Primary Care Leadership Collaboratives Cohort 4 Programme Guide and Workbook 2019
Proud to be part of Health Education England
Contents Introduction
Introduction x Programme Delivery Welcome to the Primary Care to improve the health and wellbeing Partner Team and Facilitators x Leadership Collaborative of their local communities, reducing Programme Aims and Objectives x Programme (PCLC). We hope health inequalities and working with
Resources x this opportunity supports you all sectors across the local system. Primary Care Leadership to develop and achieve your Collaborative Structure x Doodle and Draw x objectives both as individuals This is your programme. We want
Share Your Reflections x and as a team. you to have the space and time to Project Groups x Write Your Ideas x reflect, plan and act. I know that the We have developed this programme facilitators and all our contributors are Keep Your Contacts x for many reasons. Apart from a long keen to do all they can to support you;
Evaluation x held belief that not enough has so make the most of this opportunity. been done to support leadership We hope you will be stimulated by Resources x development for all professions and will enjoy the programme - if not, in primary care, the service let us know, so we can change things. HLM 360 Feedback x transformation heralded by the GP
Forward View requires brave choices Above all - thank you for standing Coaching x and actions. up to face current challenges, doing
really important work in difficult Mentoring x Past beliefs that a changing context circumstances on a daily basis. You may require some reorganisation but embody the spirit and values of Programme Dates x largely managed through the same the NHS and will continue to be team working differently - usually deservedly admired and respected by Applications Summary harder - just will not match up to the whole country. and Data x the scale of the challenges facing general practice and primary care. We recognise that even with a significant Certificate x Dr. Vijay Nayar cash injection radical change to GP Dean at Health
working practices and services must Education England. GP in Collaboratives x occur. Bedford, Visiting Professor at Cranfield University and Impact Days - Notes x Member of the faculty Strategic Transformation Partnerships (STP’s) and the developing Integrated of the Harvard Macy Care Systems (ICS) are addressing Institute for their Leading these challenges and have the Innovations in Health Care opportunity to work collaboratively and Education course.
2. Primary Care Leadership Collaboratives 3. Primary Care Leadership Collaboratives
Programme Aims and Objectives Primary Care Leadership Collaborative Structure
Overall aim: Our objectives are: We have received fantastic applications from most of the STP • To support, develop and improve • To support, develop and improve Impact areas. As you know one of the core leadership capacity and capability leadership capacity and capability Day 1 - elements for the programme is in primary care, ultimately in primary care, ultimately 28 February support for each trio in developing improving patient care improving patient care 2019 and delivering their initial project • To build confidence and resilience idea. This work will continue This is not intended to be the amongst the disciplines in primary throughout the six months of the definitive leadership development care HLM programme, with a celebration of all programme for primary care but a • To enhance retention and career 360 that has been achieved on the final process to encourage networking, development across the disciplines day, Wednesday 22 May 2019. project work and greater interest and • To help participants understand the Impact involvement in leadership amongst wider NHS and societal context Day 2 - a multi-professional group. It is • To enhance cooperation across 10 April expected that those who complete primary care, providing a safe 2019 this programme might then go on space to test leadership behaviours to undertake more formal leadership • To carry out all of the above by training, through the NHS Leadership focussing on process rather than Access Academy, HEI courses or other NHS outcome Mentor resources. Impact Key concepts are: self-management, Day 3 - team work, coaching, project 22 May management, organisational 2019 and change management and improvement methodologies. Access Coaching
4. Primary Care Leadership Collaboratives 5. Primary Care Leadership Collaboratives
Project Groups Evaluation Resources
You and your collaborative colleagues This programme is about what you Programme Guide and Workbook - Contains the information we have will join your peers within each STP and your colleagues think you need, prepared at the outset of the programme and space to record your thoughts. area with an experienced facilitator. not what the facilitators think. Although we will give you a printed copy for personal use, a version constructed The facilitator is there to guide and We want your feedback; on the as an interactive PDF is available to download from the resources section of the support the group throughout the effectiveness of the days; on the microsite. This version is for you to store on your electronic devices and to be able programme. They will be available quality of the resources; on the to record your personal thoughts, reflections and progress. between the impact days and your impact on you; of the progress you group may choose to meet physically are making in your project groups. Programme microsite https://eoeleadership.hee.nhs.uk/PCLC_2019_Coh4 or virtually outside the scheduled There are a number of ways of will contain all the resources you need for the structured sessions within the impact days. engaging with the core project group programme and more. to develop or amend the programme On each impact day there is time set design and content. Healthcare Leadership Model 360 Feedback - You will have already received aside for your group to meet with instructions on how to undertake your own HLM 360 and your access code. your facilitator. We will also ask you to complete an evaluation form at the end of each Coaching and mentoring - As programme participants and alumni you will The first two impact days will focus impact day. These forms are slightly have access to coaching and/or mentoring (more details on page 9 and 10). on: unusual in that we will ask you to complete the first section of the form Twitter feed #EoEPCLC will help you stay in touch with colleagues. • Developing your project as soon as you arrive at the impact • Building the learning community days. This section asks you to list three Masterclasses and Workshops - Further information will be available on the • Considering opportunities and aspirations you have for the day, so that programme microsite. constraints we can broadly see if we had planned • Making the case for change the course stages appropriately. • A range of inputs to deepen knowledge and practice.
On the third day we consider innovation and sustainability to support your collaborative and the next steps to maintain the momentum of change.
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HLM 360 Feedback Coaching
As part of the support to the Primary You will find the 360 tool, a You will receive a password to log Care Leadership Collaborative, we are description of the Healthcare and you can view the full profiles of able to offer, and encourage you to Leadership Model and a list of the coaches and apply for coaching undertake the Healthcare Leadership accredited feedback facilitators directly to a registered coach. Model 360 process. at the following link: http:// www.leadershipacademy.nhs.uk/ Once you have made contact with a The NHS Healthcare Leadership resources/healthcare-leadership- coach, you can then have an initial Model has been developed to create model/supporting-tools-resources/ conversation to discuss your position a new vision for leadership, one that healthcare-leadership-model-360- and reason for seeking coaching. reflects the very best in care and degree-feedback-tool/ If you then proceed to establish a compassion, alongside a focus on coaching arrangement, you agree the excellence in strategy, vision, direction time and venue for coaching sessions and engagement. and contract with your coach.
The use of 360 degree feedback in A coach can offer three to four leadership development programmes Coaching can assist an individual coaching sessions, each usually lasting is now widely established and the to achieve improved performance, between one to two hours. Coaching approach well recognised and productivity and delivery of objectives, sessions should be approximately 4 to validated as a way of increasing but can also help at times of career 7 weeks apart to allow the coachee self-awareness, self-confidence and transition and change. Research has to undertake agreed actions, but this behavioural flexibility in role. The shown that coaching can be of real will be determined on an individual model is made up of nine ‘leadership benefit to individuals during their first basis. dimensions’. 100 days in a new role or undertaking a new project. At the 3rd coaching session, you can HLM 360 feedback is a powerful review progress with your coach and tool to help individuals identify The NHS coaches on the register have conclude the sessions or agree any where their leadership strengths completed an accredited coaching further sessions, as appropriate. and development needs lie. The skills training programme. They process includes receiving confidential undertake coaching as part of their To access coaching please register at: feedback from line managers, peers, role. There is a profile for each coach, https://eoeleadership.hee.nhs.uk/ others and direct reports. As a result so that you can consider who you coaching_and_mentoring an individual gains an insight into wish to contact. If you wish to apply other people’s perceptions of their for coaching, please register. leadership abilities and behaviour.
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Mentoring Programme Dates
Once contact is made with a mentor, you then have an initial conversation Impact Day 1 - Thursday Impact Day 3 - Wednesday to discuss your position and reason 28 February 2019 22 May 2019 for seeking mentoring. If you then proceed to establish a mentoring Intended outcomes: Intended learning outcomes: arrangement, you agree the time and venue for sessions and contract • Induction and networking • The nature of innovation with your mentor. A mentor can • Attitudes to learning and • Resilience offer three to four sessions, each change • Negotiating usually lasting between one to two • Introduction to leadership • Embedding change hours. Mentoring sessions should be for all approximately 6 to 12 weeks apart; • Outline of project this should be agreed as part of the management It is important that you commit contract negotiation. Initial mentor • Introduction to coaching to and attend each day. support will always be provided Mentoring is a powerful personal through a face to face meeting, The days will have a mix of key development and empowerment though subsequent support may be speakers in each area, time for the Impact Day 2 - Wednesday tool. It is an effective way of helping offered either face to face, telephone, project groups to meet and other 10 April 2019 people to progress in their careers correspondence or via email activities. and is becoming increasingly popular conversations. Intended learning outcomes: as its potential is realised. It is a partnership between two people To access mentoring and apply • An exploration of system (mentor and mentee) normally to become a mentee visit: leadership working in a similar field or sharing https://eoeleadership.hee.nhs.uk/ • Consideration of what similar experiences. It is a helpful coaching_and_mentoring creates the conditions relationship based upon mutual trust and climate for inclusive, and respect. engaging and productive
team working. A mentor is a guide who can help the mentee to find the right direction and who can help them to develop solutions to career issues. Mentoring provides the mentee with an opportunity to think about career options and progress.
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Applications Summary and Data Certificate
Collaboratives Background STP
On completion of the programme participants receive certificates
PRIMARY CARE
LEADERSHIP
COLLABORATIVES
Practice Manager = 5 Cambridgeshire and 2019 angela.darling Peterborough = 2 2019-02-14 14:52:21 GP Partners = 5 ------Milton Keynes, Bedford Advanced Nurse Practitioner = 1 THIS IS TO CERTIFY 7 and Luton = 2
Cluster GP Lead = 1 Norfolk and Waveney = 1 HAS SUCCESSFULLY COMPLETED
Data Team Manager = 1 PRIMARY CARE LEADERSHIP Total = 5 COLLABORATIVES 2019 – 4th COHORT
Data Team Member = 1
AWARDED IN RECOGNITION OF YOUR DEDICATION AND ACHIEVEMENT BY Finance Manager = 1
Lead Nurse = 1 Dr Vijay Nayar Karen Bloomfield Director of GP Education Head of Leadership and OD
and Deputy Postgraduate East of England Leadership Salaried GP = 1 Dean (GMC 3184422) Academyangela.darling DATE March 2019 2019-02-14 14:52:34
Total = angela.darling------NOT FINISHED YET 20192 -02-14 14:52:52 ------20
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Collaboratives within Milton Keynes, Bedford and Luton STP - The De Parys Group
Members: We are now working under NAPC framework to develop integrated Caroline Bond services, our first priority being angela.darling Practice Manager mental health services. 2019-02-14 14:53:11 ------The De Parys Group Please change to Carolyn Boyd We would like some protected time, Dr Nazia Ali support and guidance to develop our GP Partner leadership team to meet these new The De Parys Group challenges. Dr Harsh Kak GP Partner The nature of the joint work you The De Parys Group are undertaking together and your roles within that joint work: Dr Vrinda Patil GP Partner • Development of integrated services The De Parys Group for patients with mental health • Tools and techniques to help us Intended Outcomes: Elaine Cook difficulties. plan and engage with patients and Finance Manager • We would like to send a multi- key stakeholders • A facilitated, smoother transition to The De Parys Group disciplinary team from the new models of care practice, who are leading on Collaborative Objectives: • Happy staff the implementation of this The collaboratives’ initiatives • Happy patients development. This would include supports delivery of the following: • Ability to understand the dynamics • Feeling in control of the agenda one or more colleagues from of leadership and to learn some of and pace
specialist services. the tools of the trade We are a newly merged “Super” • Feeling the agenda and workload
Practice covering a population of • A greater shared understanding is shared and individuals’ skills and 40,000 patients. What the collaborative will of the contribution each individual knowledge are used appropriately. bring to PCLC in terms of skills, can bring
knowledge and behaviours: We undertook the merger in • Protected time to work on our response to national imperative for strategy the “Scaling-up” of Primary Care. We • Protected time to work together on • Techniques to help us develop our our strategy and implementation agreed that half-hearted efforts scale communication skills so that we up, such as federations or clusters, programme can engage effectively with our would not serve us well as they would • A greater understanding of skills, staff, patients and stakeholders, be cumbersome and indecisive. knowledge and contribution telling a compelling story/vision brought by each member and gaining commitment
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Collaboratives within Cambridgeshire and Peterborough STP - Arbury Road Surgery
Members: What the collaborative will bring to PCLC in terms of skills, Amanda Hazeldine knowledge and behaviours: Practice Manager Arbury Road Surgery Mix and experience of non medical and medical experience within the Dr. Morooj Mohammed Primary Care Setting. This will give an Salaried GP angela.darling overarching robust view of the plan. Arbury Road Surgery 2019-02-14 14:53:26 ------Danielle Harding Collaborative Objectives: Mohammad Advanced Nurse Practitioner Arbury Road Surgery Improve leadership skills which will then improve patient care and safety. The skills developed will then be able The collaboratives’ initiatives to transferred to at scale clinics so the supports delivery of the following: local system can take advantage of
our learning. The initiative supports the development of surgeries to deliver services at scale. Intended Outcomes:
Improved service delivery at scale for The nature of the joint work you are undertaking together and patients and practices. your roles within that joint work:
We wish to develop working at scale for patients with long term conditions. This would include prevention work in line with the NHS long term plan. Roles are yet to be defined as the project develops and would appreciate the guidance for development this course would offer.
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Collaboratives within Cambridgeshire and Peterborough STP - George Clare Surgery
Members: significantly increase our list size. We have recruited ‘home workers’ joint learning sessions with one of who help remotely with GP our neighbouring practices. Dr Shirin Dr Angela Stevens-King We are exploring our options in terms administrative work such as looking Howell is leading on this initiative. GP Partners of extending the building and also at results, medication reviews and George Clare Surgery how to recruit more GPs. We are a reading letters. This has been very We also continue to have monthly training practice and currently have Clinical Governance meetings to Dr Shirin Howell successful over the last 18 months. 4 GP trainees. We have previously The next stage of this initiative would ensure that all staff are up to date GP Partners been involved in teaching Cambridge be to get our ‘home workers’ to do with mandatory learning, to discuss George Clare Surgery Medical Students at all stages of some telephone work from home Significant Events, to discuss and Melissa Richardson their medical training but in the last such as triage and routine telephone plan Practice Improvement Projects Practice Manager 2 years have been unable to manage work. Dr Shirin Howell is leading on and to have our GSF meetings George Clare Surgery this due to staff and space issues. We this initiative and liases regularly with with our allied DNs and MacMillan would like to have the capacity to the home workers. nurses. We also have regular Child Helen Parnell teach students again and even extend Protection meetings with our local Lead Nurse our teaching if we can extend our We have weekly educational HVs and school nurse. This involves George Clare Surgery premises and recruit. meetings for which the learning all members of staff and the CG material is sent out ahead of the programme is led by Dr Shirin Howell The collaboratives’ initiatives We are now part of the West meeting as a ‘flipping the classroom’ and Miss Melissa Richardson. supports delivery of the following: Cambs Federation and attend approach. The material is then Federation meetings. Our Practice read before the meeting and this We have taken part in the Fenland We are a semi-rural General Practice Manager regularly attends the local promotes deeper learning and more Time for Care Testbed Pilot which with 12400 Patients in Chatteris PM meetings and we have good interesting discussion. It also means looked at the 10 high impact actions. and the neighbouring villages. Our relationships with our neighbouring that those not able to attend the The surgery participated in workflow population is very reliant on health practices and have helped out with meeting are also able to learn and documentation and Productive care and we have high levels of releasing our staff to help other we send this out to all GPs, NPs, General Practice Quick Start obesity, Diabetes, COPD and other practices to fill gaps in their staffing nurses and HCAs, GP trainees both Programme. chronic diseases. We have worked when needed current and present, home workers hard to try and meet the needs of and our regular locums. There is The Productive General Practice our population, however the rising The nature of the joint work you the potential for Skype attendance Quick Start programme provided fast, demand for access to GPs coupled are undertaking together and at the meeting or email/Whatsapp practical improvements to help reduce with the difficulties with recruitment your roles within that joint work: messaging for learning as part of pressures and release efficiencies and limitations due to our building this teaching. The minutes of our within the surgery by implementing size are an on-going problem. There We have made several new learning and discussion are then sent the Quick Start modules taken from are plans for another 1000 houses innovations to our working in the last out to all staff on the mailing list. We the Productive General Practice series. to be built in Chatteris which will few years. have also started discussing some Each surgery chose 2 modules and
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the outcomes were presented by Dr Stevens-King audited the post with refreshments and running the We are also happy to discuss our the Practice Managers at the PGP being completed by admin to ensure session. This could also be rolled out walking breaks and how we are meetings which gave opportunity to that nothing was being missed and to other local practices within our managing to fit this into the working share and learn from others. reported back any issues to admin as area. Dr Angela Stevens-King, Lead day. training. nurse Mrs Helen Tiernan and PM Miss Workflow involved Dr Angela Melissa Richardson are leading on this Collaborative Objectives: Stevens-King and Melissa Richardson We are currently planning to trial a initiative. meeting neighbouring GPs and Leg Ulcer Clinic at the surgery based We hope to network with others Practice Managers and discussing on the Lindsay Leg Club model We have also instituted regular within the group and to gain the current workflow process in the (www.legclub.org). This would be walking breaks over the working day understanding of their innovations Practice. The administrators of the an initiative where patients have to try and promote brain and physical and the areas of change that they practices then met together and their leg dressings done in a more health have made to their working practice. discussed with each other how they communal setting to allow them to We are keen to be exposed to process the work and how it could be talk with others with similar issues. What the collaborative will new ideas and learning material to improved and streamlined. HERE was The Lindsay Leg Club describes bring to PCLC in terms of skills, ensure that we continue to offer the chosen provider and provided the this as something ‘that motivates knowledge and behaviours: excellent care to our patients and to surgery with a template to process and empowers individuals to take increasingly collaborate and work the post to save time looking for ownership of their care, alleviate We will bring our experience in with other practices and healthcare read codes and an online system to their suffering and reduce the stigma having set up and run a new system professionals. monitor the amount of post going attached to their condition. It also of ‘home working’ which may be through the document management seeks to further advance education of value to others given the current We are hoping to continue to develop system along with E Learning for the in all aspects of leg health among issues with recruitment and retention our leadership skills especially in the administrators to complete which sufferers, carers, the general public of staff. area of change management; to help covered from simple correspondence and the healthcare professions’. At others understand our strategic vision processing to more complex. present we are planning this on a We have also successfully set up a for the practice and to bring them on Workflow also involved getting all small scale within the surgery but if weekly educational meeting which board and enthusiastic to implement GPs involved and administrators successful we have a view to move has an e-learning element so it is the changes that will need to be to discuss what they felt could be this into the centre of Chatteris to inclusive of staff who are unable to made in the next few years. completed by the administrative one of the community centres where get into the surgery for the meeting. department without going to them. this can be run alongside the Parish We are hoping to continue to develop I.e. a copy of an appointment letter Nurse. The Lindsay Leg Club model is We can also discuss starting up our good working relationships with or a clinic letter with no actions that this should be in a setting where Leg Club model of care and how we angela.darlingneighbouring practices, our allied 2019-02-14 14:56:40 patients can also benefit from the required. Dr Angela Stevens-King have been finding the planning and ------healthcare teams and within our local social aspect and we hope in time was the lead and when an agreed hopefully we will have started it up in Annie,community please and delete that this this course paragraph will and list of filing by the GPs was created, to recruit some volunteers to help the next few weeks. replace with the top paragraph on page 22., before intended outcomes.
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Collaboratives within Milton Keynes, Bedford and Luton STP - Cluster 7 of Milton Keynes PCH
We hope to learn from others and yet as far as we are aware. Again and local communities as our area all Members: also share our knowledge in turn to we are keen to gain information and use the same medical record system. help them. knowledge from others that may This will be across 5 practices. Louise McCarthy have used digital platforms for patient Lead Practice Manager Intended Outcomes: consultation and to learn from their We will be looking at our population Cluster 7 of Milton Keynes PCH experience. data to determine other collaborative, We are hoping to gain new ideas for Thao Nguyen initiatives and priorities. our practice and to learn and develop We are keen to understand more Cluster GP Lead ourselves and our practice further. about managing change and helping Cluster 7 of Milton Keynes PCH NB: Our vision is to collaboratively We feel we would really benefit from others in the organisation become create a sustainable strong and Debra Clarke the interaction and networking that involved and invested in the changes effective primary care home Practice Manager this opportunity will give us so that that need to be made in the current delivering high quality services closer Cluster 7 of Milton Keynes PCH we can feed back our learning to the NHS. This will help as we continue to to home that is responsive to local/ practice to improve our systems and develop and grow as a practice. patient needs/outcomes. patient care. We are open to new The collaboratives’ initiatives ideas and initiatives and are keen to As part of the West Cambs supports delivery of the following: The nature of the joint work you develop and improve our practice and Federation we can feed back our are undertaking together and patient care delivery. learning and any new innovations We support the delivery of improving your roles within that joint work: into our local area. access to mental health services and We will use any new learning to help have started talks with our local We are very new collaborative whose with setting up and developing our mental health provider to provide aim is to become a strong team which Leg Club and also to improve and more accessible community level will establish a primary care home revisit our other previous initiatives mental health access. model of se4rvices for the population and innovations. we serve. We are exploring how we can We are also keen to work on our better integrate with our community Currently in our core collaborative chronic disease monitoring and pharmacist and clinical pharmacist to team we have: reviews to find a more efficient and improve prescribing outcomes with effective system of providing this general practice. • 5 practice managers who will aspect of care to patients. support and initiate agreed We are exploring standardisation of changes across our practices We are also signed up with the CCG general practice processes starting • 1 GP clinical lead who gives advice for the initial pilot of digital care with patient record summarisation in and guidance (e-consults and online consulting) order to improve health record and • CCG administrative support but this has not been rolled out as thus health outcomes for our patients strategic support
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Collaboratives within Norfolk and Waveney STP - Wymondham Medical Practice
• Community service team members local patient population and help Members: The nature of the joint work you who will help with integration of to motivate our patients to live well are undertaking together and services and take responsibility for their Steven Hembling your roles within that joint work: health and well being Data Team Manager What the collaborative will Wymondham Medical Practice We are working as a collaborative bring to PCLC in terms of skills, Successful delivery would look like an to improve and review the workflow Dr Sarah Baker knowledge and behaviours: integrated standardisation of service of clinical paperwork reviewed by GP across collaborative partners. Thus, the Practice in order to release G.P Wymondham Medical Practice 1.Skills reducing post code lottery of services time and develop non-clinical team Clinical leadership and ensuring high quality services Kerry Hancock members roles in that work are Management skills We hope to gain ideas, networking Data Team Manager G.P. lead, data team manager and IT skills and sharing of initiative and vision Wymondham Medical Practice workflow data team member.
Initiative/Innovative thinking We hope to bring back our learning to our local system in order to gain 2. Knowledge The collaboratives’ initiatives What the collaborative will An understanding of national agenda maximum benefit of PCLC and change supports delivery of the bring to PCLC in terms of skills, An understanding of patient needs for our patients across our local following: knowledge and behaviours: An understanding of local STP plans system.
An understanding of even wider • Breaking down organisational Skills: network/community e.g military Intended Outcomes: barriers to ensure people receive Clinical expertise voluntary seamless care. Knowledge of IT and data
3. Behaviour • Better patient health and social • Supporting the G.P forward view management in an NHS system. Professionalism outcomes e.g reduce suicide ten high impact actions to release Team working
Team spirit • A truly integrated system of care team for care by: Enthusiasm for personal development Listening/proactiveness with real time communication • Developing the team and and development of others
Respect • Stronger leadership which will drive empowering non-clinical members Curiosity and willingness to share system change of the team to offer safe, high- knowledge and ideas with others Collaborative Objectives: • Better cost-effective services quality, appropriate, administrative Individual - personal leadership skills
• Care closer to home through PCH patient care. and knowledge developments
• To develop leadership skills which model • Improving workflow in order to - improved team working and enables us to cross traditional • Better patient satisfaction reduce errors, improve care for leadership skills
boundaries and think beyond our • Improved workforce outcomes patients and increase availability of System Patients - safer patients care current problems but into the including reduced stress, reduced G.P direct patient care. - quality improvement of patient care future to benefit patients now and workforce and happier workforce - more efficient processes the next generation • To improve skills on engaging our
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Collaboratives within Milton Keynes, Bedford and Luton STP - Milton Keynes and Bedford Street Surgery / Westcroft Surgery
Collaborative Objectives: Members: secondary care working together to deliver the 10 high impact Individual - personal leadership skills Laura Lucas actions across our cluster and for and knowledge developments Practice Manager Lead development of integrating new roles - improved team working and Milton Keynes and Bedford Street within primary care. leadership skills Surgery System Patients - safer patient care Lynda Young The nature of the joint work you quality improvement of patient care Practice Manager are undertaking together and your roles within that joint work: more efficient processes Westcroft Surgery
Intended Outcomes: Kerry Hancock Development of primary care homes Data Team Manager angela.darlingfor our cluster of 5 practices is the key 2019-02-14 14:57:45 • The development of high quality, Wymondham Medical Practice to a sustainable primary care model ------safe and workflow protocols in Milton Keynes. We are a cluster Pls remove Kerry Hancock
• Improved team satisfaction and The collaboratives’ initiatives of 5 with a combined population of skill supports delivery of the following: 55,000 patients.
• Improved GP resilience
• Sharing of workflow processes Our cluster developments shared Laura Lucas is the lead practice across local practices purpose. manager for MKGP federation and • Increased direct clinician-patient supports practices and members
across all clusters. Both Laura (myself) contact We are a cluster of 5 practices and Lynda Young are lead practice who are working collaboratively managers for our cluster. to implement and develop change working towards a primary care home model. The initiative will My role with MKGP also involve support leadership development working closely with the CCG, for our cluster learning from other public health and develop training professionals both for inspiration and education events locally for all and facing challenges. We want clinicians and admin roles. I also to improve our cluster to release represent MKGP and our cluster at local steering groups. resources enabling joint working and project management time to develop a PCH with the local community and
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Impact Day 1 - Thursday 28 February 2019
Your thoughts, notes and reflections
What the collaborative will thereby increasing knowledge and bring to PCLC in terms of skills, confidence. What one thing stood out for you today? knowledge and behaviours: What one thing will you commit to doing following this session? Intended Outcomes: Please use this space for any personal reflections. Our cluster recognises that we need to build engagement and identity • The development of our cluster stakeholders for the sustainability of and streamlining of services. our primary care home; joint working • Defining leadership roles within enhances our current skills. our cluster. • Engagement and knowledge will We have started this journey at cluster be stored and improved. level and can share and develop this • The development will support our knowledge. I am currently enrolled on population needs by increased a leadership course with BLMK which knowledge of project leadership ends in February 2019. management. • Increased development of joint Our skills as practice managers and working with primary care, knowledge of services locally and secondary care, communities and nationally as well as leadership skills the local council developed through MK federation work.
Collaborative Objectives:
PCLC will enhance our leadership skills and the development of our primary care home. It will enable us to support clinicians in releasing time, understating and implementation of new roles in primary care and develop our shared initiatives.
It will equip us to develop services in lie with our patient population needs and streamline these services,
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Interim Project Group Report Template (You will be provided with a template to complete after each Impact Day)
Please submit this to your facilitator within two weeks of the impact day. 3. What might your trio do differently overall? (up to 300 words)
1. Did the impact day and group session affect your plans for your project?
Yes No If yes, please briefly list the elements affected:
2. What changes have you made as a result of the day, if any? 4. What might you do differently overall? (up to 300 words) (up to 300 words)
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Impact Day 2 - Wednesday 10 April 2019
Your thoughts, notes and reflections
What one thing stood out for you today? What one thing will you commit to doing following this session? Please use this space for any personal reflections.
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Impact Day 3 - Wednesday 22 May 2019
Your thoughts, notes and reflections
What one thing stood out for you today? What one thing will you commit to doing following this session? Please use this space for any personal reflections.
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Programme Delivery Team and Facilitators
Programme Lead
Dr. Vijay Nayar Dr. Sarah Rann Nick Barker Dr. Julie Glenn GP Dean at Health Education Assistant Medical Director, Lead General Dental Practitioner, Chair England. GP in Bedford, Visiting CDAO NHS England (Midlands Essex Local Professional Network, GP and Managing Partner in a large Professor at Cranfield University and and East) East, Associate Dean, Postgraduate Dental Tutor, market town practice in Norfolk Member of the faculty of the Harvard Professional Support and Careers, Postgraduate MSc Clinical Lecturer at and a CCG Clinical Governing Body Macy Institute for their Leading Health Education England East University of Essex, Honorary Senior Member and Quality Lead. Qualified Innovations in Health Care and Lecturer Barts & The London Medical Leadership Coach. Education course. Sarah is a GP currently working for & Dental Institute, Medico-Legal NHS England East as an Assistant Expert Witness, Member BDA UK Julie attended the East of England Medical Director. She also coaches. Council, Member of BDA General Primary Care Leadership Collaborative She has been a locum, retainer, Dental Practice Committee. as a delegate in 2016/17 and is partner appraiser, GP tutor, LMC delighted to now be helping to committee member, clinical assistant, facilitate delivery of this innovative OOH director, and spent time working Primary Care leadership programme. in tertiary level care.
She also spends time with increasing numbers of grandchildren, family and friends.
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Programme Delivery Team and Facilitators
Helen Oliver Dr. Rob Houghton Dr. Mark Attah Karen Bloomfield Senior Programme Director - MB ChB DRCOG DCH MRCGP GP Principal and Associate Head of East of England Eastern AHSN Postgraduate GP Dean Leadership Academy Robert Houghton qualified from Health Education England With a background in criminology the University of Liverpool in 1988. Karen leads on the implementation Helen began her career within a He started his medical rotation in Mark served as Executive Director and management of the local and national offending profiling team, Lincoln and gathered GP experience for the Greater Peterborough national leadership work streams she then moved into roles within in Melton Mowbray. He has worked Network where he Chaired the aligned to the strategic framework local government, regional as a GP and Trainer at Oundle surgery Programme Board for the Prime Developing People, Improving government and health. In these roles for 19 years and is passionate about Ministers Challenge fund which Care and as an integral part of our Helen has led complex and innovative education, training and lifelong successfully won a bid for £2.6 work with the National and local strategic partnerships across health, learning. He joined the Practice as a million to develop extended access Leadership Academies. This includes adult social care and community GP partner in October 2016. to primary care. He also served as a work on the key priorities of talent safety. Dr Houghton enjoys all aspects of member of the Board of the Local management, system leadership and General Practice with particular Commissioning Group and Quality building leadership for inclusion. She joined the Eastern AHSN in interests in palliative care, mental Lead for the Cambridgeshire and Karen qualified as a nurse at University September 2016, having previously health and empowering patients to Peterborough CCG. Mark has an College Hospital in 1983. She has held the position of Managing manage their complex problems. MBA from Loughborough University worked in community nursing in North Director of Care City - a Healthy Rob is married with 4 very grown up Business School. He is a Fellow London and held senior clinical nursing Ageing Innovation Centre based in children. His wife works as a GP in of the Royal College of General posts in Hertfordshire. She then moved North East London. Sawtry. Out of work, he enjoys all Practitioners (FRCGP) and Member roles into workforce development and forms of exercise, plays competitive of the Faculty of Medical Leadership leadership. Throughout her career she sport including football and hockey and Management (MFMLM). Mark has had a passion for developing staff and represented GB as a member continues to support a number and keeping a focus on high quality of the British Medical Football Team of charities across Africa in the care for patients. “master over 45’s Team”. areas of Health, Education and Entrepreneurship.
50. Primary Care Leadership Collaboratives 51. Primary Care Leadership Collaboratives
Programme Delivery Team and Facilitators Resources
Adminstration Support
Jacqueline Smith Publications: Leadership Programme Manager • The little book of Large Scale Change, NHS Improving Quality
• Organisational Behaviour (4th edition). I Brooks; Pitman Angela Darling • Seven habits of highly effective people. S Covey. Simon and Schuster Leadership Programme Administrator • Clinical leadership - a framework for action - published January 2019
Professionally diverse leadership teams including senior clinicians at board level Amber Ramans-Harborough increase the likelihood of meeting the complex challenges facing the NHS. Leadership Administrator We have created a framework to help providers make the most of the talents Elisabeth Hopman of all their existing workforce. https://improvement.nhs.uk/resources/clinical- Michael Ejeomo leadership-framework-action/ Elisabeth is a Portfolio GP, an NHS PGMDE PA Support Team
HEE Coach and Mentor (ILM7), a GP Articles: Appraiser and an Associate GP Tutor All information will be added at Norwich Medical School. She is a to the programme microsite at: • Turning Doctors into Leaders. Lee T H Harvard Business Review April 2010, linguist and loves human narrative https://eoeleadership.hee.nhs.uk/ 50-58 and embracing difference. She is PCLC_2019_Coh4 • The four habits of high-value health care organisations Bohmer R J N Eng passionate about General Practice, J Med, 2011 365:2045-2047 education and life long learning ... For any queries, please email • Leading Change: Why transformation efforts Fail Kotter J P Harvard Business, working collaboratively and enabling [email protected] Review March-April 1995 others to be the best that they can in the first instance. • Will disruptive innovations cure health care? Christensen C M, Bohmer R and be. Kenagy J Harvard Business Review September October 2000 • The Innovator’s DNA Dyer J H, Gregersen H B, Christensen C M Harvard Business Review December 2009
Tools: • 360 Feedback - Leadership Academy (2015) Healthcare leadership model 360 degree feedback tool. Available at: http://www.leadershipacademy. nhs.uk/resources/healthcareleadership-model/supporting-tools-resources/ healthcareleadership-model-360-degree-feedback-tool/ • Mind Tools www.mindtools.com • Introverted Leaders http://www.introvertedleaders.co.uk/ • Coaching register https://eoeleadership.hee.nhs.uk/coaching_and_mentoring • Mentoring register https://eoeleadership.hee.nhs.uk/coaching_and_mentoring • The Edward Jenner Leadership Fundamentals programme https://www.
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Resources Resources
leadershipacademy.nhs.uk/programmes/the-edward-jenner-programme/ Videos: • www.TED.com • Kate Atkin - Effective Networking https://www.youtube.com watch?v=LGdwOJtmQcg • Kate Atkin - Making Impact … Confidently https://www.youtube.com/ watch?v=9oSEGkWL_wY • Association for Project Management - What’s the project management https://www.youtube.com/watch?v=Jk-JwtScIlw • Prof Michael West - Breaking through boundaries: culture, team working and leadership challenges https://www.youtube.com/watch?v=4O6U3f3_904 • Elaine Mead, Chief Executive of NHS Highland - Leading health and care integration: a whole systems approach https://www.youtube.com/ watch?v=r6EmKW05o3U • Linda Holbeche - How OD can make a difference to organisational performance https://www.youtube.com/watch?v=or7-Wo-XFDk • Hear Professor Michael West speaking on Compassionate Leadership https://www.youtube.com/watch?v=0RXthT32vcY
Webinars: Also as part of our Improvement Leaders Collaboratives we are able to offer access to a number of webinars, register and you’ll be able to see the on demand webinar. https://eoeleadership.hee.nhs.uk/resources_videos_articles
• Using data and measurement for improvement - Martin Land, Director of Landmark Health Consulting • Unconscious process, systems psychodynamics and the practice of system leadership - Anne Benson, Principal Consultant and Researcher, The Tavistock Institute • Enabling system leadership - critical success factors - Debbie Sorkin, National Director of Systems Leadership, The Leadership Centre • Myths and mechanisms for diffusion of innovation - David Albury, Director, Innovation Unit
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Resources
Useful Links: • NHS England General Practice https://www.england.nhs.uk/gp/ • NHS England General Practice Nursing https://www.england.nhs.uk/ • Association of Dental Administrators and Managers leadingchange/staff-leadership/general-practice-nursing/ http://www.adam-aspire.co.uk/ • NHS England General Practice On Line https://www.england.nhs.uk/gp-online- • Association for Project Management https://www.apm.org.uk/ services/ • Care Quality Commission https://www.cqc.org.uk/ • NHS England New Care Models https://www.england.nhs.uk/new-care-models/ • Developing People, Improving Care https://improvement.nhs.uk/resources/ • NHS England Primary Care Support https://pcse.england.nhs.uk/ developing-people-improving-care/ • NHS England Spotlight on Primary Care https://www.england.nhs.uk/nhs70/ • Eastern Academic Health Science Network (EAHSN) http://www.eahsn.org/ spotlight-series/primary-care/ • Eastern Region Public Health Observatory (ERPHO) - Key public health datasets • NHS Health Education England https://heeoe.hee.nhs.uk https://www.herc.ox.ac.uk/downloads/health_datasets/browse-data-sets/ • NHS Improvement https://improvement.nhs.uk/ eastern-region-public-health-observatory-erpho-key-public-health-datasets • NHS Improvement - Creating a culture of compassionate and inclusive • East of England Leadership Academy https://eoeleadership.hee.nhs.uk/home_ leadership https://improvement.nhs.uk/resources/culture-leadership/ • Faculty of Medical Leadership and Management www.fmlm.ac.uk • NHS Improving Quality http://www.nhsiq.nhs.uk/ • Finance Skills Development Network http://www.skillsdevelopmentnetwork. • NHS Leadership Academy http://www.leadershipacademy.nhs.uk/ com/home • Nuffield Trust - Evidence for better healthcare https://www.nuffieldtrust.org.uk/ • General Dental Council https://www.gdc-uk.org/ our-priorities • General Practice Bulletin subscribe at https://www.england.nhs.uk/email- • Practice Managers Association https://practicemanagersuk.org/ bulletins/general-practice-bulletin/ • Practice Management Network https://www.practicemanagement.org.uk/ • General Practice Forward View https://www.england.nhs.uk/gp/gpfv/ • Primary Care Improvement Community Newsletter subscribe by emailing • General Practice Nursing Forum https://www.rcn.org.uk/get-involved/forums/ [email protected] general-practice-nursing-forum • Public Health England https://www.gov.uk/government/organisations/public- • Health Education England Advancing Dental Care https://www.hee.nhs.uk/our- health-england work/advancing-dental-care • Quality Improvement Guide for General Practice http://www.rcgp.org. • Health Education England General Practice Nursing https://www.hee.nhs.uk/ uk/clinical-and-research/our-programmes/quality-improvement/quality- our-work/general-practice-nursing improvement-guide-for-general-practice.aspx • King’s Fund https://www.kingsfund.org.uk/ • Royal College of General Practitioners http://www.rcgp.org.uk/clinical-and- • National Health Executive http://www.nationalhealthexecutive.com/ research/our-programmes/quality-improvement/quality-improvement-guide-for- • NHS Collaborate http://www.nhscollaborate.org/ A community of practice for general-practice.aspx leaders, by leaders and is a platform for collaboration across Primary care • The Health Foundation https://health.org.uk/ It has a range of podcasts and resources at http://www.nhscollaborate.org/ • The Strategy Unit - Evidence Insights Sept 2018 edition - outcomes from new news-views/podcast-mark-spencer-on-a-visionary-new-model-for-general- care models and vanguards https://mailchi.mp/95bcdce19a0e/1v4i4qu307- practice/ 1292065?e=cd57d5cf75 • NHS Confederation http://www.nhsconfed.org/ • NHS England Dental https://www.england.nhs.uk/commissioning/primary-care/ dental/
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Resources Every picture tells a story … Doodle and Draw
Eastern Academic Health Science Network:
Eastern Academic Health Science Network https://www.eahsn.org/about/ is one of 15 Academic Health Science Networks (AHSNs) set up to spread innovation at pace and scale across the healthcare system - in orderto achieve the ultimate goals of both improving health and generating economic growth. We work in partnership to bring resources and learning together for the primary care collaboratives programme such as the primary care podcasts https://www.eahsn. org/resources/primary-care-talks-podcasts/ talks hosted by Dr Hasan Chowhan. You can sign up for the monthly newsletter https://www.eahsn.org/resources/ monthly-newsletter/ or/and the specific newsletter on improvement https://www. eahsn.org/resources/improvement-newsletter-2/ for up to date information on initiatives and events.
Follow on Twitter @TheEAHSN or on LinkedIn at https://www.linkedin.com/ company/the-eastern-academic-health-science-network-eahsn-/
• Primary Care Talks https://www.eahsn.org/resources/primary-care-talks- podcasts/
• Innovation Exchange https://www.eahsn.org/our-work/innovation-and-industry/ innovation-exchanges/
• Supporting Transformation 1 https://www.eahsn.org/our-work/improving- health-and-care/supporting-transformation-nhs/self-care/
• Supporting Transformation 2 https://www.eahsn.org/our-work/improving- health-and-care/supporting-transformation-nhs/primary-care-accelerator-2/
• Supporting Transformation 3 https://www.eahsn.org/our-work/improving- health-and-care/supporting-transformation-nhs/emop-3/
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Every picture tells a story … Every action creates a reaction … Doodle and Draw Share Your Reflections
60. Primary Care Leadership Collaboratives 61. Primary Care Leadership Collaboratives
Every action creates a reaction … Every action creates a reaction … Share Your Reflections Share Your Reflections
62. Primary Care Leadership Collaboratives 63. Primary Care Leadership Collaboratives
Every written word preserves a thought … Every written word preserves a thought … Write Your Ideas Write Your Ideas
64. Primary Care Leadership Collaboratives 65. Primary Care Leadership Collaboratives
Every connection builds your network … Every connection builds your network … Keep Your Contacts Keep Your Contacts
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66. Primary Care Leadership Collaboratives 67. Primary Care Leadership Collaboratives
Every connection builds your network … Every connection builds your network … Keep Your Contacts Keep Your Contacts
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68. Primary Care Leadership Collaboratives 69. Primary Care Leadership Collaboratives
Every connection builds your network … Every connection builds your network … Keep Your Contacts Keep Your Contacts
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70. Primary Care Leadership Collaboratives 71. Primary Care Leadership Collaboratives
East of England Leadership Academy Health Education England
2-4 Victoria House Capital Park Fulbourn Cambridge CB21 5XB https://eoeleadership.hee.nhs.uk https://twitter.com/NHS_HealthEdEng https://twitter.com/eoeleadership
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