ISBN 0 7559 4642 1
This document is also available in pdf format (402k) and in MS Word format (627k)
1 Purpose
This Leadership Development Plan aims to build effective leadership across NHSScotland to improve health and the delivery of healthcare services. The Plan is based on the overall direction and priorities established in the fuller NHSScotland Leadership Development Framework - 'Delivery Through Leadership'* and provides a practical action plan for the implementation of leadership development in NHSScotland - nationally and locally - in 2005-2007.
2 Introduction
The development of leadership doesn't 'just happen'. It has to be worked at and supported by a conscious investment in the development of current and future leaders, systems and processes. It is therefore important that there is clarity on the priorities for action, and that measures of achievement are established and reviewed, to ensure the investment is delivering the longer-term benefits and outcomes. This is what this Plan is intended to achieve.
3 Development Plan
The priorities to support the overall development of leadership capacity, capability and careers across NHSScotland over the next 2-3 years are:
- improvement in the overall qualities and behaviours of NHSScotland leaders at all levels (see details in Appendices 1-3);
- developing current leaders and teams with their partner organisations;;
- ensuring the supply of future leaders by identifying and developing new and emerging leaders, and supporting the career development of current leaders; and
- driving broader cultural change by, for example, improving performance management and communication systems.
In addition to these four strands, the Plan aims to develop governance arrangements of the Plan, including increased transparency on funding streams, and corporate accountability mechanisms to measure and review performance.
These priorities are developed in the table below to show the practical actions to be taken forward locally and nationally.
* The Leadership Development Framework 'Delivery through Leadership' is available on www.workinginhealth.com/leadership
NHSScotland Development Plan 2005 - 2007
Development Priority | Key Development Actions (Firm 05/06; Indicative 06/07) | Measures of Achievement |
National Actions | When by | National Investment 05/06 | Local (Board) Actions | When by |
A. Improve the overall standard of leadership qualities and behaviours | - Pilot 360º Diagnostic Tool with BoardCEs
| May 2005 | £95K (HR) | - Pilot 360º Diagnostic Tool across Board team (optional in 2005)
| (June 2005) | - 100% uptake of tool by NHS Board teams in 2006
- Overall improvement in ratings for CEs in 06/07
- Overall improvement in ratings for Board Teams in 06/07
- Leadership Qualities and Behaviours adopted widely across NHSScotland in practice, with less duplication of effort and inconsistency of approach
|
- Commission final 360º Diagnostic Tool for wider leadership group
| May 2006 | - Implement 360º Diagnostic Tool across Board team
| May 2006 |
- Adopt Code of Personal Governance [within the Leadership Qualities] in the standard Contract of Employment for senior managers (cohort tbc)
| TBC | - Revise Contracts of Employment for senior managers (cohort tbc) to reflect Code of Personal Governance
| TBC |
- Use Leadership Qualities and Behaviours in recruitment, selection, performance review, development planning and delivery etc.
| From April 2005 |
B. Develop current leaders and teams | Top Teams: - Development Programme commissioned via Scottish NHS Confederation for Executives and Non-Executives
| Ongoing | £295k (HR) £365k (CNO) | Top Teams: - Access Development Programmes
| Ongoing | - Uptake and evaluation of specific opportunities to test penetration of approaches to refresh and develop strategic leaders, and apply learning
- Board Team effectiveness reviews completed, issues actioned and improvements realised
- Greater clarity of needs and agreed approaches to develop frontline leaders through national and local interventions
- Improved spread and penetration of best practice across frontline services
|
- Board Team Effectiveness tool and approach in place
| July 2005 | - Implement Board effectiveness tool and development issues which arise (through, for example, executive coaching)
| March 06 & March 07 |
Chairs: - Board Chairs' coaching in place, and offered to new Chairs
| Ongoing | - Lead by example in relation to Personal Development Planning, implementation and review
| Ongoing |
Chief Executives: - Access to development opportunities for CEs via NHS Modernisation Agency/ NILS
| Ongoing | Senior, Middle and Frontline Leaders -clinical and non-clinical | Ongoing |
Clinical Executives: - Completion and evaluation of Clinical Executives' programme to determine application and future needs
| Sept 05 | - Effective application of Knowledge and Skills Framework to drive personal and career development
| Ongoing |
Frontline/Clinical Leadership: - Develop proposal to sponsor NHS Education to scope, test and commission frontline leadership development package
| April 05 (proposal);
Sept 05 (scoping/ testing). | - Provision and evaluation of local development opportunities to refresh, invigorate, spread best practice and support application of learning
| Ongoing |
- Implement clinical leadership programme (CNO)
| Ongoing (2 years) |
C. Ensure the supply of future leaders | - NHSScotland Management Training Scheme (MTS) established
| Sept 05 (1st intake)
Sept 06 (2nd intake)
Sept 07 (3rd intake) | £745k (HR) £150k (D of F) | - Local approach to succession planning and career development clarified and implemented (with partners where appropriate)
| March 06 | - Future strategic leaders recruited to/identified within NHSScotland, developed and retained
- Transparent, cross-partner approaches to succession planning in place locally, with improved local retention of leaders
- Improved 'fit' and retention of strategic leaders
|
- Financial Management Training (Dir of Finance)
| TBC
Jan 06 (1st intake)
Jan 07 (2nd intake)
From late 2005 |
- Future Strategic Clinical Leaders identified and development programme started
| - National approaches to supply future leaders supported through availability of high quality placements, line managers, mentors, and substantive posts etc.
| From Sept 05 |
- Career Development Review opportunities started for senior managers (cohort tbc) to maximise 'best fit' and retention
|
D. Drive broader cultural change (N.B. lead responsibility for national delivery indicated where beyond SEHD Leadership Development team) | - Agreement in principle on future national-level CHP Development support
| April 2005 | £75k (HR) | - Local establishment and development of CHPs
| Ongoing | - Effective leadership of CHPs
- Performance management system driving more consistent, corporate and accountable approach to delivery
- Simplified national organisational performance review
- Improved interface between NHSScotland and SEHD which maximises accountability and trust
|
- Development of national and regional Managed Clinical Networks and wider organisational arrangements (CMO)
| Ongoing | - Implementation of revised performance management arrangements for senior managers
| TBC |
- Development of revised performance management arrangements for senior managers (HR PEP)
| TBC | - Development of systems to support revised, national organisational performance review
| May 2006 onwards |
- Development of revised organisational performance review (Dir HSD/ CNO)
| May 2005 | - Contribute to development of a more effective interface between SEHD and NHSScotland
| Ongoing |
- Development of a more effective interface between SEHD and NHSScotland
| Ongoing |
E. Establish governance and accountability arrangements | - Establish greater clarity and simplify funding streams at national and local levels
| Sept 2005 | £40k (HR) | - NHS Board Development Plan in place to take forward the local development agenda to support delivery of local and national targets and goals (see Appendix 4)
| March 05 and annually thereafter | - High-quality NHS Board Development Plans in place and implemented, which explicitly support delivery of NHS Board targets and goals
- Clear, accountable mechanisms in place to steer national direction and review effectiveness
|
- Establish national steering and accountability mechanisms
| Sept 2005 | - NHS Board Development Plan evaluated and reported through Accountability Review process
| March 06 and annually thereafter |
TOTAL | £1.765m |
4 Delivery M echanisms
It is evident from the above Development Plan that a number of organisations are involved in delivering this investment in leadership development across NHSScotland. It is important to establish some clarity on the roles and contributions of key partners in relation to the delivery of this Leadership Development Plan. This is as follows:
Organisation | Roles/Contributions |
SEHD (HR Leadership Development Team) | - National policy and strategy development
- Commission/provide strategic-level delivery
- Co-ordination and influence across NHS Boards, national bodies, and key partners
- National evaluation and reporting
|
SEHD (Professional/Policy leads) | - Incorporate Leadership Development Framework direction and approach in professional/policy development
|
NHS Boards (Development Leads) | - Local policy and strategy development to align with national policy and strategy
- Commission and provide local delivery
- Co-ordination across whole system, with local partners
|
Scottish Leadership Foundation | - Commission or provide national programmes e.g. clinical executives' programme; research; mentoring; etc.
|
Scottish NHS Confederation | - Commission 'employer'-based development, e.g. Strategic Team Development Programme
|
NHS Education | - Commission high-volume/frontline leadership development sponsored on a national basis by SEHD
- Integrate leadership development within postgraduate and professional development
|
NHS Modernisation Agency Leadership Centre /future NHS Institute | - CE Development Portfolio and international development opportunities for CEs (Board and Divisional)/Board teams
|
External Providers (e.g. academic/development bodies) | - Provide development commissioned nationally and locally
|
Professional/Membership bodies | - Provide development opportunities for members in the context of the NHSScotland Leadership Development Framework
|
5 Managing Key Risks
There are a number of risks associated with the Development Plan, and these will be managed as follows:
Key Risk | Likelihood | Impact | Management Action to Reduce Risk |
1. National-level resources - not secured in full post-05/06
- lack of transparency across SEHD funding streams
| M | H | - Re-negotiate priorities
- Charge for access to certain opportunities
- Escalate through steering/review mechanism (see section 6)
|
2. Poor uptake of opportunities owing to work pressures | M | M | - Performance management system to incorporate commitment to personal/team development
- Schedule events away from peak periods
- Feedback from target group on locations/timings
|
3. NHS Board Development Plans: - driven by perceived bureaucratic requirements rather than potential local/national usefulness
| L | M | - Review with NHS Board Development Leads and NHS Board CEs
- Escalate through Accountability Review process if necessary
|
- local investment in development compromised by immediate financial pressures
| H | H |
4. Career development review for strategic leaders - opportunities get confused with potential organisational changes
- lack of opportunity for career progression
| M | M | - Maintain transparency of purpose, clarity of ownership of information, and separate issues as necessary
- Develop portfolio of national-level assignments/contributions and manage
|
5. Commissioning and procurement processes compromise speed and flexibility of implementation | H | H | - Use strategic partners and develop call-off contracts
|
6. Roles of national organisations/ partners change | M | L | - National steering/review mechanism to support resolution of any issues, as necessary
|
These roles will develop over time and will be revised as relationships and partnerships develop and mature.
6 Steering and Review
While the SEHD has the national policy lead role, it is essential that there is wider engagement in steering the development and review of the implementation of the overall Leadership Development Framework and this supporting Plan.
This will be discharged as follows:
National Steering/Review Group: This is proposed to steer and review the strategic development of leadership and career development, performance management and pay. This will involve a formal annual review, reporting to the SEHD Management Board.
Chief Executives' Meetings: Periodic reviews of the direction, implementation and outcomes of national leadership development.
Scottish Partnership Forum: Periodic reviews of the direction, implementation and outcomes of national leadership development.
Specific Advisory/ Steering Mechanisms: e.g. steering NHSScotland Management Training; e.g. advising on development of future strategic clinical leaders' programme.
Development Leads' Network: Take forward more detailed planning on behalf of national (See Appendix 5) steering mechanism and CEs, co-ordinate implementation, exchange good practice, and share intelligence.
Evaluating the impact of leadership development strategies is not straightforward. There are many variables to consider, but it is important to ensure that resources are being applied with the greatest impact. An evaluation methodology will be used for each element of this Plan as it is implemented.
7 Conclusion
This Plan provides an important investment in driving the development and improvement of leadership capacity and capability across NHSScotland to support improved performance and delivery. It provides clarity on priorities over the next two years, and the contributions of key organisations in delivering the actions outlined.
It will require ongoing steering and review, to ensure it achieves the measures outlined and adapts to emerging issues. Ultimately, it will support NHSScotland deliver its goals to improve the health of the people of Scotland and healthcare delivery.
Appendix 1: Leadership Qualities: Descriptors (In no order of importance)
Qualities | Descriptors | Reference to supporting behaviours | Reference to supporting KSF CORE+ |
PERSONAL QUALITIES |
Personal Governance:
(See detail in Appendix 3) | - commitment to service excellence
- integrity and probity
- account for performance
- engage with others in decision-making
| See detail in
Appendix 4 | |
Personal Management: | - self-awareness
- emotional competence & consistency
- articulate and live by values ('being-the-talk')
| See detail in
Appendix 4 | |
Knowledge Management: | - asking the hard questions proactively
- listening empathetically to understand
- maintaining a contemporary knowledge of best practice
| See detail in
Appendix 4 | K3 |
SERVICE EXCELLENCE |
Ensuring Focus: | - directing attention to the key issues
- regulating the temperature (managing pace and stress)
| | G5 HWB |
Delivering Governance:
(clinical, staff, financial/corporate) | - looking after the needs of patients, staff and the public
| | G4/G6 HWB |
Achieving Results:
and accountability approach | - creating a climate of performance delivery
- resolving complex problems through a win: win
| | G5 |
FUTURE FOCUS |
Identifying goals: | - creating purpose with a focus on outcomes
- shaping and articulating the future with passion
| | G8 |
Creating and
making choices: | - thinking flexibly and innovatively
- making choices in uncertainty and ambiguity
- taking risks with political astuteness
| | G2/G8 |
Developing capability and
capacity with partners:
culture | - building relationships and partnerships which recognise interdependency and which share learning
- instilling a staff, team and organisational development
| | G1/G7 |
Leading Change:
secure goals | - aligning people, structures, systems and processes to
- seizing technological solutions to improve healthcare
- inspiring others and unleashing energy to change
| | G2 |
Appendix 2: Leaders'/Managers' Code Of Personal Governance
As a NHS Scotland Leader/Manager I will:
- Pursue service excellence by
- ensuring patients'/clients' needs are at the centre of decision-making
- seeking to protect patients/clients and staff from clinical and environmental risk
- encouraging service excellence and supporting changes to make this a reality
- Act with integrity and probity by
- communicating with openness and honesty in all matters including handling complaints and giving feedback to staff
- ensuring confidential and constructive communication
- managing resources and financial risk effectively and efficiently
- ensuring personal integrity and probity at all times
- seeking to protect patients/clients and NHS resources from fraud, inducements and corruption
- Account for my own and my team's performance by
- taking responsibility for my own and my team's performance
- complying with all statutory requirements
- providing appropriate explanations on performance
- acting on suggestions/requirements for improving performance
- supporting the Accountable Officer of my organisation in his/her responsibilities
- Engage appropriately with others in decision-making by
- ensuring that patients, the public, staff and partner organisations are able to influence decision-making in relation to NHS services
- supporting effective and informed decision-making by patients about their own care
- seeking out the views of others and building mutual understanding
- ensuring clarity and consistency in relation to dual accountability
- Develop my team and myself by
- building and developing effective teams, supported by appropriate leadership
- instilling trust and giving freedom to staff/partners to make decisions within authority
- being aware of and taking responsibility for my behaviour and continuous personal development as a NHS leader/manager, to ensure my fitness for purpose.
Appendix 3: Leadership Behaviours: some examples
Leadership Behaviours: Some Examples
PERSONAL QUALITIES | POSITIVE BEHAVIOURS | NEGATIVE BEHAVIOURS |
PERSONAL GOVERNANCE |
Commitment to service excellence | - Challenges decisions not based on patients'/clients' needs
- Recognises and rewards excellence
- Celebrates 'success'
- Diagnoses and tackles poor performance
| - Makes/supports decisions without patients'/clients' needs at the centre
- Rewards poor practice
- Rewards or takes a punitive approach to poor performance
|
Integrity and probity | - Truthful
- Open approach to issues
- Lets people say 'No', otherwise 'Yes' is meaningless
- Respects confidentiality of information consistently
- Checks potential probity issues
| - Deceptive/dishonest/manipulative
- Hides and encrypts information
- 'Yes-men' abound
- Gossips confidential information
- Flaunts/ignores potential probity issues
|
Account for performance | - Accepts responsibility and accountability
- Gives credit where credit is due
- Challenges micro-management
- Gives clear, concise, timely explanations - no surprises
- Ensures information is organised to show good/poor performance
| - 'Passes the buck'
- Takes credit for others' work
- Promotes dependency culture
- Withholds or is late with information - lots of surprises!
- Information about performance is poorly organised/ignored
|
Engage with others | - Promotes spirit of co-operation and interdependency
- Seeks first to understand
- Encourages meaningful dialogue at the earliest opportunity
- Develops shared vision
- Flexible
| - Suspicious - promotes independency
- Seeks first to be understood
- Clique led decision-making
- Keeps others in the dark
- Rigid - imposes change
|
Develop self and team | - Builds self-belief and 'can do'
- Gives freedom to make decisions within authority
- Lets go - take risks
- Instils trust
- Values everyone as individuals
- Uses inclusive language
- Understands and values cultural differences
- Shows willingness to change and learn from mistakes
- Encourages appropriate behavour
| - Destroys confidence
- Control, control, control
- Promotes oppressive, complex accountability
- Manipulative - other agenda
- Views everyone as 'the same'
- Uses discriminatory language
- Uses a 'diversity-blind' approach
- Knows-it-all
- Inappropriate behaviour isn't challenged
|
PERSONAL MANAGEMENT |
Self-awareness | - Takes time to reflect
- Values honest feedback
- Realistic about strengths and limitations
- Seeks help
| - Blind spots - doesn't seek out feedback
- Avoids potential weakening of personal power base by indicating personal limitations
- Expectations of self/others unrealistic
|
Emotional competence and consistency | - Positive and enthusiastic
- Consistent behaviour
- Mature, constructive behaviour
- Warmth - easy to approach
- Respects others
- Handles others' emotions appropriately
| - Negative/cynical
- Moody
- 'Toys out of pram'/vindictive/ bullying behaviour
- Cool - approached only when essential
- Lacks respect for others
- Insensitive to others' emotions
|
Articulate and live by values | - Practices what s/he preaches
- Keeps promises - follows through
| - Words and actions don't match
- Lets others down - doesn't make it happen
|
KNOWLEDGE MANAGEMENT |
Asking the hard questions proactively | - Challenges status quo
- Creates climate of support and accountability
| - Prefers the status quo
- Creates climate of blame
|
Listening empathetically to understand | - Open to new ideas
- Shows genuine concern
- Tests comprehension and summarises
| - Closed to new thinking - blocks
- Superficial interest in others
- Assumes understanding - content with loose ends
|
Maintaining a contemporary knowledge of best practice | - Seeks comparisons and encourages change
- Ensures teaching and R&D are integral to improve service delivery
| - Reacts to externally driven change
- Does not maximise the benefit of teaching and R&D to improve service delivery
|
Appendix 4: NHS Board Planning and Delivery
NHS Boards are required to establish Development Plans which demonstrate how leadership capacity and capability will be improved. The NHS Board Development Plans will:
- Summarise the key goals and needs in their systems which can be supported through development interventions and investments.
- Establish the priority areas for investment in development ( e.g. leadership capacity and capability, career development , culture, systems, structures, management practices, etc.) within their systems, and with their local partners, over a 3-year timescale, and demonstrate how these will support delivery of health goals and local health/community plans.
- Develop plans (Year 1 firm; Year 2 indicative) to take forward the above priorities, and indicate key risks.
- Indicate the specific investment being made locally to support the Development Plan.
- Assess expected/actual impact of the Development Plan by determining measures of effectiveness.
- Reflect the development priorities and plans in Local Health Plans, and report on progress through the Accountability Review process.
NHS Boards should ensure the engagement of Local Authorities and the Local Partnership Forum in developing these plans. It is proposed that the Development Plan is succinct, high-level and outputs/outcomes focused.
[N.B. NHS Board Development Leads have been involved in the development of this approach and have received more detailed guidance.]
Appendix 5: SEHD/NHS Board Development Leads: Contact Details
Board | Name/Title | Address |
SEHD | Ashleigh Dunn, Head of Leadership Development | HR Directorate, SEHD,
St Andrew's House, Regent Road
Edinburgh EH1 3DG
0131 244 2814 |
Hazel Mackenzie, Programme Manager
(Strategic Clinical Leadership)r | 0131 244 2319 |
Jill Sandford, Programme Manager
(Management Training Scheme) | 0131 244 3451 |
NHS Argyll & Clyde | Judith Ward, OD Director | Ross House,
Hawkhead Road,
Paisley PA2 7BN
0141 842 7271 |
NHS Ayrshire & Arran | Chris Lisle, Director of Organisation and
Human Resources Development | Boswell House
10 Arthur Street,
Ayr KA7 1QJ
01292 885 840 |
NHS Borders | Sandy Burnham, OD Co-ordinator | Newstead
Melrose
Roxburghshire TD6 9DB
01896 828282 |
NHS Dumfries & Galloway | Sharon Millar, Head of OD | Mid North
Crichton Hall, The Crichton,
Dumfries DG1 4TG
01387 244 039 |
NHS Fife | David Christie, OD Director | Cameron House
Cameron Bridge
Leven, Fife KY8 5RG
01592 712 812 Ext 330 |
NHS Forth Valley | Vicki Masters, Organisational Development Manager | Primary Care Operating Division
Old Denny Road
Larbert FK5 4SD
01324 404 240 |
NHS Grampian | Anne Inglis, Head of Learning & Development | Summerfield House
2 Eday Road
Aberdeen, AB15 6RE
01224 558 532 |
NHS Greater Glasgow
(Single lead TBC) | Juli McQueen, Head of OD and Training,
Glasgow Primary Care Trust | Gartnavel Royal Hospital
1055 Great Western Rd
Glasgow G12 OXH
0141 211 3852 |
Ann Crumley, Head of Training & Development | North Glasgow University
Hospitals Division
0131 201 4200 |
NHS Highland | Lynn Marsland, Head of Learning & OD | John Dewar Building
Highlander Way
Inverness IV2 7GE
01463 706877 |
NHS Lanarkshire | Kenneth Small, OD Director | Airbles Road Centre
Airbles Road
Motherwell ML1 2JT
01698 245 003 |
NHS Lothian | David Lee, Associate Director | Royal Edinburgh Hospital
Morningside
Edinburgh EH10 5HF
0131 536 9179 |
NHS Orkney | Fiona Smith, Head of HR | Garden House
New Scapa Road
Kirkwall, Orkney KW15 1BQ
01856 888298 |
NHS Shetland | Lorraine Hall, Head of HR | Brevik House
Outh Road, Lerwick
Shetland ZE 1 0TG
01595 743024 |
NHS Tayside | Carrie Ferrier, Head of OD and Modernisation | Acute Services Division
Level 10,
Ninewells Hospital
Dundee, DD1 9SY
01382 660111 Ext 33750 |
NHS Western Isles | Kay Young, OD Director | 37 South Beach Street
Stornoway
Isle of Lewis H51 2BB
01851 702997 |
National Services Scotland | Chris Murphy, Interim HR Director | Gyle Square
1 South Gyle Crescent
Edinburgh EH12 9EB
0131 275 6000 |
NHS 24 | Linda Lynch, Head of Learning & Development | 5th Floor,
Golden Jubilee National Hospital
Beardmore Street
Clydebank G81 4HX
0141 435 7365 |
NHS Education | Marian Wrigley, Director of Human Resources | NHS Education for Scotland
2nd Floor, Hanover Buildings
66 Rose Street, Edinburgh EH2 2NN
0131 220 8610 |
NHS Health Scotland | Gavin Speers, OD Manager | Woodburn House
Canaan Lane
Edinburgh EH10 4SG
0131 536 5510 |
NHS Quality Improvement Scotland (QIS) | Kathlyn McKellar, Head of HR | Elliott House
8-10 Hillside Crescent
Edinburgh EH7 5EA
0131 623 4591 |
Scottish Ambulance Service | Shirley Rogers, HR Director | National Headquarters
Tipperlinn Road
Edinburgh EH10 5UU
0131 446 7010 |
State Hospitals | Ian Jones, Learning and Development Director | The State Hospitals Board Headquarters
Carstairs, Lanark ML11 8RP
01555 840 293 ext. 551 |
Golden Jubilee
National Hospital | Roisin Houston, Training & Development Manager | The Golden Jubilee National Hospital
Beardmore Street, Clydebank,
Glasgow G81 4HX
0141 951 500 ext 5243 |