The public sector, and NHS faces it’s most challenging circumstances to date. In the face of prescribed budget cuts of between 20-30% , Trust management are going through major restructuring whilst still striving to maintain and increase the quality of care provided. Inevitably it’s the staff who bear the brunt of this challenge, and the managements ability to achieve more productivity from less resource will be key to achieving this. Training has been identified as key to helping Managers meet the demanding challenge set out by the QIPP agenda, and it has long been recognised that middle management in the NHS has remained undertrained in the face of perpetual change.
Research by Hays found 35% of people within the sector say making a difference to society is the main advantage to their job , thus making it by far the main motivation behind choosing a public sector career. However, 91% feel spending cuts will adversely impact on their ability to effectively deliver frontline services, and will make them consider whether they choose to remain. This suggest Trusts can ill afford not to provide Management training to equip their staff for the challenges ahead. Retaining key staff, and helping teams adjust and move with the major structural and cultural changes will be key to the NHS achieving its goals and meeting its challenging targets. Experience tells us that simply demanding ,more productivity from less staff, without providing the necessary support will only lead to increased absenteeism, and the loss of talented potential leaders to the private sector, ironically reducing productivity and moral overall.
To demonstrate that Catalyst appreciates the size of the challenge facing the NHS, we have revised our NHS pricing schedule in line with the budget restrictions imposed by the QIPP agenda,, and are designing and delivering training programmes in conjunction with the City & Guilds and Institute of Leadership and Management (ILM) which directly address the need to bridge the skill gap across NHS management teams at the sharp end of these challenges.
A recent example of how Catalyst are successfully engaging with NHS trusts is Sutton and Merton.
“Catalysts extensive subject knowledge and ability t relate this practically to the NHS, as in our case Primary care, has allowed us to create a meaningful management development programme, that has been blended to the needs of our employees and allowed them to apply learning directly back in the workplace “ Sara Johnson Education and Development Lead. Sutton & Merton Community Services.
Historically a Primary Care Trust within the NHS, Sutton and Merton is now a part of the Royal Marsden Hospital, providing home and community based care services in the south west of London. The trust has gone through many changes over the past few years and wanted to create a management training programme to support new managers with their job-roles in this fast-paced, ever-changing and increasingly challenging environment.
The programme was commissioned to include the standard ILM Level 3 Award in Leadership and Management programme along with additional sessions delivered by Catalyst as well as a number of bespoke in-house delivered programmes which allowed the client to create an externally badged, Foundation, Management Development Programme for clinical and non-clinical employees progressing into management roles. Meeting both internal and external requirements in line with QIPP and KSF guidelines.
The programme’s success in terms of providing management skills supported through publication in the workplace and through reflective Action Learning has led to re- commissioning of this programme and the commission of additional programmes for the trust.
Candidate feedback during training sessions and subsequent action learning sets has indicated that;
Candidates have been able to practically implement course content in the workplace with the following outcomes;
- Improved team motivation
- Strengthened team morale
- Increased staff productivity
- Encouraged Management to adopt an appropriate leadership style and behaviours
- Improved communication;
- Enhanced overall team performance