Transformational Change through System Leadership programme 2018 - Programme information
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Transformational Change through System Leadership programme 2018 Programme information
We support providers to give patients
safe, high quality, compassionate care
within local health systems that are
financially sustainable.
Contents 1. The Transformational Change through System Leadership programme .4 2. Your online application ...........................................................................9 3. The TCSL faculty ..................................................................................10 4. ACT Academy research and evaluation ...............................................16
1. The Transformational
Change through System
Leadership programme
What is the programme about?
The Transformational Change through System Leadership (TCSL) programme is a
four-month development opportunity for leaders in health and care systems who
want to learn and apply the concepts, tools and techniques of transformational
change.
The conceptual starting point for the programme is that transformational change,
although including many smaller scale changes, is fundamentally different from small
scale change or service improvement due to three related factors:
the need to manage the expectations and interests of high numbers of
stakeholders, often spanning organisational boundaries
the complexity of system dynamics, with multiple interacting services,
pathways and processes
the challenge of dealing with uncertainty and unplanned changes in the
course of the transformation.
In practice, transformational change involves a shift in our focus from what we would
pay attention to in smaller scale changes. Some elements of this shift are illustrated
in the table below.
4 | Transformational Change through System Leadership: programme information
Small-scale improvement Transformational change
The project and deliverables -► The outcomes
The plan and Gantt chart -► Cycles and evolving activities
Efficiency of processes -► Structure, process and patterns
Allocation of tasks -► Supporting others to lead
Risks and mitigation -► Working with emergence
Plan-do-study-act (PDSA) cycles -► Experimentation with multiple
to refine the solution solutions
The ‘blueprint’ vision -► The inspiring vision
The measurable goal -► Shared purpose encompassing
many goals
Descriptions of the change -► Multiple framings of the change
Selling the end point -► Building trust and understanding
As a participant on the programme, you will learn and apply many of the techniques
proven to help deal with this shift in focus as you work on your change project with
your team. The programme should help you irrespective of what stage you are at
with your specific change project but will be of most benefit to systems at the early
stages of their work.
Throughout the programme, the goal of the faculty is to create a safe environment
that allows you to learn and practise new ways of working, with the thinking space to
decide how you will apply this learning to your specific transformational change.
We ask that you join us on the programme with a willingness to experiment, a desire
to share your wisdom with others and an openness to talk about the challenges you
are grappling with in your work as a change leader.
5 | Transformational Change through System Leadership: programme information
What topics does the programme cover?
The programme and topics are illustrated in the image below. The outer ring shows
icons representing topic areas and these are described in the key below the image.
6 | Transformational Change through System Leadership: programme informationIn the image at the centre is personal leadership. TCSL is fundamentally about you as
a leader of change. Transformation requires new ways of leading that are much more
about your ability to engender trust and build connections than other simpler changes.
Throughout the programme we will keep returning to what this means for you.
Surrounding the centre are three segments that represent the different types of
activities you might take in transformational change (which are each then broken
down into three more specific focus areas).
In creating direction your focus is on understanding your transformational
change needs, creating a vision and deciding what you will do to deliver it.
In building readiness your focus is on the system that is delivering your
change, ensuring you, your team and those in the wider system are ready and
able to deliver a change.
In leading transformation your focus is on establishing new ways to lead
change, both personally and through others, as well as shaping the systems
that oversee and shape change delivery.
These areas essentially seek to answer three questions:
What are we going to change to achieve our goals?
What do we need to do in our system to be ready to make these changes?
How do we need to lead differently so that these changes occur?
Getting a system and its leaders ready to deliver change can be major undertakings
in themselves, and so we focus as much on these enablers as we do on the
transformation itself.
In the programme we will describe our learning and the evidence about how systems
successfully answer these questions. The topics covered in our curriculum (the outer
ring) are an evolving conceptual map of the knowledge about what is important to
the delivery of transformational change. It has come to life over the last few years in:
bringing together the literature on major change, both from within the
healthcare sector and industry
7 | Transformational Change through System Leadership: programme information reflecting the learning from the delivery of this programme and the
experiences of those delivering change
seeking to integrate both academic and professional knowledge so that each
topic exists as a part of a coherent whole.
It is important to note that the curriculum is not specific to a particular change topic. It
can be applied to the redesign of urgent care services or the creation of an
organisational safety culture. However, the relevance of each topic area will vary
with the change being made and the local context in which it is being delivered.
Linked to this, our approach to guiding others in the delivery of transformational
change is to be non-directive. We do not offer a formula that says ‘start with A, then
do B’ although some elements (such as creating a vision) do typically occur earlier in
a change process. We take this approach based on our view that there is no magic
formula or steps that can be applied to every change scenario. Each change is
unique and the topics we cover represent our knowledge of the range of areas
leaders need to consider in designing their local change.
As you and your team go through the programme you will be encouraged and
supported to develop your own local approach to transformational change.
If you have any questions about the programme, please email NHSI.ACT@nhs.net
8 | Transformational Change through System Leadership: programme information2. Your online application
Information you will need to complete this:
title of your change programme
main objectives and scope of your change programme
confirmation your project is a key element of your sustainability and
transformation partnership (STP) proposal
which STP the team is part of
the key organisations and key stakeholders likely to be affected by your
change programme
the background to the change programme is (ie some of its history and
progress to date)
brief details of your change programme leadership arrangements (eg who
leads it, any governing or steering arrangements, etc)
what you think the main challenges will be in implementing your change
programme
what your team hopes to get out of the TCSL programme.
9 | Transformational Change through System Leadership: programme information3. The TCSL faculty
Dr Julia RA Taylor
Director, ACT Academy
Julia has worked in the healthcare improvement field at national and international
level since 2001. Previously she was the National Programme Director for Building
Transformational Change Capability at NHS Improving Quality and, before that,
Director of Learning and Development at the NHS Institute for Innovation and
Improvement. She has held the post of National Programme Director for Ambulance
Trusts and has been director of an NHS trust.
Julia has extensive experience of supporting change management and leadership
development in complex environments and building organisational effectiveness.
She is a recognised authority on service improvement and large-scale change
approaches to transformation. She has expertise in delivering transformational
change across organisational boundaries in complex settings through system
leadership. An experienced qualified executive coach, Julia has studied with the
Harvard Kennedy School for Executive Education among other prominent
educational centres. She holds a master’s degree with distinction in Leading
Innovation and Change and a doctorate in Transformational Change in Healthcare
and is an academic consultant for Middlesex University. She was invited to be part of
the NEF Innovation Institute’s Innovation Council in 2013.
Julia has an extensive knowledge and understanding of health and care services
gained through both academic study and hands-on management experience of
delivering complex change on the ground. She has significant experience in
10 | Transformational Change through System Leadership: programme informationsupporting challenged trusts and has designed and delivered national and local
developmental capability-building programmes for senior leaders commissioned by
organisations such as the Department of Health, NHS England, and Australian and
New Zealand health authorities. For example:
Organising for Quality and Value (improvement science education
programme): Department of Health, Strategic Health Authorities, NHS trusts,
New Zealand Department of Health
NHS Vanguard for Emerging Leaders (leadership development with an
innovative design): Department of Health, Leadership Centre, Strategic Health
Authorities
Leading Large-scale Change: senior NHS and Australian health care leaders
No Delays: developmental programme for Health and Wellbeing Boards, DH
20
Bespoke master classes (eg Authentic Leadership): NHS boards.
Julia has designed and facilitated large group interventions for a range of partners
including the Department of Health, the Academy of Medical Royal Colleges and
Health Workforce Australia.
Julia has also developed and published detailed guidance on improvement methods
and resources as well as other quality improvement-focused papers including in
peer-reviewed journals. For example, Delivering Quality in the NHS, The Handbook
of Quality and Improvement Tools, Transforming Access – Clinical Governance: an
International Journal.
Julia’s work on reducing delays for patients is internationally renowned; she is an
international speaker, a contributor to healthcare publications and sits on a number
of forums.
All requests for speaking engagements or articles, please email
lynsey.ogilivie@nhs.net.
11 | Transformational Change through System Leadership: programme informationPaul Mount
Senior Manager
Paul joined the ACT Academy in June 2017 as a faculty member and associate. He
has worked in the health sector for ten years, first with the Department of Health and
more recently with NHS England. He has been involved in a range of national
change initiatives, including redesign of commissioning support services, the New
Care Models programme, design and development of NHS111 and integrated care
pilots.
Prior to working in the NHS, Paul spent 17 years working in a range of industries as
an economist and as a management consultant. He gained experience of complex
improvement and change projects in the education, transport, postal, financial, and
energy sectors. He has led a wide range of projects, developing expertise in project
and programme management, process redesign, financial and economic analysis,
and measurement for improvement.
Paul has recently focused on the human dimensions of change. He led the
development of an organisational development programme designed to increase
collaborative working and leadership capability. He also provided intensive support
to groupings of clinical commissioning groups (CCGs) in three regions to work
together to in-house some support functions, and procure at-scale services from the
market.
Paul is a Health Foundation fellow and holds a Masters degree in Leadership
(Quality Improvement) from Ashridge Business School.
All requests for speaking engagements or articles, please email NHSI.ACT@nhs.net
12 | Transformational Change through System Leadership: programme informationStephanie Reid
Senior Manager
Stephanie Reid’s expertise and experience lie in supporting local and large-scale
service transformations and reviews.
She has 20 years’ experience working in local, regional and national roles in the
NHS and Department of Health. Previous roles have included accountancy, business
performance management and front-line service improvement at organisational and
regional level as well as national roles focused on complex programmes of service
redesign and strategy development and implementation.
As well as professional accountancy qualifications, Stephanie holds an MBA and is a
visiting lecturer on quality improvement for two Kings College London MSC
programmes.
During the last 10 years, Stephanie has also worked in the private sector providing
consultancy support for a large variety of clients with particular focus on leading and
supporting projects delivering clinical pathway and care model redesign. She has
worked as an associate for major consultancy firms in the health and local
government sectors using her expertise to support both local and larger scale
service transformations and reviews, including service development planning and the
implementation of new organisational models of service delivery.
Stephanie is a member of the ACT Academy’s TCSL teaching faculty. She also
leads on the QSIR programme and has supported the delivery of the NHS Emerging
Leaders programme which includes facilitating virtual action learning sets.
All requests for speaking engagements or articles, please email NHSI.ACT@nhs.net
13 | Transformational Change through System Leadership: programme informationAndrew Singfield
Senior Manager and TCSL Lead
Andrew Singfield specialises in transformational change, organisational
development, the application of improvement science at a system level and the
design and facilitation of group learning events.
As programme manager for the ACT Academy’s TCSL programme, Andrew has
supported a large number of senior leadership teams to shape their change
programmes and build new skills. This programme has consistently achieved over
95% approval ratings and has recently expanded to include support to people
wishing to develop as coaches and trainers in this field. In previous work Andrew led
the development of methods for supporting health and social care systems and
oversaw a large programme to help commissioners implement improvement science
activities in commissioning. Andrew’s publications include The Little Book of Large
Scale Change, An Improvement Framework for Commissioners and a range of
support materials for senior leaders.
Since joining the NHS more than 20 years ago, Andrew has worked in a variety of
management and organisational development roles mostly centred on supporting
leaders and teams to improve their service delivery. This has included five years
supporting ‘challenged’ NHS organisations across all NHS sectors and roles in acute
services and commissioning organisations.
Throughout his career Andrew has developed a significant level of expertise and
experience in integrating leadership and improvement methods to support change.
He is a qualified executive coach, holds an MBA and is currently working towards a
doctorate in professional practice.
All requests for speaking engagements or articles, please email NHSI.ACT@nhs.net
14 | Transformational Change through System Leadership: programme informationDr Alison Tweed
Senior Manager
Alison joined the ACT Academy in November 2014 as a faculty member and senior
manager. She has taken a lead role in developing and implementing a quality
assurance framework for the TCSL and QSIR programmes. With a background in
academia, she has applied adult education principles to develop robust assessment
processes for programme participants and set the basis for ongoing accreditation
and formal recognition of achievement.
In previous roles, she has worked in partnership with Health Education England in
the delivery of doctoral-level professional clinical psychology training. As part of her
work with students, she developed a validated measure for the standardised
assessment of clinician therapeutic skill in-vivo, which has helped re-shape
observational methods for clinicians in training at a national level. Her experience of
quality assurance work has involved the role of external examiner at a number of
universities both in the UK and oversees, and as a member on the accreditation
committee for the British Psychological Society.
Alison has over 20 years’ experience working in the NHS and higher education
settings. She is a clinical psychologist by profession and spent a number of years
working as a frontline clinician in medical and adult mental health services. With a
move to clinical psychology professional training as a lecturer (and latterly, principal
lecturer), she has gained a reputation as a psychological qualitative researcher,
publishing a number of peer-reviewed journal articles and book chapters. Her
specialist interests include thematic qualitative analysis, specifically grounded theory,
process factors in psychological change and skills assessment. She brings this
unique perspective and a quality assurance and standards background to the
ACT Academy.
All requests for speaking engagements or articles, please email NHSI.ACT@nhs.net
15 | Transformational Change through System Leadership: programme information4. ACT Academy research
and evaluation
We are committed to continually evaluating our programmes as part of ongoing
curriculum development. To aid us in this evaluation, participants in TCSL will be
asked to complete feedback forms after workshop sessions.
We are also committed to measuring the impact of our programmes. Therefore,
as part of your attendance on this free programme, we may request your team’s
involvement in short team telephone interviews over the course of the programme.
These interviews will be scheduled at a time convenient to you and will serve as a
valuable reflection tool while assisting the ACT Academy to evaluate and capture the
longitudinal impact of the TCSL programme. We are keen to use these interviews to
create case studies demonstrating impact. Analysis of interview material will be used
to inform our programmes and if we intend to publish externally, we will make the
results available to you for editorial amendments.
16 | Transformational Change through System Leadership: programme informationContact us:
NHS Improvement
Wellington House
133-155 Waterloo Road
London
SE1 8UG
0300 123 2257
enquiries@improvement.nhs.uk
improvement.nhs.uk
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