NHS London Board Leadership Programme The East of England Approach Caroline Stanger Head of Leadership and Organisational Development

An Integrated 360° Tool for Boards Provides the Board with:  A view of how the Board as a whole is performing against a set of best practice indicators  A view of how each Board member is performing against a set of best practice indicators and competences, tailored to specific roles  The opportunity for one to one and whole Board feedback

Performing effectively in clearly defined functions and roles Focus on purpose, strategy & outcomes for citizens and patients Performing effectively in clearly defined functions and roles Promoting values for the whole organisation and demonstrating good governance through behaviour Taking informed, transparent decisions, managing performance and risks Developing capacity of governing body and the organisation to be effective GEF - Based on Good Governance Standard for Public Services

Initial Meeting Board Presentation Individual 360’s Board Survey Stakeholder Survey Stakeholder Report Whole Board Report Individual Reports 1:1 Feedback Sessions Chair and Chief Executive Feedback Session

“Chair to achieve buy in from all Board members a. to do it b. to action the feedback” “I found the main role of the chair was to Provide reassurance: that it would be helpful, not intrusive, a learning opportunity, not a chore; a means of knowing ourselves better, not just going through the motions” “The initial role was to convince the CEO that the time was right for us to complete the 360. Also to brief the NEDs as to their involvement” “An enthusiastic welcoming of the process and a commitment to use the outcome pro- actively “Launch it and then use it as a personal and board development tool process, not a performance tool” The Role The Chair Plays

“The timing is important – when the board has reached a point of maturity that it can accept issues raised and work together to learn from them” “An opportunity to recognise how much we have achieved and how well the board has developed given our challenges when the PCT was established” “Not always comfortable” “A heavy workload” “Taught us not to neglect the softer issues Of bringing board together in joint Enterprise” “Confidentiality” What the Chair Needs to Know about the Journey

Next Steps in EoE 24 Trusts and PCTs undertaking the 360 in 08/09 Analysis of composite data to determine development themes for NED community Commissioning of bespoke NED development in EoE Pilot site for NHSI/Monitor programme Talent and Leadership Planning

Talent & Leadership Plan (T&LP) Proof of Concept Phase (PoC) NHS Operating Requirement 2008/09 that SHAs and PCTs produce T&LPs – by 31 March 2009 EoE NHS one of four SHAs involved in T&LP Proof of Concept Phase May / June 2008 –with East Midlands, West Midlands & South West DH released T&LP Guidance Document to assist in building T&LPs – EoE NHS ‘tested’ the document The EoE NHS partnered with one PCT (Norfolk) and one Provider (Norfolk & Norwich University Hospitals NHS FT) for deep dive activity Project Team at SHA level included resources from Capgemini Background….

Talent Management Healthcheck Talent Map – Future Leaders Enablers & Barriers Chief ExecutivesChief Executives & Chairs Talent & Leadership Plan (T&LP) PoC Concepts introduced so far whilst engaging with Chairs & Chief Executives

Overview Exceeds expectations Outstanding performance against objectives and behaviours required at level Meets Expectations Meets the expectations for performance against objectives and behaviours required at level Partially Met Expectations Below “met expectations” against performance objectives and behaviours required at level Potential Performance EMERGING TALENT Shows potential & motivation to develop at current level in some respects. Shows future promise and expected to progress within 3- 5 years DEVELOPING TALENT Demonstrates the potential & motivation to develop at current level& to progress within 1-3 years READY NOW Demonstrates the Potential, motivation & experience to perform at next level. In next <12 months, should focus on developing leadership behaviours at next level NOT LIKELY TO BE READY Shows limited potential to develop at current level within 3-5 years or shows no motivation / aspiration to want to progress NL1ET1DT1RN1 NL2ET2DT2RN2 NL3ET3DT3 New to level

Overview Exceeds expectations Outstanding performance against objectives and behaviours required at level Meets Expectations Meets the expectations for performance against objectives and behaviours required at level Partially Met Expectations Below “met expectations” against performance objectives and behaviours required at level Potential Performance EMERGING TALENT Shows potential & motivation to develop at current level in some respects. Shows future promise and expected to progress within 3- 5 years DEVELOPING TALENT Demonstrates the potential & motivation to develop at current level& to progress within 1-3 years READY NOW Demonstrates the Potential, motivation & experience to perform at next level. In next <12 months, should focus on developing leadership behaviours at next level NOT LIKELY TO BE READY Shows limited potential to develop at current level within 3-5 years or shows no motivation / aspiration to want to progress NL1ET1DT1RN1 NL2ET2DT2RN2 NL3ET3DT3 New to level