Chartered Society of Physiotherapy CSP Leadership Development Programme: an approach to developing leadership capacity within the UK physiotherapy profession Stuart Palma Head of Programme Chartered Society of Physiotherapy 0207 306 6680 @SP_Physio

Presentation Outline The Need Programme Outline 2017 Cohorts Evaluation Future Plans

Why a leadership development programme? Insight Member Insight to understand perceptions of leadership Perceptions? Lack of training opportunities Medical/nursing dominance of roles Asks? Bespoke leadership training for physiotherapists Mentoring opportunities Many other professions are represented in leadership roles where physiotherapists are not always present. Why? The CSP conducted member insight work to further understand members’ perceptions of leadership. We found: Members valued the impact of effective leadership on their team and patients Key barriers to more physio leaders include traditional structures and roles – including the medical and nursing dominance in health care leadership Members felt there were fewer training opportunities in the current economic climate Members wanted leadership development that was unique to physiotherapy

‘What is it like being on the receiving end of you?’

‘What are your values?’

CONNECT WITH YOUR POTENTIAL www.connectoxford.co.uk © Connect Oxford

Transformational Leadership Transactional Leadership Vs Transactional Leadership

‘Don't leave inferences to be drawn when evidence can be presented’ Richard Wright

Evaluation Why evaluate? How? Understand experiences so far of the pilot cohorts Inform future development and direction of the programme Inform future funding Understand long-term outcomes and impact of the programme How? Mixed methods approach Surveys Qualitative interviews with cohort participants Why evaluate? – I’m trying to find a quote to go here – am sure there is an Archie Cochrane one or similar  KC Purpose of the process evaluation – to understand experiences so far and inform future programme development Long-term impact evaluation purpose – to understand the outcomes and impact of the programme to the profession in the long-term Pilot Programme evaluated so far at three and six month stages Mixed methods approach – surveys and qualitative interviews with cohort participants

Evaluation Findings Four key areas measured (pre, six months & beyond) Influencing Others Enabling Change Empowering Others Self-awareness All participants said they would recommend the programme to a colleague Participants have improved on a number of skills since before beginning the programme: Influencing Others Enabling Change Empowering Others Self-awareness These areas were measured pre-programme, at six months and will form part of the long-term follow up. Participants are implementing learning from the programme into their practice

100% would recommend the LDP to a colleague

Participant confidence with influencing others (n=44)

Participant confidence with enabling change (n=44)

| Participants’ confidence in empowering others (n=44) |

Participants’ perception of their self-awareness level (n=44) |

‘At the beginning of the course they were talking about progressing…I was like, ‘I don’t want to do that,’…but now a band seven opportunity has come up and I’ve had to apply…I’m more ready to take that next step.’

‘The type of leader I was, I don’t feel that people often give you feedback. In the ALS, people were critically challenging…its really beneficial and something I wouldn’t have got otherwise. That’s an opportunity I don’t think many people get.’

‘I felt very confident going into the interview ‘I felt very confident going into the interview. I was able to draw on experiences of things I’d learnt in the workshops. I was really confident in my interview and I think a lot of that comes down to the leadership course.’

‘It was a whole new step…checking myself before a conversation to make sure I was going to come across in a way I wanted…those checks and reflections are getting in earlier.’

2018 Programme Developments Action Learning (ALS) Earlier introduction to action learning facilitators Addition of a 5th module to ‘spread’ learning An entire module now dedicated to ALS, increasing capacity in other modules Increased virtual contact throughout programme Virtual webinars 1:1 coaching sessions Due to pilot nature, some elements have been altered following evaluation feedback. This includes: Earlier introduction to action learning set facilitators Addition of a 5th module to spread learning More virtual contact throughout the programme, including;

Conclusions Highly valuable for participants Highly reflexive mind-set  Transactional to Transformational Participants demonstrating leadership behaviours Many participants are now working in senior positions Participants are utilising their skills in the clinical and non-clinical settings Step change in ambition and motivation Using service and quality improvement methodology on a daily basis Better awareness of their impact on others

Where Next? Future Evaluation – 12/24/36/48 months Alumni Network 2018 Cohort Sustainability Appraisal

With thanks: 2017 participants CSP project team Connect Oxford Limited CSP’s Charitable Trust

Questions?

www.csp.org.uk