Structure and assessment The Programme does not result in an academic qualification; it is an applied executive leadership programme that leads to a post-masters executive leadership award. To pass the Nye Bevan Programme and to achieve the ‘NHS Leadership Academy Award in Executive Healthcare Leadership’, participants have to demonstrate their readiness to make the principles of the NHS Constitution a reality for patients, carers and staff; and that they are ready to lead in a system and take action that actively promotes equality. The fee-paying Programme runs for over 12 months with two intakes per year; spring and autumn. It is based in the Leeds NHS Leadership Academy and is also online. It consists of 18 face-to-face days over the period of 12 months (including four residential workshops) but it also requires participants to dedicate time outside the residential activity and to apply learning in the workplace. Participants are divided into cohorts of 49 individuals, and each cohort is additionally formed into seven learning sets, each facilitated by a dedicated learning set adviser. There are seven whole day learning set meetings and three assessment points during the Programme. Learning outcomes The key learning outcomes for participants of the Programme are designed to create a senior leadership cadre with the skills to lead culture change at regional, national and organisational level: The ability to lead with confidence and take courageous decisions and actions that make the aspirations of the NHS Constitution a reality. The ability to create the right conditions for frontline staff, irrespective of their background, to deliver good quality, patient-centred, co-ordinated and cost-effective care. The development of system leadership; as an enabler of change within the wider health economy. Readiness to operate successfully at executive (or national equivalent) level, as part of the board team. The ability to engage with patients, service users, carers and families of all backgrounds, and use this perspective to foster person-centred care in a complex environment. The attainment of a solid foundation of knowledge and networks that will support participants in their leadership now and into the future.
“I wanted a safe place to look at my own skills [and] benchmark myself against a cohort” “I wanted something that would take me out of my comfort zone and let me take some risks in terms of learning” “To have more inner reflection on what drove me” Networking 9 “My biggest expectation was to network outside my locality” “Meeting others and developing a peer network… across the whole country” “The relationships were important” “I thought it would be multi-disciplinary and national… that is what appealed to me” “You can get siloed and parochial. I wanted to be pushed” to people from across the country as they were no other opportunity for me to do that [in current role]” “Wanted a peer group outside the Trust who you could discuss confidential issues with” “I hoped it would help me increase my network… at Director level” Gaining additional knowledge/theory/ insight/tools 7 “[I] expected a high calibre of inputs from the faculty” “Opportunity to gain cutting edge knowledge and skills to enhance my leadership – in of my toolkit, personal style and leadership qualities” “I wanted a detailed knowledge of the NHS, particularly of things outside my immediate sphere” “To work with professionals and the best in the business to get leadership input” Developing (leadership) skills 6 Handling overstretched Managing change Managing conflict “To get more out of the team I manage” “I wanted to be one of the people doing it [leadership] well” “More political nous… with less personal angst” Career advancement 6 “The course was badged as the gateway to Exec Boards so that in to have credibility and be able to take [the] next step up you needed the Programme” “To gain that extra edge to become a director” “I wanted something to clarify for me whether to go for a Medical Director role” “I hoped it would… prepare me for a Board level post” “I wanted to take the next step” Better in current role 5 “I need more confidence in what I am doing” “To be as good as possible” Experiential learning 3 “The opportunity to test out some ideas and initiatives” “Support and challenge” “Information gathering and sharing about how to tackle the difficult challenges we face” Structured programme (structured residentials, portfolio, assessment) 2
feel worthwhile” “It was a good opportunity to have time away from work to reflect on what we had learned” “The environment – building and facilities” Achieving the award 4 “Completing and passing and getting the award. Not everyone did” “I felt competent in viva and got great feedback” “The graduation! Because it was so well organised, so well run and there were good speakers” “When I up getting the certificate! I was determined to finish and not be beaten by it” Building greater confidence 3 “Helped build self-esteem” ”Getting confidence and believing that I could go for Director posts in the future”
Table 6.: Embedding values and principles around involving people and respect for multiple perspectives Individual behaviour Output Team Region Wider NHS The case participant due to Nye Bevan, the difference between and work on ‘Right First Time’ recognised the of people with serious mental health problems. Care planning template across primary and secondary care. Good and agendas ensured high at project meetings and excellent ideas Model incorporated into the city’s integrated plan for Keeping People Well. Has become a priority in Sheffield. National award for integrating physical and mental health. Multiple methods of learning with a wider group of GPs. Table 6.: Leading system transformation Individual behaviour Output Team NHS Participant invited to work (50%) in the System Programme (STP). Nye Bevan gave him knowledge and confidence to connect and influence across the system, relying less on positional power and challenging others on NHS values. He got the mental health element of the STP agreed and was involved in proposals for a new model of care and gaining from all chief A colleague Colleagues see him checking back with people to ensure views are heard. They value the ‘creative they have had. His chief executive believes Nye Bevan has been good for the participant, the Trust and the wider NHS. He continues to build networks and bridges between and stakeholders in order to influence strategy across involved in the STP. .
described his as a ‘brokering’ role. 6.: Enabling change Individual behaviour Output Team NHS Measures Participant’s arrival in post was key in enabling the people element of change during a programme, keeping the focus on patient care, role modelling staff engagement and embodying the values. Made a major to regionally and nationally. Key player in the NE Care Vanguard. in his team’s of a bottom-up clinical dashboard. Seen now as listening more, but also sharing and creating an where people feel valued. Described as ‘a Group Medical Director who hit the ground running with ease’. Enhanced the trust’s reputation through publicising its work and inviting visitors. Medical is seen to have improved. His good networks help the trust to influence policy changes and to explain the national picture locally. Described as instrumental in convincing the Secretary of to spend more resources on informatics – ‘an exceptional contribution’. Network of local health services working better, and benefited when participant helped get acute mental health services included. Through Vanguard work, participant improved: patient care; profile of mental health services locally; profile of trust. Just seconded to NHS England as National Clinical Adviser for Mental Health Table 6.: Influencing and engaging people through changing dynamics Individual behaviour Team Output Region NHS As Chair of a monthly Emergency Prevention, and Response (EPPR) It enabled others in the network to and Participant seen as acting as a buffer between the regions and the demands Enabled to be in a better way. the regional and local divide. Helped area teams the and relevance
other chronic conditions eg diabetes, asthma. Table 6.: Co-production with service users (SUs) and being more explicit about stakeholder involvement with greater confidence in spotting the gaps in whole system Team Region resolved practical issues eg access and ensured full SU briefing before meetings. SUs in bid, to talk about gaps in mental health. SUs will be taking the lead, with support from participant, in the event as part of Sheffield’s CCG’s 2020 consultation. City secured £9 million funding for a consortium of GP practices. Participant pressed for high citizen Table 6.: Making opportunities for self and others to shadow the front line staff Individual behaviour Output Team Organisation Region Wider recognition Although no longer in a patient-facing role, during the commissioning of 111 participant time in call centres listening to patients. He built the learning into design, e.g.in one region 90% of calls were for dental pain. Ensures direct report has time to shadow front-line services e.g. going out with ambulance crews. Feedback suggests he has more confidence to stand up and assume authority in a senior forum, respecting authority but seeing where he can add value. He shared learning with other 111 providers and facilitated changes in access to out of hours dental services. Director of a voluntary organisation acknowledged participant’s work to put people at the heart of emergency planning.
Organisation 6.: Becoming braver and developing confidence Individual Output Team Region Measures felt the peer review process on Nye had developed courage in and holding people to account while offering support. Her grew around the political agenda and she was more prepared to take a lead on issues. Led an HR project on agency and bank nursing, delivering a contract cap on agency spend. a different function for the bank team, managing the agency supply and making it easier for clinical staff. Good at growing front line HR managers through confidence in coaching and (OD). Enabled the team to think in a more disciplined way and think outside the box to modernise its approach. More able to hold her own in the executive team, e.g. pushed on statutory mandatory training. Sat on a number of senior panels and appeals, offering confident and sound advice. Developed good relationships with the Association of Care and networked with NHS Employers. Now have better data from the agency to Table 6.: Greater awareness of board concerns on risk, assurance and strategy, and insights into sub-committee structure and board climate and culture Individual Output Team Organisation observed meetings and execs and Her presentations and contributions to board now have a sense of purpose to enhance board effectiveness. With other Nye Bevan graduates, there are better conversations on views of the board and awareness of tensions across the system. Board receives high quality information tailored to their needs. Enhanced participant’s reputation. Chief executive reports a more consistent, higher level contribution.
are told in real time at board meeting. the care pathways locally with patients and clinicians. since Nye Bevan. about location of Sure Start Centres. the difference made to patients. 6.: Using social media Individual behaviour Team Region Wider NHS One of personal learning objectives was to transform leadership practise by using social media. With other she set up ‘Reflection of the Day’ on Twitter. In 12 months they reached 2.5 million Broadens the horizons of Trust eg found out about Vanguard work in Manchester. Helped CCG with e.g. an app to support service and support for new mums and women who have lost babies. for national safety awards because of changes made through Twitter. Trust has become more visible to others. Table 6.: Innovation Individual behaviour Output Region Wider NHS Participant was in introducing and developing the role of ‘Physician Associate’ within the trust. Seen as an ambassador for the trust, whose reputation has been enhanced in the wider health economy. Helped make a YouTube about ‘a day in the life of’ Physician Associates which has had over 21k viewings. CCGs and local GPs to suggest the use of Physician in primary care. Created interest in the NHS and participant visits from around the country. Met with Coventry University is considering delivering a course for Physician Associates. Associate
measures – which had predated his participation in Nye Bevan. This interviewee pointed out that it was hard to attribute tangible benefits to the Programme alone. A word from Sankara When asked to describe the Programme from his perspective, Sankara used the following words: Innovative Horizon-broadening Helped me to see myself and my role in a different light Takes me out of my comfort zone. He added, “Maybe there should be more clinicians on the Programme – they could do with programmes like this!”