Focusing on Collaborative Transformation and Shared Services Leadership

1. Focusing on Collaborative Transformationand Shared Services Leadership The level 5 operaTions\departmental manager apprenticeship 

2. Programme Overview • Delivered by Develop Training Ltd in partnership with Shared Service Architecture Ltd • Incorporating the Level 5 operational/departmental management apprenticeship • 15-month Apprenticeship designed to develop the shared service and collaborative practitioner skills of public sector managers and project delivery teams, giving learners the skills and know-how to be an effective collaborative leader in the public sector. • The programme combines onsite assessment with interactive and practical workshops, all wrapped around a single, employer chosen, collaboration or shared service project assignment. • The programme will be supported by a series of practical collaborative working tools, templates and techniques specifically designed to accelerate the pace and scale of collaborative working ambitions. • Providing a pathway to a Level 7 Postgraduate Certificate in Collaborative Transformation.

3. The delivery partnership… SSA provides its accredited skills development programmes in collaboration with major partners who are the recognised providers for the awards… The Postgraduate Certificate in Collaborative Transformation The accredited provider Level 5 Management Apprenticeship (collaborative transformation and shared service leadership) The accredited provider

5. Shared Service Architecture Ltd • Professional development in collaborative leadership for politicians, board members, executives and senior managers • Collaborative project skills and knowledge development for senior managers and project leads • Organisational development through mentoring and in-house facilitation sessions • Over 200 online tools, templates and techniques used in over 400 public sector organisations

6. Why is there a need for building collaborative transformation and shared service skillsin the public sector? The changing landscape

7. The landscape is changing and the case for collaboration is becoming much stronger…

8. The need for collaborative transformation skills • Continuous budgetary constraints, financial pressures, shrinking workforce and increasing demands • Emergency services collaboration are now mandated under the April 2017 Police & Crime Bill • Integration of health and social care under the new Department of Health & Social Care is an imperative for tackling reduced funds issues, improve patient outcomes and value for money. • Frontline responsibilities are blurring as local government, housing, health and emergency services deliver on community challenges together – community safety, obesity, ageing population, loneliness, mental health, homelessness, domestic abuse… • Also single agency response isn’t working in many cases.

9. This programme will support collaborative transformation in: • NHS collaborative transformations • Health and social care integration • Clinical commissioning group partnerships • Combined authority and devolution programmes • FE or HE partnership collaborations • Community safety partnerships • One Public Estate • Improved collaborative working within organisations • Shared services between organisations • Multi-agency community engagements • Developing alternative models of partnership • Commercialisation through public sector partnerships • Emergency services collaboration

10. We believe that everyone stepping into collaborative transformation in the public sector…from decision making leadership, directors, managers, project teams, through to frontline delivery staff - is entitled to be equipped with the skills, tools, templates and techniques to be effective in their role and to accelerate the scale and pace of their collaborative transformation and shared service ambitions

11. What kind of employees will want to join this apprenticeship programme? Typical Example Employees

12. Who will benefit? • This programme is designed for public sector professionals including project managers, change agents and their team members, who will be developing and delivering multi-agency transformationsand implementing shared service solutions

13. Here are fictional examples of the kind of employees who might step on to the programme … Sadie Dougall – CCG project lead on the A&E To Social Care System Partnership Jenny Anderson – Fire Service lead for theHome Safety & Wellbeing Partnership Jodie Worrell – Police project manager on the Community Safety Hub Ellie Richards and Nial Breem – shared service change agents for the North Eastern Councils’ Partnership

14. Wrapping the programme around specific projects to ensure delivery • Ellie and Nial are change agents from two partnering councils who collaborate on back office shared services (ICT, Facilities Management, Finance Transactions) • They are fairly new to shared service and partnership working and have been given the role of onboarding a major new partner • Their “wrapped project” will be to identify the best possible onboarding methodology and build it to welcome new partners This is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects

15. Wrapping the programme around specific projects to ensure delivery • Jodie is a police inspector leading on the development of a multi-agency community hub on the Wyline Estate – one of the most deprived, and largest, social housing estates • Jodie’s role is to co-locate in a shared building, staff from the NHS, Social Care, Citizen’s Advice, Council Community Safety, Wyline Housing, Police, Fire and other agencies and get them to work together in an effective way. • Jodie’s “wrapped project” will focus on structuring and implanting the new culture of collaboration to make this group effective This is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects

16. Wrapping the programme around specific projects to ensure delivery • Jenny is a fire service programme manager with responsibility for reduction in calls for ambulance attendance or A&E admissions, by lonely elderly or vulnerable residents • Current avoidable ambulance dispatches, or A&E admissions in the locality, are running at over 200 per week • Jenny’s “wrapped project” will be fostering collaborative working relationships between groups of partners (CCGs, pharmacies, Age UK, Neighbourhood Watch, etc) in five different localities to avoid unnecessary 999 calls, or A&E admissions This is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects

17. Wrapping the programme around specific projects to ensure delivery • Sadie is an occupational therapist for the local NHS Trust Hospital. Her new role is to create more effective pathways back home, for vulnerable single people who enter A&E and then pass through the hospital and social care system. • Sadie’s “wrapped project” will be to create more efficient and effective relationships, between the different organisations that pass the vulnerable people along the system, but rarely find time to discuss and plan more effective ways of working This is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects

18. What are the benefits? For the Employee For the Employer & their partnerships

19. What are the challenges for the employer? • Collaborative transformation and shared services skills are needed now, and will be a mainstream requirement in the future • These skills are scarce in-house • These skills are expensive via consultancy • Organisations need to build collaborative advantage and make themselves fit for the future. This levy funded programme addresses these challenges, gives effective value for money by developing in-house business leads with the right skills to ensure successful delivery of collaborative working projects.

20. The benefits for the employee • Develop and enhance your repertoire of essential management, shared service and collaborative leadership skills that you can apply and refine to your “wrapped project” • Build your collaborative leadership capability to motivate teams and influence with confidence, both within and across organisational boundaries • Obtain a deep understanding of key management and collaborative leadership theory to underpin and support cross-organisational project teams to deliver the new, better, lower-cost joint ways of working • Develop your facilitation skills helping individuals from across different organisations and disciplines forge effective teams • Understand the framework for collaborative problem solving to help you fast-track the developing of ideas, innovations and new ways working. • You will gain Collaborative Transformation Architects (CTArc™) recognition Giving you the confidence to be successful in your role ….

21. The benefits for the employer and the partnerships it is involved in Be represented by effective skilled professionals in complex collaboration projects Over 50% of public sector collaborations fail to deliver what was promised in the business case, because of a lack of management skills and leadership. NAO, HEFCE, AoC, Harvard Review… Accelerate the scale and pace of your collaborative transformation journey … Build the collaborative advantage of your organisation

22. Programme content Programme journey

23. Programme overview Supported by practical collaborative working tools, templates and techniques • £9,000 set fee per employee • Delivered over a 15 month period plus 3 months end point assessment • Comprises 11 units (Enrolment Day, Day 1 of Learning, and 9 modules) • Commitment includes attending partnership meetings, shadowing in partnering organisations, attending taught modules etc. • 1 to 1 reviews and workplace visits • One overall Collaboration Project Assignment (wrapped project) focused on the needs of the employer • End Point Assessment by external examiners

24. Programme journey Project Management in the context of collaborative working Management of self in the context of collaborative working Pre-learning enrolment and induction day Highway Code of Collaborative Working Building Collaborative Teams Day 1 of Learning Collaborative Project Presentation 1 to 1 reviews and workplace assessments Finance in the context of collaborative working Facilitating Collaborative Transformation Communicating in the context of collaborative working Leading people collaboratively Building Collaborative Relationships End point assessment 3 Months 15 Months

25. Apprenticeship Funding Levy Value £9000/per management apprentices To explore this management apprenticeship in more detailplease contact Dominic.Wallace@sharedservicearchitects.co.uk

26. Focusing on Collaborative Transformationand Shared Services Leadership The level 5 operationS/departmental manager apprenticeship