Organisational Development Community

Organisational Development (OD) enables people to transform systems.  It is the application of behavioural science to organisational and system issues to align strategy and capability.  It enhances the effectiveness of systems through interventions that enhances people’s collective capability to achieve shared goals.  If you are bringing in change factor in organisational development into your bid/costings so you can have support from colleagues with skills or training to be released or OD leads.  In system we try to work together and prevent outsourcing for two reasons, cost and impact. It is beneficial  to have our own organisational teams to support change. As we work together as one ICS team, we can reduce the amount of external support needed. At times it helps to have that external support and challenge space or expert knowledge but where possible our approach is always to train up our OD, leaders and change makers to facilitate change.  Please see this helpful definition of OD from our Midlands Region NHS – Talent,

Our ICS in Nottingham has a long history of working together and we build on that with our community of practice and workstreams.  The workstreams are maturing and we are starting to see delivery stage of some areas where our OD teams and change leads think system first ie: Active Bystander (Design -Delivery as an ICS stage), ICS Coaching (Discovery stage and Scoping), our co-branded senior leadership course together rather than separate individuals (Delivery stage – double diamond x3! now online and ready to join) . We can be proud of this progress towards integration as  a one team approach.  Duplication has been reduced, no budgets have been spent revealing a true integration model approach. 

• To build relationships beyond organisational boundaries. 
• Help us all understand where we are as a system – celebrating success and sharing our challenges
• Utilise colleague expertise and skills to help each other and address these challenges, with the intent to improve citizens and colleague experience
• To aid professional development and release talent and leadership across our ICS

The Midlands Region focus on the following 5 areas –

• Influencing without formal authority
• Challenging the status quo
• Releasing the potential of human systems
• Consulting mindset and skillset
• Self as courageous role model

As we continue to work together as one ICS team we can reduce the amount of external support needed and bring in expertise and capacity in ways that fit our strategic direction.  In order to keep our system open and prevent closed cultures, or to address them, external support and challenge space and those with expert knowledge are essential, however this should be anchored in our ICS system OD leads strategic approach and where possible part of larger programmes..  Where possible our approach is always to train up our OD, leaders and change makers to facilitate change using simple tools and opening the ODI infrastructure and  interventions to free up our system to lead us to health.  As we build our strategy this will become clear and during pre-testing in the exemplar hub we are already pivoting and understanding things like we need to take a coaching and facilitative approach to transformation initiatives and leadership practice.

In light of systems psychodynamics for example   ‘rather than functioning as a leaders of change, the role of organisation development is one of providing containment, understanding and facilitation for others to take up their roles responsible in their change process’  David Lawlor,  2023

More on OD – As this Hub develops you will be able to see more of our Organisational Development leads and specialist and  those with vast experience. Please check in later and we plan to do a launch over Summer 2024.  

OD facilitators and practitioners are trained to enable organisational development through a variety of intervention techniques. As we grow as an ICS our OD leads and improvement and transformation have much to benefit from sharing and connecting our expertise   

‘Organisation development as a practice involves an ongoing, systematic process of implementing effective organisational change.  Organisational Development encompasses Leadership and Talent and we Nottingham and Nottinghamshire ICS   OD is both a field of applied science focused on understanding and managing organisational change and a field of scientific study and inquiry.  Systems psychodynamics draws upon Psychoanalysis, psychodynamics, social anthropology, complexity theory, action research, open systems theory, systems thinking and socio technical systems (STS) which is an Organisational development is an approach to complex organisational work design that recognises and studies the interaction between people in their different roles, tasks and sub-systems and the technologies of their workplace.’ Lawlor, Sher 2023 p3 Tavistock Institute   

How has an OD practitioner applied this approach Frances Unsell   How the client was shifted to reality and transparency to listen. The facilitator staying in role can be highly challenging with what can feel like fierce challenge but in role we are trained or experienced in using the insight we can help real shifts.   How to stay in role and consider everything is data and that we are not here to be liked or be friends we are here for the organisation and those navigating within it  ‘everything is welcome’    This level of practice is highly specialised and can take many years of experience or training. To note we are not advocating poor behaviours toward the consultant, rather that reflexive practice may help the consultant understand what is going on that, if trained, can make use of for the OD intervention. 

OD Spotlights to come and Current Offers: 

Facilitating large groups and  accelerated design approach in groups – Pam Rumbell (ICB for ICS) and Sarah Phillips (ICB for ICS)

Assessing for Talents – Julie Fellows, ICB

Emotional Intelligence – Julie Fellow, ICB

Internal Consulting: Robert Tredwell our ICB lead with decades of experiences of working with internal teams.  Using tools such as preferences  Myers Briggs,  Insights- Team Development – 

✨Top Recommendations✨ Updated: March 2024 These are really good programmes and easily available free of chare to health and care colleagues.

#OurNNICS NOW and NEXT – Our Nottingham and Nottinghamshire ICS

1. Systems Thinking Masterclass: 1. How transformation can happen in complex environments (and reach 120,000) . 2. The leadership mindset necessary to support this transformation. 3 How dialoguing can be used as a practice for complex change
2. Systems Leadership – Making Our Move – Watch the recordings or attend LIVE and meet Debbie Sorkin, Director from the Leadership Centre – HIGHLY Recommended. Understanding the principles of Systems Leadership and how they can help create change in complex systems is increasingly important given the challenges the public, voluntary and health sectors are facing.
3. ICS offers open to our whole sytem – Book now or take a look at these fantastic offers for our ICS Facilitation, Motivational Interviewing, Emotional Intelligence, Systems Leadership, QI training, Personal care, Measuring Benefits and Impacts, Dementia
4. Senior Leadership Team Development Hold the dates: 15/5/24 (Co-design) and 11/9/24 (Event). Our two in person events for 50 ICS Senior Leadership Team. Systems Leading – learning from experts to guide our ICS strategic approach with Nicki is well known for working with our system in a way that accelerates our progress and works for Nottingham and Nottinghamshire NHS Elect DIrectors: Nicki (In person event) and Gareth Corser . Gareth is leading a pre-session systems thinking session – Gareth worked with Peter Senge at MIT.
5. A video Sarah Phillips our SME in Leadership created this video in 2023 to outline the core ideas being applied from UWE (University of West of England) diagnostic and synthesis report, international experts, NHSE. Crucially how the theory can and is being applied in our ICS – What that looks like. Systems Leading, Design Thinking (snippet) see below , Collective Leadership Distributed Decision Making .

Available for all partners in our ICS:

1. Excellent, clear and concise NHSE online course over 5 weeks but can also be completed quickly for those updating. Open to all colleagues in Health and Care Foundations in System Leadership; collaborating for health and care – Leadership Academy
2. Our ICB Community Transformation Team has curated this fantastic offering – Watch this link here for a taster of how the theory is applied in practice so you can apply theory to what is going on in your organisation and system.
3. The System Leadership Behaviours Framework (works alongside with System Leadership Foundation programme above: A significant system wide piece of research was undertaken and tested with a wide range of cross sector colleagues resulting in a deeper understanding of the kinds of behaviours needed to enable effective system leadership across the public sector
4. NHS England » Online course Culture Leadership Programme – we are a pilot site for this approach as a system. It is used in many parts of our ICS by individuals please do review, complete and share.
5. Leadership Academy Bitesize Learning Top Recommendations : Excellent portfolio of short videos that help us now: 2 minute learning:
   • Decision Making – Cynefin
   • Not all Chaos is bad – When work just Flows
   • Covey Decision Making – 35,000 decision per person each day
   • Using you as your best asset –
   • Cultural Iceberg – Our People Pillars
   • Critical Conversations – Kolb’s Learning Cycle Adapted
6. ICS Leadership Programme for senior leader development – EOI Full- you liked it! Please look out for another cohort by the year end.

Other recomendations – Listen, Read, Watch. (Overheard at…..national/regional NHSE, VCSE, Council, Care )

Listen:https://nw.leadershipacademy.nhs.uk/home/resources/videos-and-podcasts/leadership-live/

Top listen – what works in systems leadership – Very similar to our Community Transformation and current strategy to bring in a programme of learning applied to work.

Leslie Brissett, Mannie Sher, Tazzie Lorraine Smith (2021) Dynamics at Board Room Level – A Tavistock Primer for Leaders Coaches and Consultants. Highllighted recently on Midlands Leadership Academy ‘Demystifying Board Development’

NHSE (Culture Transformation Team for our CLP) , Wilfred Bion, 1961 Experiences in Groups. Ackoff, Senge.

Recent publication that pulls together decades of work in organisational development and consulting from the tavistock tradition making it accessible for all trying to use this approach to enhance thier leaderhship practice. The triplogy explains and applies decades of theories from Menzies Lyth, Bion through, 2nd and 3rd generation and to current and invite us to question what is now post modern. Mannie Sher and David Lawlor launched in December and can be found here: to purchase and listen here to the recording Look out for the recordings and free to attend monthly talks on the website to give an insight into what is inside the books to help you.

This fabulous book is highly accessible walk what this looks like and reads like a novel – by Gabriella Braun , who has consulted to hundreds of clients including the British Library, RADA, Tate, Tavistock and Portman NHS Trust, University of Cambridge and Queen Mary, University of London. Holds a master’s degree in Consulting to Organisations: Psychoanalytic Approaches from the Tavistock Clinic; and was a Principal Consultant in the Tavistock Consultancy Service.

NHS Only:

Midlands Leadership Academy Learning Zone

Simple Introduction to Leadership in system 30 Minutes

Key Leadership NHS Courses

Visible Leaders Network – predominantly NHS focussed but open to system partners.

The Visible Leaders Network (VLN) is a network for Black, Asian and Minority Ethnic (BAME) staff leaders and aspiring leaders in Primary and Secondary Care. It is designed to support your personal progression to senior level roles within the NHS.

You can join the VLN if you are an NHS employee working in the Midlands at Band 3*- 8a level or equivalent.

With inclusive membership in mind, if you are not Band 3*- 8a

Learning Organisation: Top Watch:

One Workforce: Collaborating. One Team

Short Cut Links:

Dates: For Talent and Leadership Oversight Group. Time 1300 to 1430 – Hybrid (10 In person places Trent Bridge House and online teams.  Terms of Reference. Work Plan

Purpose or Meetings 

These meetings serve as a recurring platform for strategic oversight of Talent and Leadership within the TL Workstreams. We will collectively co-design our ICS Talent and Leadership Strategy, led by Sarah Phillips, our Subject Matter Expert in Talent and Leadership. The format of each meeting will involve a briefing from Sarah Phillips, addressing various aspects of Talent and Leadership within sub-working groups and ICS Meetings.   This will provide our ICS colleagues with an overview of the ongoing work within the workstreams as outlined in the main workplan. Additionally, we will share updates on our ICS Talent and Leadership Strategy and allocate time for colleagues to discuss developments within their respective areas, which will inform our strategy. ICS Partner workstream leads will  provide updates directly, when available. In cases where we have external speakers or specialists (for up to 3 of the meetings), the briefing will remain the focal point, with time always allocated for any other business (AOB).

Who:

These meetings are for individuals involved in or supporting the direction of Talent and Leadership strategies within our ICS. This may include Assistant Directors, OD and Improvement senior leads. Please note that role titles serve as a guide rather than a strict requirement, especially for those in smaller organizations who may have multifaceted roles. We’ve identified our initial core members based on our current stakeholder lists, but we strongly encourage you to let us know who you think is not there to represent parts of the system who can help shape our ICS Leadership approach and talent management. We will check this at each meeting.

When:

Our meetings take place monthly in a hybrid format with in-person capacity until September. Papers and agendas will be shared with all active members via the meeting invite and stored on a file share (to be created). After each meeting, action logs will be sent out.

What:

We have a standing agenda, and this year we will also invite external visitors. This includes a UWE researcher (TBC), Systems Innovation lead (Mar), Imperial College (Corndel) Executive programme (January 2024), Design Thinking Lead and the Culture Transformation Team for the Culture Leadership Programme ICS Pilot (TBC). We will also have occasional expert speakers who are actively engaged in our system on matters of Talent and Leadership – Design Thinking in Action  to our Talent and Leadership Strategic Approach – for our Strategy and future plans. 

1. 18/01/24 
2.  22/02/24
3. 21/3/24 – Special Guest Joss Colchester from Systems Innovation – How we can make use of the SI cards, videos, toolkits and graphics to accelerate understanding of system innovation
4. 18/4/2024 -Co-design Talent and Leadership Strategy
5. 16/05/24 –  
6.  20/06/24 – Initial Draft Stategy
7. 18/07/24 
8. 15/08/24
9. 12/09/24

Talent Management: (led by Julie Fellows) 22/1/24, 26/2/24, 25/3/24 – The Talent Management group will be invited to join the TL design council for the final stages of our Talent and Leadership Strategy

Coaching ICS – Led by Mr Mat Daniels – Next meeting 4th April 2024 – please email sarah.phillips65@nhs.net to get involved either as a coach, our desing council or to apply to be part of the ICS Coaching Facutly.

We have put the core information here for you but please join our FUTURES page for documents and ongoing discussion.  We are also exploring other online collaboration spaces and have updated our stakeholder lists in January 2024. Please do click on this link  (pending IG approval) to join our workstreams and create our ICS! or email: nnicb-nn.peopleandculturesystempmo@nhs.net

All colleagues working in the sphere of organisational development, improvement, transformation leadership, within Nottingham & Nottinghamshire ICS.

Current and growing organisations members work in

A heart word cloud bringing together the various value/vision definitions of ICS partners. The larger the words are in the image, the more frequent their use. 

In 2023 our group comprising of  Just and Restorative Culture and Kindness Civility Respect moved firmly into delivery (CLP) and the leads in  the group support this work in our Exemplar Hub and are called upon for culture expertise, including who best to contact for advice. In September we were delighted to reach delivery stage (CLP) and also partner with our neighbouring ICS Derbyshire to learning together from LLR – Leicestershire, Leicester and Rutland Award winning Active Bystander Training approach.  

Some tracing: Our First meeting with Alex Chairing was in person. We were able to engage in safe and meaningful discussions. Sarah Phillips introduced the system OD plan and then met with Alex Lyon and Michael Pearson to explore what it means and how to incorporate our meeting discussion and previous work to ensure the OD plan is relevant to current needs and ideas. 

Leadership and Talent Progress Milestones

Highlights for 2023 to 2024:

October 2023 : Our new Talent and Leadership Subject Matter Expert took up the role . 

Week 1: National NHS presentation for up to 1000 colleagues (see video in challenges and celebrations)

November 2023 : Re-assessing our approach aligns thanks to UWE ICS synthesis ,  CLP pilot site , systems thinking and is also aligned to Virginia Mason, NHS Impact 

December 2023 : Signed off workstreams end December.  National team – Culture and Leadership Programme pilot site for ICS now at next stage.  Supporting 3 other ICSs with their journey, working with other current sites and propelling our system forward using a small award and support form National Team at NHS England, Culture Transformation Team.

MLA Talent Development Meeting– Regional collaboration, reducing duplications, NNICS Adapt to adopt.

CTT (NHSE)– Suppliers sought and quotes in plans in design aligned to what was on MOU. CLP conference February – Midlands.

Attended CLPP (Clinical Leadership) group in person meeting.  Listening to our clinical leaders in order to bring OD and clinical back together .

MLA – Senior Leadership Team in planning stages

Coaching discovery meeting – Exceeded plans: solution to our wicked challenges for integration – Team Coaching, coaching as a link for all our pathways – Shadowing, Mentoring, Supervision

ICS level 7 Award: Executive Leadership Programme graphics completed – ready for full launch February – Aim:  as one ICS offering as part of pathways build workstream – Levy  (click)

Active bystander training for Train the Trainers – ICS Wide Project: Designing and parallel testing in system during other delivery so we are ready to launch as one ICS team in April.

January 2024 – 

Our First oversight meeting was held with representation from across the system. Successful in CTT award to enable some initatives, infrastructure and architecture elements for system.

Stakeholder Team recheck – attending ICS groups as well as TL Groups.

Test cohort approach, processes and communications – for Feb ICS level 7 course made available via Levy (click)

Active bystander training (Regional approach via NHSE funding)  Meetings continue to set up Train the Trainers (parallel testing, Design council meeting to design an ICS WAY (ie; levels, one way, aims EDI/HR and OD on design council)  – ICS Wide Project (click)

National – CLP Design Council key members contacted  – what will help with CLP for ICS(click) – How can we best allocate the funds to help us most.

Calibration and work with current priorities shifts within partner organisations against workplan. Check still aligned: All groups a UWE ICS synthesis ,  CLP pilot site , systems thinking and is also aligned to Virginia Mason, NHS Impact

February 2024

Delivery stage for one of our Exemplar Hub elements:  The Executive Programme as part of our ICS Leadership Way – 8th February will see us out with Corndel in our system. 

Midlands Leadership Academy (MLA)  Board Development for strategy alignment to current NSHE and expert thinking

Level 7 final places and live online information sessions

Check in on Active bystander following midlands approach pause. Coaching – next meeting April

TL strategy framework, integration with Talent Management work from 12 months in ICS – Julie Fellows lead on ICS Talent Management 

CLP (Culture leadership programme)  programme enabler supplier quotes, processes, invoices requests, reporting for CTT content shape and plan

Design rework with  SLTs with NHS Elect following adustments for other system support

Board Support – Platinum agreed, steer and supplier recruited.  External facilitation to ensure safe support and challenge space, there will be overal learning from this for our partner boards within ICS will be shared later that will offer strategic direction for system leadership for Boards.

CTT (Culture Transformation Team)  National Event Leeds – Systems thinking with Gareth Corser and updates from Steph Crow, Louise Pramas.  Connecting our CLP approach with other systems in England.

Midlands Regional Event Leicester – Talent Management Midlands Approach

CLPP introduction and invitation to engage.  Highlight key area of work and offers  – leading to applicants on senior leadership programme.

Architecture – online file store with linked access – Set up SI and core share documents as LIVE for use

Review all reporting dashboards – Streamline priority due to duplication. 

March 2024

MLA Board Development, Direct consult on Talent Management for our ICS – Shaping what data will help with some  data access for region and system (20/3/24) 

Close Level 7 –  move to evaluation of doing as ICS and impact measurements 

Active Bystander – Agreement to work with with Phoenix

Skeleton Draft of Talent and Leadership Strategy – simple outline and approach, with example text style for strategic –  End march

Systems Innovation – introduce and discuss TL Oversight – recorded

Impact report template/example – how do we report:  on our impact and progress:  ICS connecting within and to region, projects, national – how do we share what our impact of CLP approach.

April 2024 

Using CLP (Culture Leadership Programme) to activate the system (leadership) 

Talent and leadership strategy co-design introduction and Talent and Leadership Hub Co-design invites

Impact Report at 6 Months – How is our systems thinking organisational development approach working so far?  What is it telling us for our strategic direction?  Do we have any measurable impacts?  Is this approach culminating in a  co-designed document – Talent and Leadership Strategy.

Reach out via newsletter to engage with all partners

Stakeholder mapping re-segmentation and visual data testing – Kumu

Infrastructure of Systems innovation toolkit for use by our ODI and change agents in all our system for a consistent approach for systems leading for to reach into our whole team of 70,000

May 2024 

Co-design of SLT intervention 15th May 2024 

Launch Systems Innovation 

TL strategy First Draft from co-design – invites for comment, contribution

Meeting for TL Hub

Meet with Provider Collaborative on Talent Management Strategy

Bring together Talent and Leadership Design council – ensure ICS partner and their contacts are invited.

Stakeholder engagement further testing. Kumu visualisation what do we want to see across our system.

June 2024

Initial draft of Talent and leadership strategy for reach out via design council for strategy

July 2024

First Draft for wider comment from each ICS group

August 2024 

September 2024

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Trace: What led us here (2022-2023):  December 2022 Chaired by Helen Mancini on Kline Appreciative enquiry.

January 2023 – Chaired by Helen Mancini who facilitated the Kline approach which encouraged debate and sharing of what we need from our leadership programme.

February 2023 – Chaired by Sarah Phillips – This session we adopted complex facilitation and our first hybrid session. Our colleagues who would otherwise been unable to attend felt part of the room. We were able to draw upon key ideas and collate.

July 2023 – ICS Leadership Meeting we said a fond farewell to Annette who has given us decades of her expertise. Her parting gift sharing her retirement slides to our hybrid leadership group.  She attended following her recommendation for an apprenticeship programme for leadership.  This was endorsed by the group ready for taking forward as a system rather than individually, which was the plan.  In October 2023 we saw the development of our microsite where we will as ‘One ICS Team’ share with colleagues in each partner but deliver as one team.  We are excited to see this reach the stage, which is delivery  (CLP) and expect to see the impact and uncover blocks to progress together and use the learning to moved us toward health at pace. Expressions of Interest for Our Leadership Programme – Nottingham and Nottinghamshire ICS (corndel.com)  

September: Evaluation and reporting on all subgroups to provide insight into our best direction of travel.

Our cog in the wheel, catch all for all our Organisational Development is our Community of Practice (CoP) which began in early 2022. Our community connects with nearly 300 individuals from our health and care system which reaches out to all our 70,000 colleagues.  Meeting BI-Monthly in person and online over teams, finding several ways to better connect people whilst offering a space to learn and share best practice and insights into each other practice.   The sub groups and work streams all connect into the CoP.

The CoP is now mature at delivery stage and is a true system asset for OD, Culture and Improvement, enabling meaningful culture change through creating climates for co-design, collaboration, learning and innovation.

From the onset, we have chosen to take an innovative approach by introducing a CoP to support exploring and mobilising Culture, Improvement and Leadership interventions. We do this by bringing together Organisational Development, Improvement and change expertise, thus capitalising on the wealth of skills and passion for quality improvement across our health and community led services. 

Connect!

I am people profession person –   Would you like to connect to all things organisational development.  Please join us.  

I am a leader: Please use this space to connect you to what is happening in our system, resources we have made available and curated content we think is the most helpful based on research in our ICS, our resident ICS experts and subject matter expert for Talent and Leadership.  You can contact your local OD support.  As we  do not operate an academy model at this ICS. all requests go via your own infrastructure unless we are hosting a direct link (ie: Active Bystander and Coaching)  OD and Improvement/transformation leads.  

You can contact us to find out more by emailing:  nnicb-nn.peopleandculturesystempmo@nhs.net and to find out about our Community of Practice you can contact: Sarah.Scott2@nottshc.nhs.uk . This is our main distribution list for all things people so please do consider joining our list. 

Please do engage with us on our social media channels use the #NNICS and tag in @Notts_ICS 

Distribution List – open to all people professionals in any ICS.  (pending IG approval) 

Enrolment into groups – get involved in our ICS creation  – sign up to be part of the workstreams.  (pending IG approval) 

Please find our easy downloads and links to downloads:

• The Long TermWorkforce plan explained 

• The Long Term Plan (15 Years) – 2019
• People Plan 2020/21
• The future of NHS HR and OD 2030 Vision
• NHS Long Term Workforce Plan (10 Years) – 2023
• NHS Nottingham & Nottinghamshire ICS Strategy 2023-27
• NHS Joint Forward Plan (JFP)
• N&N ICS People & Culture – SWIM 4 & 6 (Actions 28, 29 and 30)
• Workforce Work Programme for Provider Collaborative (5th May 2023)
• Sir Gordon Messenger Review June 2022
• Our NHS People Promise
• The Seven Principles of Public Life – GOV.UK (www.gov.uk)
• NHS Leadership Competency Framework for Board Level Leaders
• Consultant Level Practice    The key skill set for systems leadership and systems transformation aided by clinical credibility in own professional field
• Leadership and Management Standards for Medical Professionals | Faculty of Medical Leadership and Management (fmlm.ac.uk)
• NHSLeadership-LeadershipModel-colour.pdf (leadershipacademy.nhs.uk)
• The Nottingham and Nottinghamshire Leadership Way (Discovery and Design Phase with Testing at delivery)
• NHS People Promise
• Our Leadership Way
• Positive action in the workplace – GOV.UK (www.gov.uk)
• Employment-studies.co.uk
• Talent Management | Factsheets | CIPD
• 9-Box Performance grid perfectly explained | Helpful Examples (consuunt.com)
• Mind the Gap
• Integrated care systems explained | The King’s Fund (kingsfund.org.uk)
• Provider collaboratives: explaining their role in system working | The King’s Fund (kingsfund.org.uk)
• Place-based partnerships explained | The King’s Fund (kingsfund.org.uk)
• Primary care networks explained | The King’s Fund (kingsfund.org.uk
•  

NOW FULL – sorry you have missed out please do keep checking in we are hoping to run another cohort later this year : Senior Leadership Level 7 (Levy Funded £14,000) A system investment of £420,000 in our future and current system leaders. (Levy funded) Plus staff release costs from supporting organisations. A system saving per 30 delegate cohort is around £360,000 for our system to due to the one year and online delivery method. (Staff release costs)

Senior Leadership Level 7 COHORT Evaluation and Next steps:  The Nottingham and Nottinghamshire Integrated Care System (ICS) has embarked on a strategic endeavour to bolster leadership capabilities across the health and care system. This has been achieved through the launch of a cohort-based Executive Senior Leadership Programme. Designed to unify future leaders from diverse sectors within health and care, this programme fosters a shared learning journey. It encourages the establishment of connections, mutual understanding, and the formation of a cohesive vision for the future. Such true system working not only addresses our current needs but also firmly anchors us in the future, leading us to health together. Co-designed to meet our specific system requirements and benefit from a joined up approach, we have quickly established a robust partnership with Corndel who will continue to support us moving forward.

I eagerly anticipate sharing the benefits our cohort will experience, confident in the excellence of the content. Initially brought forward by individual providers, we recognised that a collective approach could accomplish far more. This realisation has been vividly demonstrated at our own community of learning, preparing us to lead together – the Nottingham and Nottinghamshire ICS Leadership Way.

The insights gained from this initiative will inform our strategy, which is currently in the design phase, so as we deliver for our people we are also system testing, to ensure our long term strategy delivers tangible results in the direction we need.

Community Transformation – Nottinghamshire’s partnership approach wins national Integrated Health Award – NHS Nottingham and Nottinghamshire ICS – NHS Nottingham and Nottinghamshire ICS (healthandcarenotts.co.uk). Our ICS Sarah Phillips was invited to present nationally to up to 1000 live online sharing our culture and leadership journey. Stay tuned for more: Challenges we have learned from and continue to puzzle us until we find what works best for all our ICS.

  – Emerging! Please do update us so we can connect more or our system strong areas together and bring pockets of innovation into the frame so we can develop them as a system. 

Delivery Stage :

• Nottinghamshire Alliance Training Hub (nottstraininghub.nhs.uk) – all things Primary care. Take a look at the work going on for Advanced Healthcare Practitioner.  
• Phoenix Primary Care Development    Organisational development now at a mature stage continuing to develop a range of services including one-to-one career advice, signposting, mentoring, education, group support and fellowships. 
• Outstanding explanation of the LEVY funding process – Take a look at how it works. We have had success this year in moving Levy around our system for our 3rd Sector partners, so please partners take a look and our ICS will work together to support our people. We have our very own ICS LEVY funded executive programme to consider for our aspiring executive leaders.
• Our ICS Community Transformation team are advanced in their systems working (recognised in the awards in 2023 and our SME, Sarah Phillips analysis of progression)  Pam heads up the OD and keeps us tuned in to all things system OD already tried and tested
• Our important ICS Partners Voluntary VCSE (voluntary, community or social enterprise)    are collaborating on some crucial work for our volunteer workforce we are called VIANN (Volunteering Infrastructure Alliance for Nottingham and Nottinghamshire) – more updates to follow..  Please see the links below.  and work on The Point of View project (POV) aims to build new, strong and lasting relationships between Arts organisations and the wider voluntary community and social enterprise sector and will affect change by putting the voice and ‘Point of View’ of young people at the centre of all POV activities.  Highlight – please look at this video to learn more about this outstanding work.  Fully aligned to our ICS strategy.

Active Notts and Active Derbyshire connecting with our Community Transformation are offering  – 2nd run of the successful  Systems Leadership sessions 

2023: Our year, our progress (imperial.ac.uk)

https://www.england.nhs.uk/aac/

aac005a-health-technology-pathway-map.pdf (england.nhs.uk)

NHS Accelerated Access Collaborative » The Health Innovation Network (england.nhs.uk)

Defining and demonstrating value from continuous improvement in the NHS

April talent management will look at how AI can help us in talent and leadership which is always in the context of global AI and innovation. Our people team in Nottingham and Nottinghamshire links to our SAIU so we can build a picture and increasingly work with local workforce intelligence to determine our direction of travel and make informed decisions. Here you will find updates on that for our ICS and Midlands region. We are particularly keen to hear from our ICS partners who are using tech that we can explore as part of our integration of health and care. Do contact sarah.phillips65@nhs.net in the first instance.

We are testing for system Kumu see demonstration video, Data segmentation tools for connecting our system. Talent Timebanking –