s best for the community• Maximising self care• Prevention• Develop commissioning intentions• Ultimately 35 push sites • Over two years • 111 Better Care Fund plans

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