NHS London Board Leadership Programme The East of England Approach Caroline Stanger Head of Leadership and Organisational Development
An Integrated 360° Tool for Boards Provides the Board with: Ø A view of how the Board as a whole is performing against a set of best practice indicators Ø A view of how each Board member is performing against a set of best practice indicators and competences, tailored to specific roles Ø The opportunity for one to one and whole Board feedback
Promoting values for the whole Performing organisation and effectively in demonstrating clearly defined good functions governance and roles Performing Focus on through effectivelystrategy & purpose, in clearly behaviour defined outcomes functions for citizens Taking Developing and roles and patients capacity of informed, governing body transparent decisions, and the managing organisation to performance and be effective risks GEF - Based on Good Governance Standard for Public Services
Chair and Chief Executive Feedback Session 1: 1 Feedback Sessions Individual Reports Whole Board Report Stakeholder Report Individual 360’s Board Survey Stakeholder Survey Board Presentation Initial Meeting
The Role The Chair Plays “The initial role was to convince the CEO that the time was right for us to complete the 360. Also to brief the NEDs as to their involvement” “Chair to achieve buy in from all Board members a. to do it b. to action the feedback” “I found the main role of the chair was to Provide reassurance: that it would be helpful, not intrusive, a learning opportunity, not a chore; a means of knowing ourselves better, not just going through the motions” “An enthusiastic welcoming of the process and a commitment to use the outcome proactively “Launch it and then use it as a personal and board development tool process, not a performance tool”
What the Chair Needs to Know about the Journey “The timing is important – when the board has reached a point of maturity that it can accept issues raised and work together to learn from them” “A heavy workload” “Taught us not to neglect the softer issues Of bringing board together in joint Enterprise” “Not always comfortable” “Confidentiality” “An opportunity to recognise how much we have achieved and how well the board has developed given our challenges when the PCT was established”
Next Steps in Eo. E • 24 Trusts and PCTs undertaking the 360 in 08/09 • Analysis of composite data to determine development themes for NED community • Commissioning of bespoke NED development in Eo. E • Pilot site for NHSI/Monitor programme • Talent and Leadership Planning
Talent & Leadership Plan (T&LP) Proof of Concept Phase (Po. C) Background…. • NHS Operating Requirement 2008/09 that SHAs and PCTs produce T&LPs – by 31 March 2009 • Eo. E NHS one of four SHAs involved in T&LP Proof of Concept Phase May / June 2008 – with East Midlands, West Midlands & South West • DH released T&LP Guidance Document to assist in building T&LPs – Eo. E NHS ‘tested’ the document • The Eo. E NHS partnered with one PCT (Norfolk) and one Provider (Norfolk & Norwich University Hospitals NHS FT) for deep dive activity • Project Team at SHA level included resources from Capgemini
Talent & Leadership Plan (T&LP) Po. C Concepts introduced so far whilst engaging with Chairs & Chief Executives Talent Management Healthcheck Talent Map – Future Leaders Enablers & Barriers Chief Executives & Chairs
Overview Meets Expectations Meets the expectations for performance against objectives and behaviours required at level Partially Met Expectations Below “met expectations” against performance objectives and behaviours required at level NL 1 Performance Exceeds expectations Outstanding performance against objectives and behaviours required at level ET 1 DT 1 RN 1 NL 2 ET 2 DT 2 RN 2 NL 3 ET 3 DT 3 New to level Potential NOT LIKELY TO BE READY Shows limited potential to develop at current level within 3 -5 years or shows no motivation / aspiration to want to progress EMERGING TALENT Shows potential & motivation to develop at current level in some respects. Shows future promise and expected to progress within 35 years DEVELOPING TALENT Demonstrates the potential & motivation to develop at current level& to progress within 1 -3 years READY NOW Demonstrates the Potential, motivation & experience to perform at next level. In next <12 months, should focus on developing leadership behaviours at next level
Overview Meets Expectations Meets the expectations for performance against objectives and behaviours required at level Partially Met Expectations Below “met expectations” against performance objectives and behaviours required at level NL 1 Performance Exceeds expectations Outstanding performance against objectives and behaviours required at level ET 1 DT 1 RN 1 NL 2 ET 2 DT 2 RN 2 NL 3 ET 3 DT 3 New to level Potential NOT LIKELY TO BE READY Shows limited potential to develop at current level within 3 -5 years or shows no motivation / aspiration to want to progress EMERGING TALENT Shows potential & motivation to develop at current level in some respects. Shows future promise and expected to progress within 35 years DEVELOPING TALENT Demonstrates the potential & motivation to develop at current level& to progress within 1 -3 years READY NOW Demonstrates the Potential, motivation & experience to perform at next level. In next <12 months, should focus on developing leadership behaviours at next level
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