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Leadership, Talent and Management Development Strategy 2008-2013

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Author: C. Offer & N. Boyle Version: 3.0 Date of Approval: 26th November 2008 Status: FINAL Date of Issue: 30th January 2009 Date of Review: November 2011

Leadership, Talent and Management Development Strategy

2008 – 2013

Delivering an Effective and Responsive

Ambulance Service CAROL OFFER – Assistant Director Workforce Development NICOLA BOYLE – Head of Organisational Learning & Development August 2008 This document will be available in different read only formats. Alternative modes

of delivery will be considered if specific circumstances are presented


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Recommended by HR Director

Approved by Trust Board

Approval Date 26th November 2009

Version Number v3.0

Review Date 3 years from date of approval

Responsible Executive Director Director of Human Resources

Responsible Manager Assistant Director Workforce Development

For use by All Trust Employees


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Contents 1.0 Introduction to the Strategy ....................................................................4

2.0 Purpose of the Strategy...........................................................................5

2.1 Statement of Purpose.............................................................................5 2.2 Aims of the Strategy ...............................................................................5 2.3 Outcomes ...............................................................................................6

3.0 NWAS Vision ............................................................................................7

3.1 NWAS Statement of Purpose .................................................................7 3.2 NWAS Strategic Aims.............................................................................7 3.3 NWAS Values.........................................................................................8

4.0 Strategic Context .....................................................................................9

4.1 What Matters ..........................................................................................9 4.2 Drivers for Change .................................................................................9 4.3 Organisational Context .........................................................................10

5.0 Delivering Effective Leadership and Management..............................12

5.1 Defining Leadership and Management .................................................12 5.2 The Role of Leadership and Management............................................12 5.3 Varied Leadership and Management Needs ........................................13 5.4 Leadership and Management Development Goals...............................13

6.0 Delivering the Strategy ..........................................................................18

6.1 Planning................................................................................................18 6.2 Performance Management ...................................................................18 6.3 Measuring Success ..............................................................................18 6.4 Accountability .......................................................................................19 6.5 Resources ............................................................................................21 6.6 Equality and Diversity ...........................................................................21

Appendix One Equality Impact Assessment Report ..................................22


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1.0 Introduction to the Strategy The North West Ambulance Service (NWAS) is committed to providing effective leadership and management development to support and enable our existing and future managers and leaders to deliver the strategic vision and aims of the organisation - providing both empowering and enabling leadership and effective management. Our managers and leaders, now and in the future, will be crucial to the continued development of the service, ensuring that we meet the needs and expectations of our patients, the public, our partners and our staff; through the development of a diverse range of leadership styles and competencies, effectively providing both transformational and transactional leadership and management. The strategy will support the development of NWAS towards Foundation Trust Status, the development of Service Line Management and the advancement of lean thinking within the business context The Leadership and Management Development strategy sets out a statement of purpose and aims for the development of the organisation. It then sets out the goals for coordinating and delivering effective development for our current leaders and managers and the identification and development for our future leaders and managers.

“What is needed are managers with a clear set of values about the role of public services, particularly in relation to addressing the needs of vulnerable people, combined

with the ability to ‘lead from the front’.”

Lord Laming (DH, 2003)


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2.0 Purpose of the Strategy 2.1 Statement of Purpose • To be an organisation recognised for our leadership, team working and

excellence in delivering an effective and responsive ambulance service. • To be an organisation recognised by our workforce for our excellence in

leadership and people management. 2.2 Aims of the Strategy • To provide the best quality of leadership and management for the

organisation by − having clear expectations of leaders and managers, − effective means of identifying strengths and areas for improvement in

existing managers and leaders, − addressing areas for improvement through performance management,

coaching and appropriate development activities, − a cost effective leadership and management development programme for

both existing leaders and managers and for those with potential. • To make the process of managing the organisation’s resources (human and

financial) more efficient – to improve the quality of processes, and to improve the commitment and motivation of staff.

• To provide both information and skills that leaders and managers need. • To develop the personal qualities and style required to create the most

effective culture. • To develop our future leaders and managers through effective succession

planning and talent management to identify and develop our future leaders and managers.

• To recruit from a diverse pool of talent to ensure that our service reflects and

understands the needs of its customers. • To provide specific support for the development of groups under-represented

in management and leadership positions.


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2.3 Outcomes • Competent and capable leaders and managers effectively contributing to and

supporting the continued development of the organisation. • Managers and leaders fit for purpose and doing the job that they should be,

as efficiently and effectively as possible. • Managers and leaders visibly demonstrating the values that we commit to as

an organisation. • Staff motivated to achieve the aims of the organisation and the delivery of

excellence in patient care. • Staff fulfilling their potential in an environment characterised by dignity and

mutual respect. • An organisation that people want to work for, and which is seen as a leader

in good employment practice.


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3.0 NWAS Vision 3.1 NWAS Statement of Purpose ‘Taking health care to patients and patients to health care’ We will achieve this by leading and shaping the treatment and transport of the ill or injured in the North West when and where they need it. We will fulfil our responsibilities as the only 24 hour provider of access to NHS services covering the entire North West region by delivering an effective and responsive ambulance service. 3.2 NWAS Strategic Aims • Quality Care for Patients

We will ensure that the clinical care that we give is safe, timely, appropriate and of the highest possible quality.

• Community Needs We will be responsive to the diverse cultural and geographical needs of the communities we serve, treating everyone with courtesy, dignity and respect.

• Quality Workforce We will develop and engage with our staff to ensure that we have a highly motivated and professional workforce which puts patients first and takes pride in the North West Ambulance Service.

• Effective Partnerships We will ensure that we listen to and work with our communities, their Commissioners and partners’ organisations to develop integrated healthcare services and promote health and well-being.

• Value for Money By good management, we will make best use of taxpayer’s money and make financial decisions in a socially responsible manner. We will seek to achieve best value in all our activities and minimise waste wherever possible.

• Buildings, Technology and Vehicles We will ensure that our physical resources are continually fit for purpose, providing safe and secure environments for both patients and the workforce.

• Emergency Preparedness We will ensure that we deliver an immediate and effective response to every major emergency in the North West of England.


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3.3 NWAS Values • Patient-focus – the care and safety of patients is our first concern.

• Honesty – we will be honest with each other and ourselves, and will act with

integrity at all times.

• Respect – we will value diversity, respect the views of others and accept their right to voice them. We will treat our patients and colleagues with courtesy at all times.

• Listening – we will actively seek the views of our staff, our partner organisations and the communities we serve.

• Professionalism – we will act professionally with accountability at all times, and will continually strive to improve service quality and performance.

• Confidentiality – we will protect the confidentiality of personal information, and will respect confidentiality in debate and discussion to develop and maintain a culture of trust and integrity.

• Fairness – we will treat staff fairly and consistently and will encourage individuals to share problems openly with colleagues. We recognise that mistakes will be made and our response will focus on promoting learning rather than blame.

• Learning – we will share knowledge and experience to promote service improvement and personal development.

• Challenge – we will be prepared to be constructively challenged on our own views, and will promote constructive debate across the organisation.

• Collective Responsibility – we will take pride in NWAS and will accept personal responsibility for our part in the organisation’s successes and shortcomings.

• Self awareness – we will promote self awareness through constructive feedback and appraisal.


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4.0 Strategic Context 4.1 What Matters The NHS has carried out research using focus groups as well as patient and staff surveys over a period of time, which gives a clear insight into what matters for service users, staff and the public at large. The key themes from this research are summarised below:

Patients • Get the basics right • Fit in with my life • Treat me as a person • Work with me as a partner

Staff • Give me what I need to do my job for patients • Take notice of my views • Help me to have an interesting job where I can get on • Provide managers who help me

Public • Financial support for the NHS and care for its staff • Users treated fairly based on need, not ability to pay • NHS money is not wasted • The NHS is there when they need it.

4.2 Drivers for Change ‘Taking Healthcare to the Patient’ presents a future vision for pre-hospital care and emergency transport services, and identifies the national strategy for ambulance services. This strategy offers Ambulance Trusts a future vision that reaches beyond emergency care and patient transport and towards a mobile healthcare delivery service. On leadership and management, ‘Taking Healthcare to the Patient’ sets out a key recommendation that “Ambulance managers need to continue to focus on their own development as professional healthcare managers….Leadership needs to focus more fully on cross-organisational team work, building relationships and coaching and supporting staff to improve patient care.”


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The new national strategy for the NHS will be defined in 2008 through the ‘Our NHS Our Future’ review. This review, together with the focus on developing NHS Commissioning, will set the context for future development of Ambulance Service Trusts and other healthcare provider organisations. NHS Northwest is undertaking its own review of service delivery and service strategy as part of the national ‘Our Health Our Future’ Review process. The outcome of this review process will set the future direction of travel in terms of healthcare delivery across the whole of the Northwest. This regional review process is likely to have significant implications on the future pattern of service delivery, and therefore the ambulance services across the Northwest. All of the above developments, although not an exclusive list, will have important consequences for the future shape of the services that we provide to patients Our current and future managers and leaders will be key to the development of the service ensuring that we meet the needs and expectations of our patients, the public, our partners and our workforce. 4.3 Organisational Context North West Ambulance Service (NWAS) was established on 1st July 2006. The Trust provides emergency ambulance and patient transport services to a population of over 7 million, over 500 square miles, in diverse communities covering the whole of the north west of England. NWAS currently employs over 4,500 staff, managed across 114 ambulance stations, 3 area offices and 1 Regional Headquarters. We handle around 800,000 emergency calls per year and deal with more than 3 million patient journeys per year. This equates to 17% of national activity for ambulance service Trusts. Our annual expenditure budget in 2007/8 is £208 million, of which £153 million (73%) is invested in our workforce. In its first 12 months NWAS underwent a period of significant change associated with the establishment of new organisational structures and new management teams. These new organisational structures were designed to support devolved decision-making within a framework of strong corporate and clinical governance. The process of re-organisation has already delivered a number of benefits across the organisation, including reduced management overhead costs and improved organisational resilience. However, re-organisation has inevitably caused uncertainty and concern amongst those affected. It is important now that new structures have been implemented that the Trust develops its management


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teams to their maximum potential to support performance improvement at all levels. In particular, we must now focus the capacity of our whole workforce on driving forward further benefits for patients and staff alike and delivering our service and financial plans. Change should not be seen as a one-off activity and within the context of the NHS, continual change is necessary for the organisation to continue to enhance patient care and experience and to continue to meet the expectations of patients. With patients at the heart of the service that we deliver, the need for change should be recognised and owned by all and it is therefore important that we enable our leaders and managers to effectively manage change with the appropriate development of the requisite skills and competencies.


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5.0 Delivering Effective Leadership and Management 5.1 Defining Leadership and Management Management is about keeping an existing system running, whereas leadership is about creating it, developing it or changing its direction. It is a common assumption that a person who has leadership skills will also have management skills. Conversely and more importantly, it cannot be assumed that a manager has leadership skills and to develop and grow as an organisation both effective leadership and management skills are required. Management competency factors are related to a transactional style that provides for dependable performance to specified objectives. Leadership factors are related to a transformational style that inspires both people and the organisation to become proactive and to achieve beyond expectations. The terms leadership and management are often used interchangeably with assumptions made that leadership only exists within management positions and that leadership can only be exercised by those at the very top of organisational structures. Leadership is necessary at all levels of organisations – not just the top. As a result, effective organisations need to nourish both competent management and skilled leadership at all levels. Leadership needs to be visible across the whole organisation and to articulate the vision of that organisation and how it will go about fulfilling that vision. Leadership at the top of organisations is critical – the styles and behaviours of those at the top set the tone for the culture, attitudes and behaviours of others across the organisation. They must provide effective models for the rest of the organisation. 5.2 The Role of Leadership and Management Leaders and managers need to:

• have vision, which is informed by involving patients and other stakeholders • lead and support staff to work with patients to influence service

developments and outcomes • take responsibility and be accountable for good practice • influence a wide range of stakeholders to promote a model of care and its

values


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• be able to deal with the conflicts, tensions and gate-keeping roles in managing services, taking account of individual and community needs.

Leadership and management practice should actively:

• inspire staff • promote and meet service aims, objectives and goals • develop joint working/partnerships that are purposeful • empower staff and patients to develop services people need • value people, recognise and actively develop potential • develop and maintain awareness and keep in touch with patients and staff • provide an environment and time in which to develop reflective practice,

professional skills and the ability to make judgements in complex situations

• take responsibility for the continuing professional development of self and others.

• promote equality of opportunity • promote a culture of openness, dignity and respect for difference

Professional leaders also have a clear role in developing and maintaining practice, which is self-aware, critically reflective, founded on, informed by, and capable of being judged against a clear value base. 5.3 Varied Leadership and Management Needs Within context of the goals set out in the next section, it is recognised that the Leadership and Management requirements vary across the different functions of the organisation and for example will differ for clinical leadership to say finance or human resource leadership. The goals of the strategy will recognise and support the differing needs of these varied functions. The development of clinical leaders within the organisation is implicit throughout all of the goals and as leaders they will be subject to the same rigour and offered the same opportunities for development. 5.4 Leadership and Management Development Goals The heart of this strategy is the identification of key goals essential to the delivery of effective leadership and management throughout the organisation. This strategy sets out eight key goals to support the development of management leadership and talent within the organisation.


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Goal 1 Management Induction

We will support all new supervisors and managers (whether through internal progression or external recruitment) through their first 12 months in role with a management induction programme. This programme will be based upon development of a core set of management skills, competencies and behaviours. We will seek to ensure that this programme is accredited within the Chartered Management Institute suite of qualifications.

Goal 2 Talent Management and Succession Planning

We will develop a framework to support effective talent management and succession planning, ensuring that those individuals that are demonstrating competence in their current role and have the potential and aspiration to progress into management and leadership roles are identified and effectively supported. The framework will consider competence in current role alongside ambition and potential, noting that competence in current role does not necessarily mean competence in a higher role. All managers throughout the organisation will have a responsibility for the identification and nurturing of future talent and successors. We will measure competence in current role from the individual’s appraisal and his/her performance against the relevant KSF dimensions. We will use a range of assessment tools (psychometric tests and assessment centres) to assess potential and ambition. Where necessary, we will identify and provide targeted support to individuals in under-represented groups, ensuring that succession planning effectively captures non-traditional labour pools.

Goal 3 Management Competencies

Using the NHS Knowledge and Skills Framework (KSF) as part of the appraisal system, we will identify a minimum set of dimensions for supervisory and management roles. Performance standards within each of these dimensions will be defined ensuring effective management and individual performance against • Resources (physical and financial) • People (performance and development) • Risks • Information and communication • Equality, Diversity & Human Rights


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• Policy implementation Through use a range of assessment tools (psychometric, etc) we will regularly test the competence of managers and leaders to inform development needs.

Goal 4 Leadership Competencies

Using the NHS Leadership Qualities Framework, we will develop a set of leadership competencies for roles across the organisation. This will include all roles within the organisation, and will develop in stages. The 15 qualities of a leader, as defined in the LQF, are grouped into three clusters

Cluster One: Personal Qualities 1. Self Belief 2. Self Awareness 3. Self Management 4. Drive for Improvement 5. Personal Integrity Cluster Two: Setting Direction 1. Seizing the Future 2. Intellectual Flexibility 3. Broad Scanning 4. Political Astuteness 5. Drive for Results. Cluster Three: Delivering the Service 1. Leading Change through People 2. Holding to Account 3. Empowering Others 4. Effective and Strategic Influencing 5. Collaborative Working

The LQF 360° process will be developed as a routine process for identifying individual and team qualities. All managers within Bands 8 and 9 will be required to undertake a 360° appraisal every three years, as a minimum.

Goal 5 Management and Leadership Qualifications

We will develop an education framework matched to the core levels of supervision and management within the organisation. This will


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identify the minimum educational level required for these roles (and will match the job description). A qualification map will be developed identifying suitable qualifications for different levels and roles. As an accredited centre of the Chartered Management Institute, we will deliver a range of qualifications in-house. Within this goal, we will also ensure that the professional qualification requirements relevant to functional leadership and management are included within the framework. This will include clinical leadership and will also cover all other professional roles such as finance, HR, clinical governance, etc.

Goal 6 Coaching and Mentoring

We will develop a framework for coaching and mentoring, where • All newly appointed and aspiring managers will have access to

a coach/mentor to support their development in role. • Coaching and mentoring will be recognised as a valuable

learning tool to meet identified development needs. • Coaching/mentoring will be provided as a development tool to

support performance issues • Senior and professional managers will be expected to provide

mentoring/coaching to others within the organisation. • Coaching and mentoring may be used to support positive action

for under-represented groups The coaching and mentoring framework will cover both internal and external interventions, with an expectation that coaching and mentoring will be an essential skills required of all leaders and mangers within the organisation to support the development of others.

Goal 7 North West Leadership Academy & other partners

We will work in partnership with the NW Leadership Academy, accessing development opportunities for Senior Managers, utilising talent management, succession planning and other development programmes developed by the academy. We will ensure that our own leadership and management development activities provide for a seamless transition from internal to external development through the Academy. We will work with other NHS partners providing development programmes, including those providing positive action opportunities


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Goal 8 Portfolio of Learning Activities

We will develop a portfolio of learning activities that will support the development of key management and leadership skills as well as the development of individuals as a whole. This portfolio will cover • Internally delivered activities, from either L&D team or internal

specialist • Programme of CPD Masterclasses • Develop principles of alternative learning methodologies to

support the development of specific skills and competencies o Coaching and mentoring o Shadowing o Action learning o Projects o Secondments o E-learning o On-line learning forums o etc


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6.0 Delivering the Strategy 6.1 Planning The goals identified within this Strategy will be developed into a comprehensive action plan. Actions will be incorporated into the Trust’s annual business plans and subsequently into individual performance objectives. Financial resources within existing budgets will be ring-fenced to support delivery of the strategy, within the constraints of the Trust’s financial strategy and statutory financial duties. Section 6.5 outlines the resources available. The timescales associated with the delivery of this strategy will take account of the deliverability within the context of the resource availability and assessment of risks. Activities will be prioritised over the five years of the strategy. 6.2 Performance Management Delivery of the strategy will be monitored and reviewed through the Trust’s performance management framework, including individual appraisal processes. The HR&OD Committee will take the lead in reviewing ongoing delivery of the action plans. There will also be regular progress reports and an annual report presented to the Trust Board. We will maintain records of leadership and management competencies and attainments and will monitor access and achievement. The Leadership, Talent and Management Development Strategy will be subject to regular review and it is acknowledged that a formal review will need to be undertaken as the Trust proceeds with its application for NHS Foundation Trust status. 6.3 Measuring Success We will measure success of the strategy through assessment of both outcomes and outputs. Outcomes The establishment of outcome measures provides for qualitative assessment of success, measured by the activities and the quality of those activities put in place


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The expectation is that tangible and practical benefits will be realised with staff forums, staff side meetings, from public events, from public engagement, external stakeholders, patient complaints/compliments, etc to see that there are real effects occurring. Outputs The establishment of output measures allows a quantitative assessment of success and three measures have been identified

1. Feedback from the annual staff survey will show a year on year improvement in staff perception of the quality and quantity of leadership and management.

2. We will submit ourselves for assessment against the Investors in

People (IiP) Leadership and Management Standards within five years as part of our IiP programme for retaining recognition.

3. Our managers and leaders are attaining membership grades of the

Chartered Management Institute, demonstrating that they are performing to recognised management standards

6.4 Accountability For this strategy to be effective, the need to develop leaders, managers and talent must be owned by individuals within the organisation, as well as the organisation as a whole. Director of Human Resources The Director of Human Resources is accountable to the Trust Board for the development and delivery of the Leadership, Talent and Management Development Strategy. AD Workforce Development and the Head of Organisational L&D The Assistant Director Workforce Development and the Head of Organisational Learning & Development are responsible for the development, delivering and monitoring of the Leadership, Talent and Management Development strategy, providing the necessary assurances to the Trust Board and the HR&OD Committee.


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Trust Board The Trust Board are required, as the most senior leaders and managers within the organisation, to demonstrate excellence in leadership and management practice and to be appropriate and visible roles models of leadership and management practice. They are also required to ensure the effective performance of the managers that they are ultimately responsible for, through performance measures that reflect the full range of organisational responsibilities. Deputy Directors, Associate Directors, Area Directors, Assistant Directors As functional and geographical leaders, Area Directors and Assistant Directors are required to demonstrate effective leadership and management and through appropriate Trust processes and are also required to ensure that managers and leaders within their teams are competent in role and performing to expected standards. All Managers All managers are required to perform the full range of management and leadership duties expected of their role, to the required standards. They are required to participate in performance reviews and to undertake learning and development activities appropriate to their role. All managers are required to appraise their own staff and to appropriately support their development. They are also required to identify and support aspiring and potential future managers and leaders. Staff All staff are required to recognise that leadership is the not limited to those senior roles within the organisation. Leadership skills are demonstrated at all levels of the organisation in response to given situational circumstances. Effective leadership in all situations is important for the delivery of effective services and effective patient care. Learning & Development Team The Learning & Development Team will be required to support the identification of learning needs and to develop a portfolio of learning activities to support the development of competence of our managers and leaders. In order to support the delivery of the goals/objectives of the Leadership and Management Development strategy, the Learning & Development team will need to continually review its own structure, process and practices to ensure it remains fit for purpose in future.


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6.5 Resources The Learning & Development Team have the skills capacity and capability to deliver a range of learning activities to support the development of leadership and management competence. The Trust is an accredited centre for the delivery of Chartered Management Institute qualifications. This means that we are accredited to deliver a range of management programmes from Supervisor/Team Leaders qualifications to management qualifications at Level 4. The Trust has a central Course and Conference budget, managed by the Head of Organisational Learning and Development, which will be used to support the delivery of external development activities. The Trust is committed to the Learning and Skills Council (LSC) Skills Pledge and through the LSC we will explore sources of advice, guidance and funding that will support delivery of elements of this strategy. 6.6 Equality and Diversity Through the delivery of this strategy, we are committed to support the development of Leadership and Management roles to ensure that

• Our Managers and Leaders recognise and are sensitive to the diverse needs of the populations that we serve

• Our Leadership and Management profile is reflective of the diversity of the

populations that we serve • Development activities encourage inclusion and that there is equality of

opportunity to access development.


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Appendix One Equality Impact Assessment Report

Name of Policy, Service or Function Leadership, Talent and Management Development Strategy 2008-2013 Equality Impact Assessment carried out by Nicola Boyle Head of Organisational Learning and Development Date of Equality Impact Assessment 31 July 2008

Step 1: Description and Aims of Policy, Service or Function Overall aims • To provide the best quality of leadership for the organisation by

− having clear expectations of leaders and managers, with − effective means of identifying strengths and areas for improvement in existing managers and

leaders, − addressing areas for improvement through performance management, coaching and appropriate

development activities. − a cost effective leadership & management development programme for both existing leaders and

managers and for those with potential. • To make the process of managing the organisation’s resources (human and financial) more efficient –

i.e. to improve the quality of processes, and to improve the commitment and motivation of staff • To provide both the information & skills that leaders and managers need, • To develop the personal qualities and style required to create the most effective culture. • To develop our future leaders and managers through effective succession planning and talent

management. • To provide specific support for the development of groups under-represented in management and

leadership positions. Key elements of policy, service, process • Competent and capable leaders and managers effectively contributing to and supporting the continued

development of the organisation. • Managers and leaders fit for purpose and doing the job that they should be, as efficiently and

effectively as possible. • Managers and leaders visibly demonstrating the values that we commit to as an organisation • Staff motivated to achieve the aims of the organisation and the delivery of excellence in patient care. • Staff fulfilling their potential in an environment characterised by dignity and mutual respect. • An organisation that people want to work for, and which is seen as a leader in good employment

practice. Who does the policy, service or function affect? This strategy directly affects all current managers and leaders and all staff who aspire to a management position within NWAS. Indirectly, this strategy affects all NWAS staff, stakeholders, including patients as it is about our managers and leaders visibly demonstrating the values we commit to as an organisation, achieving the aims we want to achieve and the delivery of excellence in patient care.


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How do you intend to implement the policy or service change (if applicable) We will develop an action plan to address each of the individual goals within the strategy, this will include (not exclusively)

• Devise a formal management induction that incorporates the Chartered Management Institute Level 3 Diploma in First Line Management to ensure immediate access to relevant tools to be an effective manager.

• Identify relevant management competencies using the Knowledge and Skills Framework (KSF) for all management roles to ensure definition of performance standards.

• Identify leadership competencies based on the Leadership Qualities Framework (LQF) and use this framework to establish a more holistic annual development review for managers.

• Regularly test the competence of managers using the Occupational Personality Questionnaire (OPQ32).

• Identify Key Performance Indicators for all managers within all roles. • Develop a coaching and mentoring policy, an external and internal development policy and a talent

management framework.

Step 2: Data Gathering Summary of data available and considered Data considered: There is currently no set of data that provides information on competence or access to development opportunities (which will be developed once a Learning Management System is in place). In terms of the profile of individuals in management and leadership positions it is known that;

• Senior management positions show a healthy split across gender • BME representation is low in senior positions, but this is reflective of percentage of workforce • Operational management is not representative of the workforce in terms of gender and

race/ethnicity Further work will need to be undertaken as part of the development of more effective date collection to also review age, disability, etc. Data available: Without the implementation of a Learning Management System it is extremely difficult to monitor the equality group of each individual who has accessed management development. Once a Learning Management System has been implemented, this information will be monitored more effectively.

Outcomes of data analysis

Equality Group Evidence of Impact Gender There is no positive or negative impact on this group but potentially we may consider

running gender specific programmes. For example, women in management networks. This would be decided once we can monitor access more effectively.

Race/Ethnicity There may be a negative impact on this group from some of the in-house management development programmes, i.e. the timing of workshops in relation to significant religious dates. Also whether there is sufficient opportunity for these groups to access management development.

Disability Where the development programmes are actually delivered, disabled access to these sites would have to be considered carefully, particularly some of the key sites such as Ladybridge Hall and Elm house where access to some of the training rooms are not accessible for wheelchair users. There may be some impact on the style of the delivery of the learning intervention, such as those learners with dyslexia.


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Sexual Orientation There is no positive or negative impact on this group. Religion or belief There may be a negative impact on this group from some of the in-house

management development programmes, i.e. the timing of workshops in relation to significant religious dates.

Age There is no perceived positive or negative impact on this group; however we do not have any data to substantiate the age profile of staff accessing development opportunities.

General (Human Rights)

There is no positive or negative impact on this group but a statement should be added to the document to say that it is available in different formats on request.

Step 3: Consultation Summary of consultation methods Consultation with Learning & Development Team Consultation with Assistant Director of Workforce Development Consultation with Directors and senior managers

Outcomes of consultation

Equality Group Evidence of Impact Gender There is no positive or negative impact on this group Race/Ethnicity Engagement with external and national schemes such as ‘Breaking Through’ where

certain groups are targeted would be maintained in this case. The strategy may need a high level statement about how these groups access management development; however, this would be communicated more appropriately through supporting policies and procedures. There is a statement within the strategy already that states how our management profile should be reflective of the communities we serve.

Disability Venues to deliver training and development will be carefully considered and where they are not appropriate, alternative arrangements would be made. A statement of this nature would be included in follow up policies and procedures and is not relevant in this document. Each individual’s needs would be considered separately with reasonable adjustments made.

Sexual Orientation There is no positive or negative impact on this group Religion or belief Times to deliver training and development will be carefully considered and where

they are not appropriate, alternative arrangements would be made, this would be discussed with individuals involved in the development. A statement of this nature would be included in follow up policies and procedures and is not relevant in this document.

Age There is no perceived positive or negative impact on this group General (Human Rights)

There is no positive or negative impact on this group but a statement should be added to the document to say that it is available in different formats on request.

All Further impact assessments will be completed for the action plan and policies and procedures arising from this strategy to monitor impact.


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Step 4 & 5: Impact Grid Relevant Equality Area

Areas of impact identified Is the impact

positive or negative?

Key issues for action [Will form basis of action plan]

All The Strategy identifies E&D as a core leadership and management competency

Positive

All The strategy aims to address under-representation through talent management and positive action.

Positive Specific actions will be addressed through the development of the Talent Management Framework and related policies and procedures. Consultation with under represented groups to identify targeted needs and access issues

All Without a single learning management system (LMS) monitoring of access and attainment by diversity groups will be difficult

Negative Prioritise the introduction of a Trust-wide LMS

Gender There is no positive or negative impact on this group. However it is noted that females are under-represented in operational management roles.

Monitor male/female access to management development to further assess whether there is a need to specialise some development for women only. Currently do not have enough data to make an informed decision.

Race/ Ethnicity

Engagement with external and national schemes such as ‘Breaking Through’ would be maintained in this case. The strategy states how our management profile should be reflective of the communities we serve.

Positive Again monitoring of access to development from these groups and the timing of programmes delivered should be taken into consideration. Currently do not have enough data to make an informed decision. The strategy may need a high level statement about how groups access management development; however, this would be more appropriate through follow on policies/procedures.

Disability Venues to deliver training and development may not be suitable for disabled trainers and trainees access. Learning methods may disadvantage individuals with dyslexia and other related learning difficulties

Negative A statement of this nature would be included in follow up policies and procedures and is not relevant in this document; statements around how we can accommodate specific needs will also be included in administration documentation, such as welcome letters and application forms.

Sexual Orientation

There is no perceived impact on this group

Religion or belief

Potentially an impact if timings of delivery are not considered.

Negative A statement of about the timing of management development would be included in follow up policies and procedures and is not relevant in this document.

Age The types of training intervention offered may disadvantage individuals

Negative Ensure that methods of learning offer variety that will suit individuals’ preferred learning style.


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Step 6: Action Plan

Name of Policy or Service: Leadership, Talent and Management Development Strategy

Issue identified and equalities group or

communities affected

Action to be taken By When Who By Expected outcome Progress

All Implement Learning Management system to monitor all group’s access to management development

March 2009 AD WD L&D Team

Reliable and relevant data available on access and attainment

All Identify and develop relevant policies and procedures that will help implement this strategy and will highlight how we approach the potential impact on all groups with further impact assessments completed

July 2009 AD WD L&D Team

More detailed actions plans from impact assessing specific initiatives

All A variety of development methods are made available where individuals would be disadvantaged otherwise

September 2009

AD WD L&D Team

Increased access to development opportunities

Gender Evaluate potential barriers to access and progression

September 2009

L&D Team Increased access to development opportunities

All Add a statement to the strategy to say that it is available in different formats on request.

September 2008

Nicola Boyle Can be accessed by all.

Complete

All Monitor impact of strategy on staff survey perceptions relating to E&D indicators

March 2010 L&D Team Evaluation of two surveys

All More detailed consultation with under represented groups to identify targeted needs and access issues

July 2009 L&D Team More varied provision to meet needs and access is increased

All To support under-representation develop positive action initiatives.

March 2010 L&D Team Increased access to development

Summary of decisions and recommendations The EIA has highlighted that without an effective learning management system, reliable monitoring of access to opportunities will be difficult if not impossible.


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Step 7: Monitoring arrangements An action plan and policies and procedures will be developed to support delivery of this strategy. Each one will be subject to its own impact assessment enabling more detailed review of impact of specific areas of work. Delivery of the strategy will be monitored and reviewed through the Trust’s performance management framework, including individual appraisal processes. The HR&OD Committee will take the lead in reviewing ongoing delivery of the action plans. There will also be regular progress reports and an annual report presented to the Trust Board. We will maintain records of leadership and management competencies and attainments and will monitor access and achievement. The Leadership, Talent and Management Development Strategy will be subject to regular review and it is acknowledged that a formal review will need to be undertaken as the Trust proceeds with its application for NHS Foundation Trust status. Step 8: Date of next Equality Impact Assessment The strategy is due for review three years from approval date. Policies and procedures developed to support delivery of this strategy will be subject to individual Equality Impact Assessments

leadership, talent and management development strategy ... · leadership, talent and management...

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