<strong>Board</strong> <strong>of</strong> <strong>Directors</strong> <strong>Meeting</strong>, <strong>29</strong> <strong>March</strong> <strong>2012</strong>Agenda Item 9The Connect Approach - helping <strong>Board</strong>s respond to meeting 21 st Centuryleadership challengesThe Next Stage Review clearly set out a vision for the NHS which has quality, innovation, improvement andmeeting the clinical and care needs <strong>of</strong> patients and the public at its core. This needs to be achieved whilst alsoreducing costs and responding to the health care challenges raised by changing demographics and lifestyles.This vision and context sets an important challenge to NHS leaders. In terms <strong>of</strong> inclusion and diversity, we seethe challenge as two fold. Firstly, there is a critical need for leaders to develop a strategic response to meetingthe varying health and health service needs <strong>of</strong> different groups within our society, which is one in whichsignificant health inequalities already exist, that is aligned with their core strategy. Secondly, is the need todevelop a strategic organisational approach that considers the diversity implications <strong>of</strong> developing an engagedworkforce and future leadership that can realise the high standards <strong>of</strong> quality, innovation and improvementsought. The CONNECT programme provides a methodology to help NHS organisations respond to thesechallenges.CONNECT OutcomesThe programme will deliver: An understanding <strong>of</strong> the critical relationship between diversity and inclusion issues, the strategicpriorities <strong>of</strong> the NHS organisation and national NHS challenges e.g. World Class Commissioning,Healthy Ambitions, the DH report, Quality, Innovation, Productivity and Prevention (QIPP); Knowledge <strong>of</strong> how to identify and consider relevant diversity and inclusion issues in the strategicplanning and decision-making process; Increased commitment and capability to build diversity and inclusion into leadership <strong>of</strong> the NHSorganisation at every level; Awareness <strong>of</strong> the role and impact participant leaders within the programme have in creating greaterdiversity in leadership and increased ability to ensure diversity and inclusion is embedded across theirorganisation.Four Stages <strong>of</strong> the CONNECT ProgrammeCONNECT comprises four stages which combined, help to improvethe commitment, confidence and capability the <strong>Board</strong> needs to builddiversity and inclusion into the leadership <strong>of</strong> their organisation.Assess conducts an overview <strong>of</strong> the organisation’scontext including strategic priorities and challenges,approaches to and progress on inclusion and diversity, successes and challenges, patientand public pr<strong>of</strong>iles etc.Data is gathered using documentation and conversations with key stakeholders including inmost cases the Chief Executive and Chair, HR Director, Strategy / operations director,Medical Director and equality lead. It includes feedback from other key stakeholders such asgovernors, clinicians, nursing and other staff, patients and service users.Review seeks to understand the changing social, political and organisational environmentand priorities as it relates to diversity and inclusion, and how this affects the NHSorganisation. It works with individual <strong>Board</strong> members to explore how building diversity andinclusion into their own leadership approach can add value to their areas <strong>of</strong> responsibility andachieving the overall strategic priorities <strong>of</strong> the organisation. It uses the Strategic InclusiveLeadership & Governance Framework© and coaching-style conversations.Page 78 <strong>of</strong> 156
<strong>Board</strong> <strong>of</strong> <strong>Directors</strong> <strong>Meeting</strong>, <strong>29</strong> <strong>March</strong> <strong>2012</strong>Agenda Item 9The results <strong>of</strong> the Assess and Review stages are presented as a report to the <strong>Board</strong> andused to design the workshop within the next programme stage – Build.Build identifies the strengths and weaknesses <strong>of</strong> the <strong>Board</strong>’s approach in leading inclusion and diversity andbuilding it in to the business at board level as well as opportunities for further improvement. It plays theseback to the <strong>Board</strong> within a workshop setting. The workshop, using tailored questions and case studies providesan opportunity for the <strong>Board</strong> to further develop their combined commitment to leading inclusion and diversityand identify the actions and changes needed to achieve improvement.The results <strong>of</strong> the workshop are written up by the consultants into a working document, including theconsultants’ analysis and recommendations. This is used by the <strong>Board</strong> to put into action the changes theyidentified at the workshop.Act provides continued consultant support to the <strong>Board</strong> in the form they need. This varies between <strong>Board</strong>s butusually includes input and support on a specific issue such as developing a strategy, plan or key performanceindicators or subjects such as engagement or equality impact assessments. This final stage helps to ensure thatthe learning developed on the programme is transferred into action and positive outcomes.Summary <strong>of</strong> Individual <strong>Board</strong> Member’s Involvement in CONNECTActivity Timescale Guide to timeCompletion <strong>of</strong> the Strategic Inclusive Leadership self assessment tool& pre-readingOne-to-one coaching conversation with a CONNECT consultantCONNECT workshopImplementation & learning reviewThe Shapiro Consultant Teamrequired1 hour1.5 hours¾ dayTBCDr. Gillian Shapiro (PhD)Gillian is founder and Managing Director <strong>of</strong> Shapiro Consulting, an expert organisationestablished in 1989 dedicated to promoting diversity, inclusion and engagement within theworkplace. She is Director <strong>of</strong> the UK Work Organisation Network (UKWON) which iscommitted to developing new ways <strong>of</strong> organising work that lead to sustainablecompetitiveness and a high quality <strong>of</strong> working life. She is the diversity advisor to theBroadcast Equality and Training Regulator that works in partnership with UK licensedbroadcasters to promote the levels and quality <strong>of</strong> equality and training acrosstheir workforces.Gillian was previously a senior research fellow at the Centre for Research inInnovation Management within the University <strong>of</strong> Brighton Business School. Inthis role she led a number <strong>of</strong> pan-European research programmes across anumber <strong>of</strong> sectors on employee diversity and engagement as well as knowledgemanagement. Her PhD focused on the career development <strong>of</strong> women into senior leadershiproles within the IT sector.Dr. Gillian Shapiro has an excellent track record for helping organisations across the publicand private sectors increase the diversity <strong>of</strong> their workforce and leadership teams. She isvalued for her ability to draw strategic value from inclusion and diversity by building on it tosupport employee engagement and innovation, helping her clients to increase quality,customer satisfaction and market share. She is recognised for her research in the fields <strong>of</strong>inclusion, diversity and employee engagement and has published and presented her worknationally and internationally. Her principal areas <strong>of</strong> expertise and experience lie in:Page 79 <strong>of</strong> 156
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