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Professor Rachel Munton Deputy Director, East Midlands Leadership Academy Interim Director of Nursing, NHS East Midland

Leadership in the context of the White Paper “Liberating the NHS”. Professor Rachel Munton Deputy Director, East Midlands Leadership Academy Interim Director of Nursing, NHS East Midlands . The NHS in the East Midlands. Strategic Health Authority NHS East Midlands. 9 NHS Acute Trusts

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Professor Rachel Munton Deputy Director, East Midlands Leadership Academy Interim Director of Nursing, NHS East Midland

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  1. Leadership in the context of the White Paper “Liberating the NHS” Professor Rachel Munton Deputy Director, East Midlands Leadership AcademyInterim Director of Nursing, NHS East Midlands

  2. The NHS in the East Midlands • Strategic Health Authority • NHS East Midlands • 9 NHS Acute Trusts • Chesterfield Royal Foundation • Derby Hospitals Foundation • Kettering General • Northampton General • Nottingham University Hospitals • Sherwood Forest Foundation Hospitals • United Lincolnshire Hospitals • University Hospitals of Leicester • Doncaster & Bassetlaw Hospitals Foundation • 9 PCT’s • Bassetlaw • Nottinghamshire County • Nottingham City • Derby City • Derbyshire County • Leicester City • Leicestershire County and Rutland • Lincolnshire • Northamptonshire • 1 NHS Ambulance Trust • East Midlands Ambulance Service • 5 Mental Health / Learning Disability NHS Trusts • Derbyshire Mental Health Services • Leicestershire Partnership • Lincolnshire Partnership • Northamptonshire Healthcare • Nottinghamshire Healthcare Employs 100,000 staff Spends £6bn annually on NHS healthcare Serves 4.3m people

  3. Equity & Excellence:Liberating the NHS: Key themes • Commissioner / Provider split • GP Commissioners: National Commissioning Board • Accelerated progress to Foundation Trusts for Providers • Economic Regulator/ Care Quality Commission • Public Health separated from the NHS

  4. Underpinning Principles • “No decision about me, without me”: patient focus and involvement enhanced • Increased clinical empowerment • Outcomes based on clinical evidence not process • “Our intention is to create an NHS which is much more responsive to patients, and achieves better outcomes, with increased autonomy and clear accountability at every level.”

  5. “It might be possible to describe being an NHS Top Leader as a state of mind which can be practised and developed – an attitude of openness to new experiences, acute self-insight both in terms of strengths and weaknesses, the willingness and ability to confront difficult challenges with resilience and humour, as being an effective influencer and communicator, and as a person who passionately believes in the fundamentals of the NHS as being patient-centred, fair for all and free for all.” - Dr Foster Intelligence 2010 unpublished

  6. “just as those who aspire to be Top Leaders need to be capable of self-scrutiny in terms of their strengths, weaknesses, experiences and responses, they need to be accessible, open and ‘recognisably human’ for colleagues at all levels in their organisations whilst remembering that they cannot afford to share each worry lest it snowball into a crisis of confidence in them as leaders. In short, Top Leaders have to develop balancing skills and judgement about what behaviour is appropriate and required in each situation.” - Dr Foster Intelligence 2010 unpublished

  7. Self awareness Boredom as a motivator for change Work life balance Difficult truths Delivering the mandate Role models Recruiting Career fulfilment Flexibility Individual approaches Common findings – NHS Top Leaders

  8. Introducing the East Midlands Leadership Academy A membership organisation - all 24 [current] East Midlands NHS organisations have agreed to support it and fund it through a levy. Established in Autumn 2009. Karen Lynas is Director of the Academy, Professor Rachel Munton is Deputy Director Work with all professional groups and a growing reputation for innovative, effective, engaging and high quality work. Focus on senior leaders – typically Band 8C and above, includes all professional groups, some special attention given to leaders from under represented groups. “To improve patient, service user and carer experience and support staff wellbeing in the East Midlands through the development and promotion of high quality leadership”

  9. Leadership in times of change “Our staff need the support and oxygen that only we as leaders can provide.” - David Nicholson

  10. The Academy works through: The use of expert providers, using creative approaches to generate solutions Working collaboratively to design the required development offers Fully administered, locally delivered, relevant products Contact Details: • Karen Lynas Karen.lynas-EMA@nottshc.nhs.uk • Professor Rachel Munton Rachel.munton-EMA@nottshc.nhs.uk • Telephone: 0115 9555449 / 07825 656 341

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