Leadership for better outcomes 1 The Leadership Qualities

Leadership for better outcomes 1. The Leadership Qualities Framework - what it is, what it does and how it can help ADASS and SCIE Seminar, 11 January 2013 Debbie Sorkin, The National Skills Academy for Social Care Debbie. sorkin@nsasocialcare. co. uk

Leadership for better outcomes: 1. The Leadership Qualities Framework § Background: introduction to the Skills Academy § Context: Leadership – what we think it is, why we think it matters, where we think it sits § The Leadership Qualities Framework: how it fits in what it is how it works how it can help putting it into practice § Promoting the Framework and links to other initiatives

The Skills Academy: leading on leadership in social care Backed by DH and BIS Covering adult social care but also working with health and children’s services Specific remit to improve leadership and commissioning, and to support Registered Managers Employer-led: reaching providers, trainers, local authorities and other commissioners Membership body leadership programmes for all levels endorsement for high quality trainers to Leadership Qualities Framework in place, be followed by Leadership Strategy and Leadership Development Forum

Some of our Members Cheshire Homecare Services Ltd

Leadership: what we think it is, why we think it matters, where we think it sits Not just about authority at the top of organisations It’s a practical understanding – and awareness – about how you do what you do, and the impact on others So it’s about behaviours, and taking responsibility for them And it’s everyone’s business – people working at all levels in social care “People do not experience our values, they experience our behaviours. ” Bill Mumford, CEO, Mac. Intyre

“Who Cares? ”: key leadership behaviours Communication Adaptability Focus on continuous improvement Team working Self-awareness Ability to build relationships Coaching and development

Why leadership matters: it’s the basis for delivering excellent care in the midst of change Policy context: “The sector needs high-quality leadership at all levels. . . [it] is essential to the delivery of all the proposals in this White Paper. ” Caring for our future: reforming care and support, July 2012 Practice base: “Who Cares? ” pan-sector survey: 94% of respondents linked quality of leadership with quality of service; 93% wanted more investment in leadership development Anecdotal evidence: The biggest variable in staff feeling empowered and engaged is the quality of leadership External environment: Unprecedented mix of circumstances: demand, supply, structural change, cultural stasis

Where leadership sits: it matters at all levels Practice Leadership Collaborative Leadership Community Leadership “Practice leadership involves those in care settings, at all levels, taking leadership responsibility for the quality of care and the safety of vulnerable people who use services. ” “Collaborative leadership involves sharing power to enable a group of leaders to commit to a shared purpose, such as delivering care around the needs of people who use services. ” “Community leadership involves leaders drawing on the caring capacity within communities by treating people as assets with tremendous skills and talents to contribute. It involves co-producing services with people who use them, and their carers. ”

The Leadership Qualities Framework: how it fits in What it is Guide to what good leadership looks like Describes what good leadership looks like in different settings and situations Defines good leadership for people at different levels: Front-line Staff Front-line Leaders Operational Leaders Strategic Leaders Basis in values and behaviours that follow on from them Grounded in everyday practice and written in plain English, so accessible to everyone Applicable in integrated services

The Leadership Qualities Framework: How it works Based on structure of NHS Leadership Framework Groups behaviours into seven areas, called Dimensions Five Dimensions relate to areas in which all social care professionals need to demonstrate leadership Two apply specifically to senior staff Each Dimension has four elements The LQF takes each element and gives a short description of what quality leadership looks like at different levels

The Leadership Qualities Framework: How it can help Essential tool for small, medium and large providers to measure and strengthen leadership capacity For commissioners and regulators to use as a guide/quality indicator Also for micro-providers, user-led organisations, service users who commission services and personal employers Recruitment and selection aid At-a-glance guide/benchmarking tool Supervision, appraisal, CPD

The Leadership Qualities Framework: Putting it into practice Free online individual/organisational selfassessments based on LQF 360° feedback and 1: 1 organisational assessments, mapped to CQC essential standards Leadership development programmes mapped to LQF for all levels and to support career development/succession planning reaching providers, trainers, Links with CQC/regulation and inspection Links with local authorities and other commissioners, and other sectors (integration agenda) Part of support programme for Registered Managers

Promoting the Framework and links to other initiatives Ministerial launch and endorsement – Norman Lamb and Jeremy Hunt Partnerships with NHS Leadership Academy, Virtual Staff College and others Direct promotion – via Skills Academy and supporters – to include leadership programmes and LQF roadshows Work with local authorities and employers – assessment pilots and case studies Built in to support for Registered Managers Link to Leadership Strategy and Leadership Development Forum

Leadership for Better Outcomes 2. Why it matters Deborah Mc. Kenzie Dept. of Health deborah. mckenzie@dh. gsi. gov. uk

Diana’s Story

Leadership for Better Community Outcomes – the connection to integrated care § We know that delivery of integrated care is necessary to improve quality of care and help reduce inequalities better community outcomes § We work in a complex, adaptive system so delivery of integrated care is a “wicked problem” with no single correct approach § To help leaders deal with this challenge we need to work collaboratively across the health and care system § Successful community leadership is enabled by the adoption of a shared leadership approach

Leadership for Better Community Outcomes – Who leads? § All staff involved in commissioning or delivering care within communities § In the first instance this is NHS, Public Health and Social Care staff

How does the team responsible for delivering integrated care need to work?

To deliver this we need to. . . § Train staff in social care and NHS together § Help to develop understanding and supportive relationships across the system, internally and externally § Establish multi-professional teams to deliver services: breaking down barriers § Share health and social care records as appropriate Improved care and improved outcomes

Current joint working

Examples of local systems breaking down cultural barriers § All Health and Wellbeing Boards are working on this § Kent HWB – has 12 Districts and 7 CCGs so is creating 7 HWBs reporting into the County wide HWB § Leeds HWB already asking itself vital questions § ‘What does the city need that only we can provide? ’ § Drug and alcohol services reviewed § Greater clarity from different perspectives § Fresh approach § Compelling purpose = meaningful outcomes

Your Leadership Academies are committed to: • working together to align the LQFs so that we have an over-arching set of principles • working together on specific projects around integration of health and social care • working together in key cross-sector groups (e. g. System Leadership Steering Group) to agree common approaches • including system leadership concepts/content in our existing programmes • aligning existing programmes where viable and valuable • exploring how we create a single system leadership programme • working jointly on improving the health and wellbeing outcomes for our communities

Discussion