Service Level Agreement 2015/16 Key Performance Indicators

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Service Level Agreement 2015/16 – Key Performance

Indicators

Between

NHS Leadership Academy

And

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2

Models and Frameworks

Aims: to ensure that there is a common and shared understanding of what good leadership in health looks like, based on the best evidence available. Ensure that this model underpins the design of roles, internal processes such as talent management, design of products and programmes at every level and provides a rubric for individual development.

This area of the SLA will also cover a similar strand of work for other nationally co-ordinated definitions of good practice around, for example, board and governing body working.

Contribution of the Academy Critical Success Factors KPI’s Risks

To involve LDPs in national activity relating to the

Healthcare Leadership Model (i.e. research, development of tools, embedding) and its linkage and support with the Talent Management strategy and Board Development To include LDPs in future work to keep research of the Healthcare Leadership Model relevant and up to date To provide LDPs with information via the contract with JCA on supporting tools, establishing the minimum data usage figures monthly and quarterly to assist with monitoring and promoting in their areas

To facilitate national meetings to share good practice and evaluation, provide supervision to regional leads via monthly/ bi monthly WebEx and bi annual forum informing on-going development

Next steps:

- Agree minimum data set for JCA to develop

LDPs actively use the Healthcare Leadership Model and supporting tools in their own activities and integrate into relevant areas of work (e.g..

underpinning programmes, job descriptions etc.)

LDPs are monitoring the capacity and capability of 360 degree feedback

facilitators and trainers in their areas and ensuring there are enough to meet demand, that the process is conducted to the quality standards and providing a process for determining and agreeing prospective feedback facilitators with organisations

LDPs are actively engaged in gathering and providing feedback to the national team and to each other on how the Healthcare Leadership Model and supporting tools are being used, and what is (and isn’t) successful and

Engagement of local health system in HLM – measured by: number of organisations engaged in HLM (judged by LDP as being ‘engaged’)

Support the development of good practice in the area – measured by: Number of case studies and examples of good practice shared

Availability of support for and quality assurance of feedback - measured by: recipient accessing a feedback session with a HLM feedback facilitator within 4 weeks of completion of their HLM 360

QA of this process through evaluation and feedback to individual

(sample objectively reviewed

Lack of a consistent model between NHS and social care, means model is not as adopted as widely as possible

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3 o How many self-assessments have been

taken in patch o How many 360

o How many feedback per facilitator o How many active facilitators

- Agree on shared resources for training and train the trainer development

proposed revisions to the systems, models and frameworks

The LDP supports the roll out of the Healthcare Leadership Model and provides information, training, guidance and support to organisations adopting the model for a range of purposes The LDP highlights where potential risks and ‘stumbling blocks’ may be in adoption, and actively contributes suggestions for how to overcome these

every quarter by JCA and issues highlighted )

Every feedback facilitator undertaking a minimum of 2 feedback sessions per annum. Review and evaluation from feedback facilitators who undertake composite / team Nominated lead who is an experienced HLM facilitator who actively participates in regular meetings with other leads and the national team to support and generate best practice

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4

Talent Management

Aim:

To co-produce talent management approaches and supporting tools between LDPs and the NHS Leadership Academy.

To support the roll out of talent management approaches and adoption of recommended methodologies to organisations across each LDP region. To capture and report on ‘top-leader’ talent management data across the LDP area.

Contribution of the Academy Critical Success Factors KPI’s Risk

To update LDPs on national activity relating to Talent Management (i.e. research, development of tools, embedding approaches)

To include LDPs in future work to keep ensuring that Tools and models are relevant and up to date

To facilitate national meeting to share good practice, provide supervision to regional leads and inform on-going development

LDPs actively use Talent Management Hub and supporting tools in their own activities and integrate into relevant areas of work (eg. programmes, etc.) as well as local marketing

LDPs are actively engaged in gathering and providing feedback to the national team and to each other on how the Talent Management Hub and supporting tools are being used, and what is (and isn’t) successful

Talent management approaches are used at all levels of every organisation in the LDP area

Aggregate available talent maps at aspiring director and above (bi-annually)

Baseline existing talent management activity in area using self-assessment tool – measured by: number of organisations completing self-assessment tool

Talent map for each organisation – progress from baseline toward full

engagement in creating organisation talent map for aspiring directors and above Talent map for the LDP area – for aspiring director and above, aggregated from available organisation talent maps Support the development of good practice in the area – measured by: Number of case studies/examples of good practice shared

Nominated lead in place for area, who actively participates in regular meetings with other leads and the national team

Lack of engagement of organisations in talent management (no pull) Lack of consistent data in talent management

Lack of support (financial and other resources) to encourage unengaged organisations in talent management approach Data collected and not utilised for deployment of that talent

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5

Core Programmes

Aim:

To establish very close working relationships between the NHS Leadership Academy and the network of all LDPs to co-design and continuously improve the

supporting processes for delivery of Core Programmes. Participants should be directed to the Academy website for information, application and support. Seacole will continue to be owned and delivered locally through commissioned providers.

Bevan participants will be offered an assessment centre to test for readiness

LDPs will actively promote and support the professional development programme offer as a career development approach in support of the professionalisation of leadership

To play a key role in design, recruitment and delivery of Seacole – local leadership development To contribute to the evaluation, impact assessments and research for the programmes.

Commitment of the Academy Critical Success Factors KPI’s Risks

To update LDPs on the national core programmes including all timescales and updated content. To ensure material is received in a timely and take a ‘right first time’ approach. To provide LDPs with collateral as required e.g. certificates, badges, marketing materials etc. in a timely fashion (to be agreed)

To consult with and support LDPs to make any changes to processes needed as a result of continual improvement

To consult with and support LDPs in

LDPs are experts in the programme offer and are the first point of call for Seacole offer (local leadership). All other enquiries should be directed first to Academy website

Support activity is established in each region - for example but not exclusively:

 Marketing activity is visible,

 Venues are sourced as required for Seacole.

Recruitment activity for Bevan delivers participants who are eligible for the

programme, are suitable candidates and for whom it is feasible for them to attend at the time of application.

Number of delegates currently undertaking and completing Jenner, Seacole, Garrett-Anderson, Bevan programmes by LDP organisation – identify any gaps or patterns Total number of applicants for each intake

Total number of successful

completers of Seacole programme

Impact of change in funding has not been measured – this may effect application numbers

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6 areas where a solution may not be

immediately obvious to issues arising. To be a point of escalation if required

LDP and Academy where possible, ensure that participants are recruited to fill allocations based whether they are fully funded; part funded or fully paid places.

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7

Graduate Scheme

Aim and Outline:

The NHS Graduate Scheme is a well –established, highly valued and highly regarded national programme which is a core component in the suite of NHS career opportunities supporting identification, development and retention of talented future leaders in the 4 areas of specialism, General management, HR, Finance and Informatics.

The LDP manages and supports the quality of the NHS Graduate trainees experience in their area and has particular responsibility for ensuring trainees are integrated into local networks, talent management systems and communities of practice and subsequent retention on completion of the scheme.

The LDP, as the local owner of intelligence on the NHS in their geography also lead the allocation and distribution of trainees, accredit and support placement organisations and provide pastoral care for trainees locally and in liaison with programme managers, placement managers and the NHS LA lead.

The LDP establishes and supports a local strategic forum for the scheme.

The national office is responsible for the strategic direction of the Graduate schemes, the design and application of national policies and procedures, recruitment, selection and quality assurance of the scheme and the co-ordination and alignment of LDP scheme activity with the Academy.

The academy is also responsible for the following:

 Marketing, recruitment and selection of trainees including delivery of assessor training

 Liaison with LDPs on trainee on-boarding , allocation and induction

 Quality Assurance of GMTS including LDP role in relation to the schemes

 Designing, developing, commissioning

The LDP oversees the quality of the trainee experience in their area and has particular responsibility for ensuring trainees are integrated into placement organisations, local networks and talent management systems.

The LDP establishes and support the local strategic steering group which is chaired by a lead CEO or equivalent

The LDP, as the local owner of intelligence on the NHS in their geography is responsible for the identifying and quality assuring high quality trainee placements which support the allocation and distribution of trainees and identification of Programme and Placement Managers. Other critical success factors are:

 Source, secure and quality assure

 Engagement of local health

system in Graduate Schemes – measured by: number of organisations offering placements (captured each May)

 Quality of placements

offered – measured by: numbers of accredited organisations (May), process for accreditation (May); feedback from trainees (September)

 Quality of learning

experience offered – measured by: number of Programme and Placement Managers that are trained

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8 and managing education elements and

contracts

 Setting and agreeing national policies including all HR policies

 Implementation of Exam Failure policy and exemption application processing

 Responsible for HR support working in partnership with HR provider BSA e.g. Occupational Health

 Follow up with new intake & on-going issues with current trainees

 Point of contact for LDPs, Programme and placement managers with issues and concerns with trainee or schemes issues

 Education Dates

 Pay Uplift outcomes

 Requests to move out of SHA and early leavers

 Launch, national induction and final celebration

 Alumni and longer term tracking

 Evaluation and ROI for schemes

 Support for new members of staff in LDPs to provide an overview of the Scheme and national process.

 Monthly WebEx with LDPs and quarterly meetings with LDP Leads and NHS LA scheme leads

 Providing pastoral care to trainees when required to ensure that the trainee’s health and well-being comes first and the

organisations for trainee placements

 Source, secure and quality assure programme and placement managers for trainees

 Review and feedback on Orientation plans/job descriptions for new intake, 2nd placement allocation and flexi placements in liaison with Programme Managers

 Work with national office to support the distribution of trainees through the system including requests to move out of area

 Assigning buddies to new intake

 Local orientation /induction and shared learning activities with and between cohort intakes and NHS Grad alumni

 Support to source and access to local mentoring and coaching arrangements Integration within Talent Management systems and tracking

 Use Geni to monitor trainee progress and to access the Scheme policies and processes.



 Identify and quality assures high quality trainee placements including Programme and Placement Managers.

(September); feedback from trainees (September)

 Organisation of experience –

measured by: Number of orientation plans and job descriptions received prior to first placements (September)

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9 trainee is supported to resolve issues in

their placement.

 Participating in trainee academic fail reviews and performance reviews where trainee performance does not meet with required level.

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10

Communications and Engagement

1. Co-design marketing and communication materials to ensure maximum reach for national and local activity. 2. Understand local needs and influence national provision

3. Create vibrant and engaged stakeholders who are involved both locally and nationally 4. Undertake and annual award celebration to support the National awards

Outline Critical Success Factors KPI’s Risks

There will be a joint (academy and LDP) approved engagement and marketing strategy

Understand local needs and influence national provisions

In order for all activity to be aligned and consistent, LDPs will be provided with the national communications and engagement strategy and action plan to adapt for their local area.

National communications, engagement and marketing plans for programme or offer specific campaigns will also be provided with the expectation of complimentary regional activity. Collaborative communication and engagement between the national and regional teams will be facilitated for successful and effective marketing of the Academy and LDP partnership

The success of this can be shown through on-going stakeholder analysis and perceptions, engagement and feedback.

Lead in time is defined and agreed by Academy and LDP’s to enable full engagement for all activity

All marketing and communications are correctly branded

Academy and LDP’s will undertake on-going stakeholder engagement to assess perception

LDPs demonstrate that they engage with all stakeholders within their area LDPs will have a communications and engagement strategy and action plan that aligns with the national Academy and shows how it will meet the SLA,

principles of working and KPI’s along with local area need.

Stakeholders are aware of National and Local offers and how they align and connect – tested through regular stakeholder surveys conducted by the NHS Leadership Academy

Regional NHS Leadership Recognition Awards reporting:

1. Agree core branding and process jointly

2. LDP’s fully engage with process 3. Case studies are provided as

examples of best practice

4. No. of nominations – overall

and by organisation

5. Participation in awards process

is reflective of local workforce

6. Diversity of nominees is

reflective of the local workforce

To be identified

The Awards categories need to reflect the health and well-being and community landscape

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Organisation Development

 To support the development of a professional network of OD practitioners in each LDP

 To contribute to development of the OD practice in the NHS by engagement in national activity

Outline Critical Success Factors KPI’s Risks

Programme Lead for OD to host an OD LDP network that meets quarterly to develop OD alignment across the system in order to support the implementation of all aspects of the SLA

To update LDPs on the national funded work and link with the Academy supported by NHS

Employers Do-OD network - its aims and offers

Promote national tools, frameworks and models

To meet with the LDP OD leads to exchange information and joint planning for OD network meetings

OD networks are identified and supported

Membership of the national Do OD network

Improve the capability of OD practitioners and networks to articulate their impact, challenges and successes

Regional OD networks in place and supported by LDP provision of on-going CPD, OD Supervision and Action Learning

Active member of the Do OD network and evidence of the use and sharing of national resources. Discussion and plan shared agenda for national network meetings for LDP OD Leads

 LDP region networks events for all OD organisation leads

 Participation in 2 national network events per year

Organisation and system readiness for transformation and change is significantly minimised.

Limited resource underestimates the transformation agenda associated with 5YFV and the need for highly proficient OD professionals.

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Coaching and Mentoring

To co-create a Coaching and Mentoring approach that will support the adoption of a coaching and mentoring approach (in support of individuals and teams) and develop capability and capacity within regions and across the healthcare system. To also raise the profile and value of coaching and mentoring in the NHS, clearly articulating the difference and purpose of each of them. To achieve this by demonstrating regional activity such as regional coaching and mentoring networks, specific coaching and mentoring programmes and development opportunities. By demonstrating working across the system in partnership and actively supporting the interface with other national/local initiatives such as Core Programmes and Systems Leadership work as examples.

To update LDPs on national activity relating to coaching and mentoring for both individuals and teams (eg. research, development of practice, embedding)

To include LDPs in future work to keep research on benefits of coaching and mentoring relevant and up to date To maintain a National register of coaches and mentors to support the Top Leaders programme

National coaching and mentoring strategy with clear role for LDPs

Programme of training, CPD and supervision for coaches, mentors, coachees and mentees Local support for matching

coaches/coachees and mentors/mentees A common approach to delivering capability and capacity into the regions is developed

Single local coaching and mentoring strategy for all LDPs, linked to the National strategy Training and development of qualified coaches/mentors and their supervisors in place commensurate with regional coaching and mentoring network CPD and Supervision plans in place commensurate with regional coaching and mentoring numbers Evaluation of impact of coaching and mentoring e.g. case studies Attendance data on coach/mentor CPD and supervision

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Stakeholder Governance, Operations and Overheads

An effective and efficient local delivery partner that reports on current and future activity in a timely and accurate manner that provides robust assurance

processes that facilitate effective monitoring and reporting of the SLA and other reporting mechanisms, based on mutually agreed KPIs. Method and content of LDP reports will be consistent across the country to enable comparative analysis of data. Operational structures that support Academy activity will be managed through robust governance procedures to ensure effective delivery of national activity at regional level.

Clarity in respect of the reports required. Effective, accurate and straight forward monitoring processes in place.

Clarity in terms of specific information needed and what it will be used for. Reporting timelines for monthly reporting that support all stakeholder needs

(Suggest monthly reporting only with expectation that NHSLA will collate info for their 6 month updates if needed.)

Fully functional Academy CRM system in place to provide national

programme activity data to LDPs in a timely manner.

Regular performance meetings with the Academy to gain feedback in terms of performance against the SLA

Operations are delivered within budget and management information provided in timely and efficient manner

Timely feedback, response to queries and updates from the Academy to support effective reporting. Provision of opportunity to hold to account the national and local teams at regional board and steering group level.

Appropriate resources are available to ensure national activity is delivered to greatest effect.

Fully effective Academy and LDP CRM systems that provide timely two way information streams on all national Academy activity to LDPs and Academy as necessary

Monthly finance and programmatic activity reports are accurate and are returned to the national Academy by the mutually agreed dates.

Reports provide the mutually agreed information needed.

Delivery of nationally funded KPI activity within the resource limits available.

Bi-monthly 121s with the national academy to discuss performance and reported updates Attendance at governance meetings/networks

As the role of LDPs within Local improvement coalitions is not yet clear there is a risk that staff resource levels will not meet activity levels expected.

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14 and report production. Effective evaluation of national