Scottish Government

1. INTRODUCTION

Improving the health of Scotland and reforming how healthcare is delivered depends on effective leadership at all levels of NHS Scotland. Developing the leaders of today and tomorrow will be crucial in delivering the ambitious goals that have been set for the health service.

This Leadership Framework proposes how that can be done. It is focused and simple - but not simplistic. It will be dynamic and not fixed. It aims to:

• establish the change context which must inform the leadership development agenda

• describe the qualities of NHS Scotland leaders

• identify priorities for action in leadership development (nationally)

• propose how NHSScotland can work together - locally and nationally - and with partners, to develop leadership capacity and capability at all levels.

The Framework is built around the following concepts:

• In order to give strategic coherence, there will be a single, national approach to leadership development in NHSScotland. This will be focused on the needs of the service, teams and individuals.

• Within this cohesive approach there will be significant space for local systems to take forward the leadership development agenda and for professional groups to enhance specific skills.

• The goals of improving health and reforming healthcare delivery cannot be achieved by the health service alone. Wider public sector engagement is critical and this needs to be supported by joint approaches to leadership development.

• New approaches will be needed to provide opportunities for career development and give flexible support to systems where necessary.

And it aims to do this in a way which is useful across the Service. Fine words and intentions deliver nothing unless leaders catch the spirit of this Framework, apply it both locally and personally and derive benefit from it. Together, the aim is to secure a cohort of motivated leaders, working to a common understanding of qualities and behaviours, and delivering real improvements for the people of Scotland.

This Framework is being issued for discussion with a wide range of stakeholders. We want to ensure that what is proposed here is robust, will achieve its stated aims and will meet the needs of the service. The final Framework will be shaped by the views we receive and we hope as many people as possible take the opportunity to comment.

A schematic summary of the proposals in this discussion Framework is provided below.

2. BACKGROUND AND SCOPE

Background

The health White Paper Partnership for Care made a commitment to value and empower staff to "solve old problems in new ways". It included specific proposals to invest in leadership development and develop a leadership framework. There is a recognition that greater strategic coherence is needed in this area - not to squeeze out local initiative, but so that the whole is greater than the sum of all the parts. And that can only be true if the national actions support local needs, and if local actions complement national priorities.

Health and healthcare policy in Scotland is developing differently from other parts of the UK. This divergence creates opportunities for leaders to learn from elsewhere in the UK NHS and to learn jointly with other public services in Scotland. It also means that NHSScotland has to have greater self-sufficiency in developing tomorrow's leaders to deliver the most significant public sector reform agenda that Scotland has seen. To that end, the leadership development agenda has to add real value to the health agenda and contribute to the wider development of corporate Scotland.

Scope

Leadership and Management Development

This Framework focuses on leadership development - which is about supporting leaders in transformational change. But this cannot be considered in isolation : the change agenda needs to set the context for leadership development. If 'leadership development' is understood to be about supporting this transformational change, then that is not the same as 'management development' which is about supporting managers in transactional, operational processes, controls and problem solving.

Individuals often have to deliver both a leadership and a management role in their jobs. This is recognised in this Framework which, while focusing on leadership development, will include management development. The wider agenda of staff development is taken forward through the Lifelong Learning Strategy Working Together.

Front-line leaders to strategic leaders

Leadership is also not the preserve of a few people at 'the top'. It needs to permeate each ward team, community team, functional team etc. and support front-line leaders make a difference. The 'tone' of an organisation, however, is often set by the styles and behaviours of senior managers. They are the leadership role models for those they lead and serve. For that reason, the national actions proposed in this Framework focus on senior managers (including senior clinical leaders), with an expectation that local Boards will follow through in considering how best to continue to invest in local leadership / management development for their staff.

Clinical leadership, general management, functional management and professional leadership

The term 'clinical leadership' has taken on increasing significance across the UK. While there is no agreed definition of the term, clinical leadership is about driving service improvement and the effective management of teams to provide excellence in patient/client care. This indicates a widely distributed approach to leadership. Positional leadership needs to complement this distributed form of leadership, and vice versa. Positional leaders such as general managers often have clinical backgrounds but come from a wide range of professions, and need development support, as do functional managers - whether in information, estates, human resources, finance or other areas. 'Professional leadership' is another important concept in this context, and professional development for staff is a significant agenda nationally and locally across NHSScotland.

It is not, however, the place of this Framework to determine how local organisations understand these different leadership concepts, and determine effective relationships, accountabilities and responsibilities across different types of leaders/managers. It is, however, appropriate to establish the principle that, as multi-disciplinary teams deliver services to patients and clients, and as groups of teams deliver organisational and system goals, so development should be based on the principle of team and multi-disciplinary learning to support the drive to service transformation.

While leadership development for a specific profession or group, or with a specific emphasis has its place, it is important to guard against development in silos and cherry-picking aspects of leadership / management development unless appropriate. The wider the understanding of all aspects of leadership / management, and the more professional and organisational barriers that are overcome by developing leaders across boundaries (both within organisations and across the wider public sector) the better - for patients/clients and the individuals alike. This Framework therefore will provide a universally applicable description of NHSScotland leadership qualities for all leaders - which can provide a basis for recruitment, personal development planning, individual / team performance review and training delivery. It will also make difficult judgements about the critical areas for investment nationally (which will not satisfy all needs and aspirations), and deliver against those.

Individuals and Teams

Leadership / management development relates to individual needs. Application can sometimes be difficult however for individuals. As indicated above, it can also be taken forward through team-based development opportunities which can provide a powerful approach to taking real work issues, securing and applying change. Both team and individual approaches need to be used.

3. CHANGE CONTEXT

Before the leadership qualities can be considered, the broad change context needs to be understood. This context is multi-faceted, but key drivers include :

This is far from an exhaustive list, but it serves as an indication of the overall change agenda. Leaders need to be developed to take this forward.

The contradictions and tensions are also very real. Driving radical, local reform does not always sit comfortably with the local political context. If leaders are expected leaders to make tough judgements on the best disposition of services and use of resources, then they need to be protected and supported appropriately. Equally, weakness in leadership which results in a loss of trust and respect within systems and across partner organisations cannot be tolerated. Emotional competence is every bit as important as designing service strategy, because the effects of poor behaviours on others can be even more damaging than muddled strategic thinking.

It is important therefore that the qualities and behaviours of leaders for NHSScotland are stated explicitly, and that leadership development supports today's leaders to meet these challenges. It also needs to provide a cohort of emerging leaders fit for tomorrow's challenges.

4. LEADERSHIP QUALITIES AND BEHAVIOURS

The set of leadership qualities given below has been drawn from a wide range of NHS, public sector, private sector and contemporary academic thinking and models ( see 'References' in Appendix 5). It will never be perfect and will evolve, but it is deliberately succinct. Reams of descriptors may satisfy some, but experience in many sectors shows they are a 'turn-off' for the majority. Increasing the complexity of a model decreases its application. This Framework therefore provides a basis for further local development to support:

In recent years, local organisations have either developed their own approaches or used previous SEHD models. Our understanding of leadership needs to be progressive, which is why more contemporary thinking is reflected in this Framework. The command and control style belongs to previous decades; competitive behaviours where 'my' and 'I' are more important than 'our' and 'we' are out-moded. Today, leadership is about facilitating complex systems with partners through major, transformational reform.

This Leadership Framework therefore proposes a consistent and universal application of these qualities as a common approach and language across NHSScotland. It can be adapted locally to suit local circumstances and specific roles. It aligns to the approach being taken in NHS England, and builds on previous work with this topic in NHSScotland.

NHSScotland LEADERSHIP QUALITIES SUMMARY

LEADERSHIP QUALITIES : DESCRIPTORS

Code of Personal Governance

The Code of Personal Governance outlined in 'Personal Qualities' above, and detailed in Appendix 1, provides a code of practice for all leaders and managers in NHSScotland - and completes the governance portfolio for NHSScotland. It is based primarily on work done by the Institute of Healthcare Management and NHS Confederation to support the development of similar Codes elsewhere in the UK NHS.

The Code provides a measure against which individuals can test their decisions and actions. It also provides reassurance to all those served by NHSScotland of the professional standards leaders / managers use in making complex, balanced judgements.

Careful consideration will need to be given to the implementation of this Code, in relation to potential contractual commitments.

Supporting Leadership Behaviours

Inherent within the above Framework is the need for consistent use of positive behaviours by leaders. The usefulness of the 'Critical Leadership Behaviours' has varied widely since they were introduced in NHSScotland. Appendix 2 provides a revised model using a summary of positive and negative behaviours in the context of the 'Personal Qualities' of leaders. Again, this does not attempt to provide the perfect summary, but it provides a straightforward approach to clarify the behaviours that need to be in place. This behavioural summary can be used as part of the performance review process. It recognises that performance is not simply about getting things done regardless of 'how', but is concerned at balancing 'what' gets done with 'how' it get done.

5. PRIORITIES FOR ACTION

There is much to be done. Just as the change context will move on, and the leadership qualities evolve, so too will the priorities for investing in leadership / management development. There are two broad strands for action:

Combined, there is a third element of career management for leaders. These strands are explored below, complemented with an outline 'Workplan' in Appendix 3 to show the development path / timescale over the next 1-2 years.

5.1 Leadership Capacity

The initial priorities at a NHSScotland level will be :

There are a number of actions being planned / taken forward:

(i) 'Developing Corporate NHSScotland' is an approach aimed to promote effective working between leaders in NHSScotland and leaders in SEHD. The development of coherent policy and its successful implementation is dependent, in part, on the effectiveness of this interface. As the first phase, an overall approach has been established as set out in Appendix 4.

Further phases of this work will be built around developing the relationships between Ministers, Chairs and Non-Executives, together with system mentoring and coaching where teams face particularly complex change issues. Further details will be developed for discussion.

(ii) In partnership with the Scottish NHS Confederation in Scotland, a series of development opportunities for top teams (Chairs / Non-Executives / Executive Directors, typically) is being planned. This will include:

(iii) A coaching pilot for a cohort of NHS Board Chairs is in place. Consideration will be given to extending this, subject to the evaluation outcomes.

(iv) In the past arrangements were put in place for coaching senior executives, with extremely positive feedback on an individual basis. The main area for improvement was the need for a coherent organisational development framework to inform the purpose and direction of the coaching, together with a contemporary and generic framework of the underpinning leadership qualities and behaviours. This Leadership Framework provides that platform, and local health systems are encouraged to consider how they can use the coaching tool to support executives and executive teams locally in taking forward the agenda.

Periodically, corporate briefings for executive coaches will be provided, which will also provide an opportunity for general feedback on issues / priorities to inform future leadership development initiatives. This arrangement will not compromise confidentiality between the coach and the executive / team.

(v) We enjoy very positive relationships with the NHS England Leadership Centre and the Scottish Leadership Foundation, together with other providers and private sector businesses. Development opportunities will be available through these organisations for senior leaders either through direct enquiry or through specific opportunities notified by SEHD. More specifically, we will work closely with the Scottish Leadership Foundation, and other bodies such as COSLA, to consider how to support the need for the development of strategic leaders across the wider public sector.

There is a healthy tension here. With the current emphasis on 'leadership development', we must not lose sight of the need for basic management development - for people leading clinical teams, community teams, functional teams and project teams. Managers are encouraged to emerge through clinical routes, for example, and often have to 'pick up' management / leadership development on a do-it-yourself basis. It is simply not good enough to expect experienced clinicians to be effective managers without providing access to comprehensive leadership / management development. The day is probably coming when managers will be regulated. We need to prepare now for a professional managerial workforce where people have been given the opportunity to gain the skills and understanding they need to help them manage and transform services. The use of Continuous Professional Development approaches will support this.

There are, however, many vital clinical leadership roles which have less 'general management' content, but are powerful roles in leading and transforming services. These leaders also need to be appropriately equipped in their roles, and supported to help them understand the wider context in which their roles operate.

Nationally, some sponsored opportunities have been made available through, for example, the Open University and the RCN Clinical Leadership programmes to develop this broad spectrum of leaders / managers. Some systems have developed local solutions. In future, it is proposed that each system reviews their arrangements for clinical leadership and generic management development, with a view to the SEHD providing a level of financial support, validation and brokerage of national arrangements where appropriate. SEHD resources will need to be 'pooled' to support this approach. This will move us away from a product driven route to an integrated, needs-led approach that utilises and informs the development of local and national products and tools.

To secure subsidies, it is proposed that NHS Boards establish Development Plans with proposals for clinical leadership and management development which demonstrate they will:

Financial support will be dependent on SEHD validating the plans put forward by individual Boards. This will ensure that common standards apply across NHSScotland.

There have been many pleas to invest in succession planning to secure the future strategic leaders of the service. Such investment is to some degree a step of faith, but if nothing is done, problems can be expected in recruiting to strategic posts in the future.

The Scottish graduate-level schemes of the past have had chequered reviews. NHSScotland is alone, however, on a UK-wide basis, in opting out of this form of investment in succession planning. It is proposed that NHSScotland needs to develop a fresh approach to investing in this from of succession planning, with the following parameters:

Clearly there is much that needs to be done to prepare for this potential approach, as outlined in the 'Workplan' ( Appendix 3).

Other approaches to succession planning will be considered and developed as appropriate. For example, the proposal to develop Managed Clinical / Care Network leaders (page 14) will contribute to succession planning. There is also a need to consider the development of future leaders in functional areas, and consider fast-track development opportunities for middle-senior managers/leaders. There is an issue of capacity and resource not only to deliver such proposals, but also to ensure they are tied in to the local and national career development approaches which emerge. Different professional groups / bodies have specific contributions to make, and interests they want to see taken forward. Whilst there are no specific plans to sponsor one professional group in preference to another, opportunities to steer and link thinking would be welcome.

NHS Boards will also need to consider local approaches to talent spotting and succession planning and help shape any national campaigns or approaches that will make a difference.

5.2 Leadership Capability

To complement the above broad approaches to investing in leadership / management capacity, more specific initiatives will be taken forward at a national level to support aspects of the change agenda. This will involve close working with the Centre for Change and Innovation. The current priorities that are being considered / actively pursued are:

As new organisations, it is essential that the opportunities and policy direction presented to CHPs are both understood and exploited. To that end, the first phase of a development initiative is being implemented, under the auspices of the CHP Development Group. It is being commissioned to help potential leaders across health and partner organisations, and will be followed up with more specific leadership development to support appointed CHP leaders. More detailed information, such as expected outcomes, is available through the SHOW/CHP Development Group web-site.

Work is being developed with the Scottish Leadership Foundation to take forward, through action inquiry, key change themes such as 'Improving Service Delivery' and 'Improving the Patient's Experience'. These themes link into the change agenda. This approach will benefit the individual development of these clinical leaders and assist with organisational growth as the learning is applied locally.

The balance between leading institutions and leading clinical/care networks will continue to shift towards managing pathways / programmes of care. It is too optimistic to hope that the leaders of these networks will simply emerge with all the requisite skills they need. There needs to be a better understanding of the skills and understanding these leaders require if they are to be equipped to face the challenges before them. This will require action at national, regional and Board levels to take this forward.

Local systems have already given significant attention to their development as a single system. Boards will need to continue along their development paths, and, through the Strategic Team Development activities, there will be opportunities to share the learning across local systems.

Furthermore, much has already been achieved through Joint Future and community planning approaches, and within their Development Plans, NHS Boards are encouraged to maximise joint opportunities for cross-partner development to support the change agenda.

Good arguments could be made for other priorities. Those listed above exceed current investment levels nationally, and will require a modest increase / realignment of resources. Nonetheless, the discussion points below provide an opportunity to shape these plans and proposals.

5.3 Career Development for Strategic Leaders

Over and above these plans, there is a need to provide support and development for current and future Strategic Leaders across NHSScotland. To date, the movement of 'top' leaders has been fairly random, piece-meal and reactive to particular circumstances. We need to find a way of balancing the needs of NHS Boards, the Health Department and the individuals themselves and consider a more systematic approach to career development, succession planning as well as matching relevant skills to specific requirements. This may involve a trade-off between the freedoms that Boards currently enjoy against a proactive, planned approach to supporting individuals and teams manage their careers within NHSScotland.

If there is an appetite to support career development more proactively, a mechanism needs to be determined carefully. It will require careful handling to ensure consistency and fairness, as well as openness, transparency and personal focus - so that individuals and employers alike see the benefits of a more corporate approach. A small group of NHS Board Chief Executives is giving consideration to this issue at a national level, with a view to incorporating more specific details in the final Framework. Suggestions from across NHSScotland and partners are also welcome in relation to possible approaches such as career counselling, forward planning of movement around time-limited postings for strategic leaders etc.

Additionally, a Skills Bank management information system will be developed in partnership with Careers for Health. Participants within the leadership development framework will have the opportunity to use it. The system will:

5.4 NHS Board Planning and Delivery

Many NHS Boards have developed Leadership and Management Development Strategies. Boards will need to review these strategies and consider how they need to be up-dated to reflect the national approach in the Leadership Development Framework. Other NHS Boards have not yet been able to develop their local strategies and the Framework will help shape local plans. More specifically NHS Boards are asked to establish Development Plans which complement their Change and Innovation Plans and which reflect their plans to take forward the broad themes of this Framework locally (together with other local needs). These Development Plans will:

NHS Boards will be asked to ensure the engagement of Local Authorities and the Local Partnership Forum in developing these plans. It is proposed that the Development Plan is succinct, high-level and outputs/outcomes focused; the section in the second bullet point above will require summary information on inputs to inform the criteria set out earlier.

6. MODELS AND PARTNERSHIPS FOR DELIVERY

The map is complex, but it is useful in establishing greater clarity in relation to roles and partnerships between the various organisations and bodies involved in formulating policy, commissioning delivery and providing development and research support. The diagram below provides an overview of the current model:

It is clear that there are multiple organisations and roles. Clarity is required in the relationship between SEHD and the NHS Boards around leadership development. This Framework should support that through providing the basis of national policy and strategy on leadership development which local NHS Boards can use as a basis for development planning and delivery. The next section of this Framework will suggest how NHSScotland can work together to take the agenda for leadership development forward.

At national level, there is a series of complex relationships between a wide range of partners, and we need to secure a common understanding of these relationships and roles. There is also a wide range of national and local providers - which is good from the point of choice - but can lead to lengthy commissioning processes. Nationally, we will develop more strategic alliances and call-off arrangements to facilitate speedier processes within appropriate governance arrangements.

7. STEERING AND REVIEW

While SEHD has the national policy lead role, it is essential that NHS Boards steer the development and review the implementation of this Framework. This responsibility must lie with the leader of each system. To this end, the NHSScotland Chief Executive's Business meeting ( see Appendix 4) will provide the forum to review progress and steer further development. Periodically, the Chief Executives' Development Group will also spend time considering leadership development to shape policy and evaluate impact. Sector meetings will also want to consider how they can contribute to policy development and delivery.

In addition, lead individuals are being identified in each Board to take forward leadership development (reporting to CE level). It is proposed that these leads come together, probably on a bi-monthly basis, to exchange good practice, take forward more detailed planning on behalf of CEs, co-ordinate implementation and share intelligence.

Evaluating the impact of leadership development strategies is not straightforward. There are certainly too many variables to consider evaluating return on investment, but on the other hand it is important to ensure that resources are being applied with the greatest impact. Evaluation methodology will therefore be developed, using existing approaches and information where appropriate, with a view to gauging impact after the first 12-18 months; this will then inform further iterations of the Framework.

8. PROCESS FOR CONSULTATION

A significant amount of exploratory and consultative work was undertaken through the 'Review of Management and Decision Making' Project Group E, in considering leadership development in NHSScotland. That has served as a helpful precursor to this Framework. In developing this Consultation Draft discussions were held with the Health Department Board, NHSScotland Chief Executives' Group, and Scottish Partnership Forum, together with many more informal discussions with local health systems and partner organisations.

Whilst this Framework will be dynamic and iterative in nature, it is important that NHS Boards and key stakeholders have a more formal opportunity to shape this work and the national priorities it proposes to be taken forward over the next two years.

To this end, discussion points have been incorporated throughout the Framework to provide a specific focus for feedback. In addition, more general feedback would be welcome on, for example:

Arrangements will be put in place to discuss this at the Scottish Partnership Forum, HR Forum, and CEs' Development Group. This Discussion Paper will be circulated widely both within NHSScotland and with key stakeholders to seek out views.

If you would like someone to join a local discussion, please contact Ashleigh Dunn at the address below. Responses to this discussion paper should be forwarded by 18 June 2004 to:

Ashleigh Dunn
Head of Leadership Development
HR Directorate
Scottish Executive Health Department
St. Andrew's House
Regent Road
EDINBURGH EH1 3DG
ashleigh.dunn@scotland.gsi.gov.uk
0131 244 2814

APPENDIX 1
LEADERS'/MANAGERS' CODE OF PERSONAL GOVERNANCE

As a NHS Scotland Leader / Manager I will:

• Pursue service excellence by

• • ensuring patients'/clients' needs are at the centre of decision-making

  • seeking to protect patients/clients and staff from clinical and environmental risk

  • encouraging service excellence and supporting changes to make this a reality

• Act with integrity and probity by

• • communicating with openness and honesty in all matters including handling complaints and giving feedback to staff

  • ensuring confidential and constructive communication

  • managing resources and financial risk effectively and efficiently

  • ensuring personal integrity and probity at all times

  • seeking to protect patients/clients and NHS resources from fraud, inducements and corruption

• Account for my own and my team's performance by

• • taking responsibility for my own and my team's performance

  • complying with all statutory requirements

  • providing appropriate explanations on performance

  • acting on suggestions/requirements for improving performance

  • supporting the Accountable Officer of my organisation in his/her responsibilities

• Engage appropriately with others in decision-making by

• • ensuring that patients, the public, staff and partner organisations are able to influence decision-making in relation to NHS services

  • supporting effective and informed decision-making by patients about their own care

  • seeking out the views of others and building mutual understanding

  • ensuring clarity and consistency in relation to dual accountability

• Develop my team and myself by

• • building and developing effective teams, supported by appropriate leadership

  • instilling trust and giving freedom to staff/partners to make decisions within authority

  • being aware of and taking responsibility for my behaviour and continuous personal development as a NHS manager, to ensure my fitness for purpose.

APPENDIX 2

APPENDIX 3

NHSScotland LEADERSHIP DEVELOPMENT WORKPLAN

APPENDIX 4
DEVELOPING CORPORATE NHSSCOTLAND

1. PURPOSE

This note sets out proposals to strengthen the executive function of corporate NHSScotland. It builds on feedback received from a number of NHS Chief Executives as part of the current review of the Scottish Executive Health Department.

2. BACKGROUND

There has never been a greater need for us as the leaders of the health service in Scotland to feel part of a corporate organisation which has and sustains a strong common purpose and supports development of the right skills, knowledge and behaviour to deliver that purpose. This has to show in the way we do business and the way behave individually and together.

This starts with a clear and practical set of business and development arrangements which help to create shared understanding, confidence and trust and improve delivery.

The current arrangements for the way Chief Executives and Directors come together on a regular basis need to change to reflect new demands around health delivery and development and the importance of public sector reform. These new arrangements have therefore been designed to:

• Increase the effectiveness of corporate working

• Support an open corporate style and culture

• Improve the consistency and relevance of corporate briefing

• Maximise the use of knowledge and skills in the development of policy and strategy and their delivery

• Move from a conference culture to participation, sharing experience and development of shared understanding

• Move from "professional sector" to corporate team as a model

• Encourage a Regional as well as National focus

• Create a good balance between learning, development, briefing and performance management

• Complement business arrangements between Ministers and NHS Board Chairs

3. KEY ELEMENTS

There are 6 main elements to the proposals.

3.1 NHSScotland Chief Executive's Business Meeting

This meeting will focus on progress and delivery of Ministerial targets and the NHS Business Plan. Currently this is undertaken by the Scottish Executive Health Department Board which does not include representatives of NHSScotland. It is proposed that in future the NHSScotland Chief Executive's performance and operational management function is exercised through a Chief Executive's Business Meeting.

The core attendance will be:

• Chief Executive, NHSScotland

• NHS Board Chief Executives

• Lead SEHD Directors for Strategy, Performance Management, Clinical Governance and Staff Governance

• Other Directors from SEHD and the NHS will attend for specific issues.

The Business Meeting will be held monthly.

3.2 NHS Chief Executives' Development Group

NHS Chief Executives at both NHS Board and Divisional Level face a major challenge to deliver a complex and challenging agenda.

There is a need to create a safe and supportive environment where Chief Executives can come together to discuss major policy matters, "hard to deliver" issues and future planning.

It is proposed to establish an NHS Chief Executives' Development Group to replace the current Chief Executives meeting. This will meet in alternate months and will focus on one or two major issues at each meeting to allow in depth discussion and problem solving.

The core attendance will be:

• NHSScotland Chief Executive

• NHS Board Chief Executives

• NHS Divisional Chief Executives

• Key SEHD Directors

3.3 Sector Meetings

It is important that the separate "functional" or sector meetings for Directors from a single discipline continue - finance, nursing, medical, HR, planning etc

These regular meetings are hosted by the relevant SEHD Director.

However it is proposed to strengthen the interaction between the sector meetings to improve corporate working across the NHS. The agenda for these meetings will include sector specific issues identified by the sector group or at the Chief Executive's Business Meeting. The agenda will include core briefing on corporate issues.

Sector meetings will be linked into the cycle of other Executive Director meetings by establishing a network of the Chairs of the Sector Groups.

3.4 Knowledge Management

It is important in terms of improved knowledge management that information flows freely among the membership of these three key meeting groups. To this end, the following arrangements will apply:

• HD Secretariat will circulate the agenda and minutes of the Chief Executive's Business Meeting to the members of the Chief Executive's Development Group.

• HD Secretariat will circulate the agenda and minutes of both the Business Meeting and the Development Group will be circulated to the Chairs of the Sector Groups

• The Chairs of Sector Groups will arrange for the agenda and minutes of Sector Group meetings to be sent to HD Secretariat ( Richard.dimelow@scotland.gsi.gov.uk), for circulation to the members of the Chief Executive's Business Meeting and the Chief Executive's Development Group

• The agenda and minutes of all groups to be sent to Ryan Gunn, HD Directorate of Human Resources ( Ryan.gunn@scotland.gsi.gov.uk) for circulation to the Scottish Partnership Forum and the HR Forum.

3.5 Network Programme for Directors

A network programme of Directors will be established to focus on developing corporate skill, understanding and effectives amongst Directors on NHSScotland.

The programme of events will be based on key corporate themes and priorities.

Each event will be hosted by the NHSScotland Chief Executive, SEHD Directors/or NHS Board Chief Executives.

Some events will be open to all NHSScotland Directors irrespective of function and other will be geared to specific issues. There will be a mixture of national and regional events. There will be no predetermined programme or format for these events with the process designed for each event.

The opportunity will be taken to include non-health Directors for cross-boundary thinking and development.

3.6 Leadership Development Programmes for Directors

As part of the developing Leadership Strategy Development Programmes for Directors will focus on creating skills, networks, capacity and confidence of Directors in NHSScotland.

These programmes will form a key part of the open development approach to leadership development and succession planning.

The programmes will be complimentary to individual systems and sector-based or system-based leadership development programmes and will be inclusive, where appropriate, of wider public sector in Scotland.

3.7 Corporate Stock Take Event

In addition to strengthening the interaction of the Executive cohort in NHSScotland there is a need to improve corporate communication with the service generally.

It is proposed to establish a half-yearly stock take event to review progress over the preceding 6 months and to focus on key issues to be addressed over the next 6 months. This will be a physical event open to all Directors, Chairs and Non-executives.

CDRom briefing will be produced to allow the corporate communication process to be taken into NHSScotland.

This event will take place on the same day as a development event, but will be separate from it.

4. CONCLUSION

These arrangements will not work on their own. They are however in themselves an important step towards a new way of working which will also be reflected in the workforce strategy which we will be discussing soon and the complementary approach to leadership development, executive reward and career management which stand alongside it.

The proposals will need to take into account the developing processes across wider public sector through Community Planning.

They will also not work without effective leadership of the process and proper secretariat support across corporate NHSScotland. This will be addressed through the review of SEHD.

They also complement the existing performance management and accountability review processes.

TREVOR JONES

Head of Health Department and Chief Executive, NHSScotland
March 2004

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