Encompassing South Warwickshire, Wye Valley, George Elliot and Worcestershire Trusts, the Foundation Group covers three counties and provides acute and community health services.The joint working of the Trusts is voluntary, with Trusts choosing to join the Group and operate in the way that has developed. With Committees in common, joint roles for the CEO and Chair and other executive roles, opportunistic approaches have flowed from the collaboration.The Group has enabled new ways of working to be tested and sharing and adoption of this practice to be adopted at pace.The “back office” infrastructure is shared where it makes sense, but there are differences and local approaches. Glen has been a CEO for over 18 years so the joint approach builds on his experience and outlook. His approach has been to always encourage people to make change and challenges thinking. Success happens when decision making iOS devolved and people are supported in accountable structures/cultures. Importantly staff and services must be supported to take risks and learn what works. As Group CEO, Glenn has had to move to a more coaching style as he cannot be so hands on. He still needs to be able to discharge his accountable officer role properly but does this increasingly by working through others. He needs to be able to provide the ‘air cover’ for the site based managing directors, so they can do their job effectively. Looking forward - the Group is not dependent on Glen alone to succeed. All of the organisations can walk away from T he Group at any point and make their own choices.The leadership role is to convene; scale up population health approaches; work as an integrator; earn the trust of others to support better care delivery. NHS organisations don't have to provide and lead everything -but must break new ground and evolve.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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40:18
Local Government oversight with Mark Lloyd
Mark Lloyd was a CEO of two Councils in England and then was the CEO of the national membership organisation, Local Government Association. Macro themes from the episodes and Mark: Where there is political consensus and stability, partnerships appear to be have developed and matured more easilyWith upper tier councils spending 70% of their revenue on adult and children social care - any devolution or change, must come in this area to provide councils with the headspace and resources to fulfil their functionsDelivering 1300 separate statutory functions and 800 different services, in the light of 70% of money spent on social care - surely this is unsustainable?Large appetite to deliver services differently, but given 1300 statutory elements – this must be supported and sometimes initiated by central GovernmentWhere Councils are leading improvements for their populations holistically (equality, equity, healthy lifestyles, fairness, poverty eradication etc) there seems to be a case for giving them a broad public sector leadership role – straddling multiple sectors in the public sector worldDevolution could be a great opportunity to change and improve – but also a huge distraction if it is not focused on improving the outcomes for local residentsHuge desire to be family/person centric and it continues to be frustrating that data sharing is slow and difficult to achieve across sectors and organisations.Leadership themes:A. The relationship and trust between a local authority CEO, the leader of the council and broader set of politicians is key. This is tough balancing act for LA CEOsB. CEO leaders have very adaptable leadership styles – real balance of needing accountability; support for staff and teams; delivery and driving of improved outcomesC. LA CEOs are accountable to all elected members - not Parliament (as NHS CEO are). Therefore, across health and social care need to be more aware of the need to negotiate and find commonality – not operate with “diktats”.Some salient quotes from the episodes:“make the complex simple”“Look for the opportunities and exploit for the benefit of local residents”“CEO has to be a heat shied over staff”
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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35:28
Introduction to series 5 - groups and mergers
reference in the podcast to the ‘Dalton report”:https://nhsproviders.org/media/1154/nhs-providers-on-the-day-briefing-dalton-review-5-12-14.pdf
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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14:33
Similarities and differences with Stephen Moir
Stephen is the CEO of Cambridgeshire County Council but is of particular interest to this podcast as he has undertaken senior leadership role in the NHS , local government, police service and nationally in NHS England.Local Government is fundamentally about place, locally led by politicians and people Democratically elected to led with a mandate.The differences between a local authority CEO and NHS CEO is the latter is accountable to Parliament as a n Accountable Officer, the former is “Head of paid service” and accountable to the councillors in the Council through collective leadership. Therefore a local authority is not directed by a single government department or Secretary of State - probably 4 or 5 central o-government departments that interlock with local authorities.Stephen describes the skills of agility, listening and responding to residents, ensuing he triangulates views and opinions and remains very curious. Importantly a local authority CEO can not be active politically.Setting thje culture right in the council is importantly -close vision and purpose; underpinned by 7 political ambitions. Role is to ensure there is not conflict between the politicians and council staff and sometimes operate as a heat shield and needs to be resilient.Stephan described his optimism for the transformation that needs to take place and not getting sidetracked by local government re-organisations . There are huge opportunities with the Oxford to Cambridge development belt and he wants to ensure he eventually leaves well and leaves a good legacy for someone else to build upon.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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43:39
Making a difference with Trevor Holden
As a managing director of two district councils in Norfolk, Trevor sees the role of localised delivery to be essential for the health, wellbeing and prosperity of local communities.Leading in the public sector is a privilege, vital and supporting how services are designed and improved it’s important. It is vital to be honest about money, resources and availability of support and wrap help around localities.With the Government embarking on a devolution agenda, there are huge opportunities for change.“Organisations are the way resources are brigaded to deliver something” - clear and simple message from Trevor.“Everyone is responsibility to lead” and design how services are delivered to improve outcomes. Good example in the Norfolk area is social prescribers from local councils working directly in GP practices to support people to make good choices about their health.Trevor is huge supporter of developing joined up public sectors in neighbourhood teams - allowing a joint/single view of the citizen and family; working without hierarchy - leadership is helping people unblock the problems they come against and allow success to flourish and provide cover when things fail (which they will).Trevor describes his 26 years in the military and the trainning that provided. Everything is subordinate to the overall mission. His observation is that often inter public sector working fails because leaders don't find commonality and share the same mission. Ego needs to be left at the door; focus on creating success and understanding the human dimensions of change. Final thoughts - look for opportunities; exploit them to reap benefits and overall - look to make a difference in the people we serve.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
Ireland