1. Practice Leaders Programme Oxfordshire and Buckinghamshire Cohort Findings Practice Leaders Programme Oxfordshire and Buckinghamshire Cohort Findings Aim To enhance leadership skills across the health economy to improve patient care. Dr Marion Lynch, Programme Director Leadership Fellows, Oxford Deanery, South Central SHA. “The programme has had a significant impact on me, personally and professionally; it has changed the way I approach my role as a GP and the way I interact with my colleagues. It has empowered me to effect change in a system in which I had come to feel I had little, if any, sphere of influence.” GP, Oxfordshire Personal Growth “ I am currently managing and leading a change project which involves migrating our current clinical system to a new one in the autumn. This involves the whole organization, planning, training, infrastructure changes, and will affect how everyone completes their role in the future. The skills I have gained during the programme will be paramount in taking this project forward, bringing people on board and the final success of the project.” Operations Manager, PCT Service Improvements “ Relationships with other [PLP] participants really developed as we increasingly felt that we were working in a genuinely supportive and trusting environment. It is a process/way of engagement which we are keen to continue even though our programme has ended.” Head of Commissioning & Service Improvement, Local Authority Legacy and Sustainability Background 2008-9 in Milton Keynes 19 participants undertook PLP. This programme received an International IHI Award. 2009-10 the programme moved to Oxfordshire and 16 participants united to address new solutions for unplanned admissions to hospital. 2010-12 in Buckinghamshire the programme has been jointly funded by the commissioning group. With 30 participants from across professions and services, including lay membership. Way forward In 2012 the programme is now an approach used to develop and rethink local solutions for clinically led commissioning and public involvement. It is the driver for clinical engagement. The new NHS requires transformational leadership; people motivated to make changes and the knowledge to go about making them and an awareness of the system they work in. There is a real opportunity to extend the PLP model to developing Practice Based Commissioning, managing patient expectations, integrating the NHS and Social Services and developing the role of the voluntary sector. Method Through Action Learning Sets and personal coaching individuals involved have developed their leadership competencies, improved local services and enhanced joint working. Outcomes The PLP has credibility both in process and outcomes. Analysis of the programme has highlighted specific themes in terms of Personal Growth, Service Improvements and Legacy and Sustainability. The people involved are committed participants now in clinical leadership roles across the consortia. The outcomes are significant, tangible and measurable. Action Learning Sets (ALS ) Theory Coaching Acknowledgements: EF Verner Consulting