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Public health: leadership, culture
change, sector led improvement and
organisational development
framework for the West Midlands
Framework
Stage one
Catalogue of Provision
[Document Subtitle]
[Author]

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Catalogue of Provision
Public Health Stage 1 Project
Leadership, Culture Change, Sector Led Improvement and
Organisational Development Framework’ for the West Midlands
This Catalogue of Provision has been produced as part of a project to develop
a leadership, culture change, sector-led improvement and organisational
development framework for the West Midlands. It is one of three outputs from
the project, the others being a Needs Analysis and a Barometer of progress.
The work has been funded and sponsored by the Centre for Local
Government West Midlands, Public Health England West Midlands and
Learning for Public Health West Midlands.
The Catalogue brings together existing local, regional and national offers on
leadership, culture change, sector-led improvement and organisational
development. It also includes networks operating locally, regionally and
nationally, including professional networks that have a role in supporting and
developing public health and social care.
The Catalogue of Provision provides two lists:
• development opportunities related to leadership, culture, organisational
development and management of change
• organisations and networks which could provide or support such
development
The lists can be viewed in different ways, e.g. in alphabetical order, by type of
organisation, etc. This means the output of the Catalogue is available through
a number of different files.
This ‘container document’ brings all the files together and provides an
explanation and commentary to them. It is summarised in two initial, brief
sections which have links to further information
The first section (colour coded yellow) summarises the background to the
project and provides further description, explanation and commentary on the
Catalogue.
The second section (colour coded purple) contains the embedded output files
from the database and with links to more detailed explanations later in this
document.
If you wish to dive straight into the Catalogue, the first two sections should
give you sufficient information. However the further details are there should
you wish to explore them. It is designed to be read on screen (and the
embedded files will need to be opened from the document) and used
interactively through the use of hyperlinks.

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1. Summary with Links to Further Background Information
This section summarises and provides links to further information on the
background to the project and further description, explanation and
commentary on the Catalogue.
1.1 Overview of the project and outputs
The Catalogue of Provision has been produced as part of the project to
develop a leadership, culture change, sector-led improvement and
organisational development framework for the West Midlands. It is one of
three outputs from the project, the others being a Needs Analysis and a
Barometer of progress. … Click here for more
1.2 Explanation of the Catalogue
The Catalogue is a database whose main components are:
• A list of networks and organisations.
• A list of development opportunities offered by the organisations
The database can be output in different ways (grouping and ordering
according to different criteria), so there are a number of files with different
outputs which are embedded later in this document. … Click here for more
1.3 Commentary to make sense of the content
The Catalogue can be used in a number of different ways. The following
commentary tries to help highlight different aspects of it and make sense of it.
… Click here for more

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2. Links to Embedded Output Files and links to further explanation
This section contains the contents of the Catalogue as embedded files. There
are also links to more detailed explanation of the files: what is in them and
how to use them. … Click here for more on the output files in general
2.1 Excel File of Development Opportunities
This Excel file lists all of the development opportunities with the ability to filter
it by various criteria. … Click here for further explanation of how to use it
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Development Opportunities - Excel Output 131120.xls
2.2 Excel File of Organisations and Networks
This Excel file lists all of the organisations and networks with the ability to filter
it by various criteria. … Click here for more information
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Organisations and Networks - Excel Output 131120.xls
2.3 Organisations and networks - Alphabetical
This file lists the organisations and networks in alphabetical order of their
names. It will be most useful for trying to find a specific named body or
network. The list of organisations and networks follows a table of contents,
which allows you to click on any entry to take you to the full entry. (43 pages).
… more detail
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131028Organisations and Networks in alphabetical order.doc
2.4 Networks, Membership Bodies and Organisations
This files lists the organisations and networks grouped according to whether
they are networks, membership bodies or organisations and within each of
those alphabetically. (55 pages).

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psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Networks Membership Bodies and Organisations output 131120.d
2.5 Organisations and networks – by Type
This file lists the organisations and networks by type, e.g. whether academic,
companies, public bodies or networks. (30 pages.) … more detail
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Organisations and Networks by type.doc
2.6 Development Opportunities – by type of offer
This file lists the development opportunities by type of offer (workshops,
courses, distance learning etc.) and then by the level and qualification. (28
pages). … more detail
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Development opportunities by type then management level outpu
2.7 Development Opportunities – by Management Level
This file lists the development opportunities by the appropriate management
level (operational, middle, strategic, senior) and then by type of opportunity
(workshops, courses, e-learning etc.). (27 pages). … more detail
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Development opportunities by management level then type outpu
2.8 Development Needs met by Organisations and Development
Opportunities
This file lists organisations/networks and development opportunities organised
as to how they could meet the nine development needs identified in the
Needs Analysis report. (32 pages). … more detail
psfHome
DocumentsNew WorkDeliveryWest MidlandsCatalogueOutput 131120Development needs met met by orgs and devt opportunities outp

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3. Background to the Project and Outputs
The Catalogue of Provision has been produced as part of the project to
develop a leadership, culture change, sector-led improvement and
organisational development framework for the West Midlands. It is one of
three outputs from the project, the others being a Needs Analysis and a
Barometer of progress. The work has been funded and sponsored by the
Centre for Local Government West Midlands, Public Health England West
Midlands and Learning for Public Health West Midlands.
The Catalogue brings together existing local, regional and national offers on
leadership, culture change, sector-led improvement and organisational
development. It also includes networks operating locally, regionally and
nationally, including professional networks that have a role in supporting and
developing public health and social care.
The need for the framework was identified and agreed by the West Midlands
Public Health Integration Board and supported by the West Midlands
Directors of Public Health, Public Health England, NHS Leadership and the
Faculty of Public Health West Midlands.
The context for the project is the transfer of public health functions from the
NHS to local government. This is seen by West Midlands authorities as a
once in a lifetime opportunity to transform the way health services are focused
and delivered; to place the emphasis on promoting healthy lifestyles and
challenging health inequalities. The Health and Wellbeing Boards in the
region have been positioning themselves to make a real difference to the
health of their communities by orchestrating the shift from public services
which treat illness, to services which actively promote health and wellbeing
and addresses health inequalities. Councils with partners are well placed to
take action to reduce the incidence of disease and health problems within the
population, either through universal measures that reduce lifestyle risks and
their causes or by targeting high-risk groups.
The project leaders agreed a ‘Statement of Ambition’, which has been tested
with stakeholders as part of this project. The statement reads:
“The ambition and motivation for Councils across the West Midlands is
to secure transformational improvements in the health of local
communities, by providing fully integrated services to communities with
a life course, cradle to the grave approach especially around public
health, children’s services and adult social care; but also relating to
Councils’ responsibilities for housing, planning, transport, leisure and
economic growth etc.”

The achievement of the Ambition will require a significant effort on the part of
councils (leadership and staff), partners and providers. A multifaceted
approach will be needed, including securing appropriate levels of funding,
joint planning and joint commissioning. Also needed, and the subject of this

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project, will be to ensure that councils have inspirational leadership and a
professional, flexible, creative, and caring staff who are resourced, equipped
and capable of delivering meaningful change in health outcomes and
addressing health inequalities. Leadership and staff will need to feel confident
and equipped to take on new roles and approaches and overcome barriers in
order to achieve transformational health improvements.
This first phase of a bigger project has three outputs which are designed to
elicit information on the extent to which councils are positioned to deliver the
Ambition and identify any additional needs, support or expertise required.
The three outputs are:
• A Needs Analysis – of the leadership and organisational development
requirements to achieve the Ambition.
• A State of Readiness Barometer – to provide a clear level of
understanding of the current position in respect to the Ambition and the
ability to measure progress against it.
• This Catalogue of Provision – which brings together in one document all
existing local, regional and national offers on leadership, culture change,
sector led improvement and organisational development, together with a
list of networks operating locally, regionally and nationally, including
professional networks, which have a role in supporting and developing
public health and social care.
Link here to go back to the opening page

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4. Explanation of the Catalogue
The Catalogue has been developed as a database which can be output in
various different forms. The key elements of the database are:
• A list of networks and organisations.
• A list of development opportunities offered by the organisations
The database concentrates on organisations and opportunities accessible in
the West Midlands, so either located locally, or for the more significant
organisations and opportunities, nationally.
The range covered by these lists is wide, and in practical terms it is unlikely
that it can be completely comprehensive.
Networks may be informal collections of individuals (often with shared roles),
membership or representative bodies. Membership and representative
bodies (e.g. ADASS or ADCS) often have an organisational form as a charity
or company (so are both networks and organisations). Organisations may be:
public bodies; academic institutions; charities; not-for-profit or social
enterprises; private companies; or partnerships.
The organisations listed are mainly those that offer development
opportunities, but it also includes some who are significant for development in
some other way (e.g. influencing the overall shape and content of
opportunities).
Development opportunities range from the formal to the informal, and from
structured to relatively unstructured approaches. Some examples include:
• short courses (open and bespoke)
• qualification based courses
• distance and e-learning
• peer and action learning
• bespoke support (coaching, consultancy etc.)
• self-managed learning
One-off, standalone conferences are not included as it would be impractical to
collect them all and they would quickly become dated.
Inevitably, the more formal and structured examples are best represented
here. In many cases, although presented as ‘a course’, a mixture of
approaches is used (e.g. classroom learning, on-line, personal support and
peer learning). So there are many more examples of leadership courses than
coaching or organisational development, as the latter are more likely to be
organised on a bespoke basis.

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Documents and publications on their own are generally not included here.
Although they could be of use in development, the vastness of the literature
makes it impractical to include them (this would then become a literature
review). There may be instances, though where the bulk of a course or
development opportunity is made up of documentary materials.
The Catalogue provides a description of what is there. It does not, and could
not within the limits of this project, offer any judgement on the quality of
development opportunities, organisations or networks.
Click here to go back to the opening page

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5. Commentary
The Catalogue of Provision could be used in a number of different ways:
• as a basis for choosing development opportunities to take up. This might
be individuals, councils or a cross-regional endeavour taking up the
opportunities. There could be opportunities, for instance, for joint
procurement
• to identify gaps in the market and set about finding ways of meeting them
• to look for ways to adapt what is there, probably working with existing
providers, to tailor development opportunities to the specific needs
identified in this project
• to aid in the design and creation of new development opportunities, using
the catalogue for a sense of what is possible, for benchmarks and
comparators.
This section highlights relevant content in the Catalogue that could be
relevant in the above uses. It also provides further commentary to help make
sense of it, taking into account the other project outputs, the Needs Analysis
and the Barometer.
5.1 Introduction and support needs
The Councils across the West Midlands are at very different stages in their
intentions, approach to and achievements in the integration of public health.
However, all would say they are still on a journey and have more that they
want to learn. Their individual and collective development needs are
therefore different from each other but with commonalities and there are no
proven solutions to which to turn for definitive guidance.
This project, funded and sponsored by the Centre for Local Government WM,
Public Health England WM and Learning for Public Health WM, was designed
to identify those needs, provide a ‘barometer’ of progress and to catalogue
existing provision that could contribute towards meeting them.
While the Needs Analysis paints an overall picture and draws out common
themes, leaders locally (at different levels and across the health and wellbeing
system) will need to identify their specific individual and collective
development needs (both intra-organisational and across the system) before
considering what delivery mechanism will best help them get there.
There are some clear advantages to working regionally to address common
challenges, in particular to draw on the wide breadth of experience,
knowledge and skills but also to allow for economies of scale. The latter
includes not just opportunities in the design or procurement of development
mechanisms, but also the ability to attract top class, external input, whether
that is from practitioners in other parts of the country (or internationally) or
from other experts.

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5.2 Preferences for support
There were some striking consistencies in the sort of support which those
interviewed said they would find most helpful. Face to face interactions were
preferred where possible, although the difficulty of finding time for this was not
underestimated. There should be practical and specific support, helping
people to deal with identifiable problems, rather than just general discussion.
They would prefer help from those who had already successfully tackled the
problems. If that was not possible, then input from experts, who could draw
on their knowledge of a wide range of organisations and situations, to
challenge or use scenarios to develop thinking, would be welcome. Although
this is not overly complex in principle, to actually design such opportunities
with the guarantee of usefulness that would draw extremely busy people into
making this a priority to attend, requires passing a threshold of quality which is
in practice demanding to achieve.
This does not lead to a conclusion with a single answer or type of support
which should be offered, but it does hint at the shape of one component of the
offers which might be made available.
5.3 Designing support
Whether such opportunities were to be designed bespoke or by working with
established providers, more time and resource should go into the design than
would perhaps normally be expected, if the threshold is to be passed which
will entice people to attend. The design process should also include the input
and judgement of potential participants.
There is, of course, no shortage of providers to work with to design such
events, if it were decided to go down that route. There are the consultancies,
training and development providers and health and wellbeing specialists from
the largest international companies to small organisations and single
individuals. Bodies with existing experience of designing and delivering
relevant cross-sector events include the LGA (e.g. support for Health and
Wellbeing Boards, Health and Wellbeing Peer Review), the King’s Fund, the
Leadership Centre, OPM and Common Purpose.
The Catalogue can be used in other ways, for instance to identify
opportunities for individuals, and these will now be briefly considered.
5.4 Open Courses
It is not the primary purpose of the Catalogue to present a comprehensive
listing of development opportunities for individuals to take up, but it does
illustrate the wide range of courses available, from short courses to diplomas
and up to masters level. For individuals wishing to take up opportunities, this
list should be seen as illustrative rather than definitive.

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Of particular relevance for the integration of health and wellbeing, open but
targeted courses, particular those which cross sectors and job roles may be
helpful. General top level leadership programmes include the ‘Empowering
Leadership Programme’ from OPM, the LGA’s ‘Leaning Into the Future’ and
the Leadership Centre’s ‘Future Vision’.
Opportunities aimed at specific mixed groups, particularly relevant to
integration, include the King’s Fund’s ‘Building Collaborative Leadership
across Health and Social Care Organisations’ and their programme for Chairs
and Vice-Chairs of HWBs, ‘Learning Network on Integrated Care for Health
and Wellbeing boards’. More general opportunities for learning across
partnerships include the King’s Fund’s ‘Top Manager Programme’ and
Common Purpose’s ‘Navigator’ and ‘Meridian’ programmes.
It is worth taking into account the difference between individual and
organisational support needs. Our evidence so far is that many of the needs
are not those of individual but of organisational or network capacity, such as
levels of resource and capacity; systems, structure, culture, policy
development and political issues. These will tend to require more of an OD
approach such as that offered by a variety of bodies from the big private
consultancies like PwC, to smaller bodies like OPM, Inlogov or individuals and
small companies.
There is also the important difference between support for political and
managerial leadership and how the two work together.
5.5 Learning from the types of opportunity available
A clear lesson from reviewing the development opportunities available is the
range of formats and styles employed, often within a single programme.
Many include a mixture of taught sessions, interactive workshops, self-study
and online learning. A number also include visits to particular sites or
locations. Some also have a practical element – working together on a
specific problem or issue.
5.6 Networks
A number of networks have been identified in the catalogue, many the regular
meetings of people with the same role in different organisations. These could
form the basis on which development opportunities could be offered. The
feedback we have received is that the value of existing meetings could be
greatly strengthened by well designed opportunities for hearing from
experienced practitioners and receiving peer support and feedback on
practical issues.
Almost any of the networks could be used to provide development
opportunities but the approach to them will depend on their type. They vary,
for instance, in how formal the structure is and associated with that, their
resources available and degree of flexibility. Many are well established with a
formal structure and organisational form (such as company limited by

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guarantee or supported by, or part of, a public body). These may represent
individual roles (e.g. ADASS, ADCS) or organisations (LGA, WM Employers).
There is a wide range (almost certainly more than are recorded here), of more
informal networks based on specific roles, such as the West Midlands
Network for Health Scrutiny Chairs or the West Midlands District Councils’
Network. They may be regional or national (e.g. SOLACE).
The advantage of making use of such networks is that they are already
recognised and used by participants. They could be used for the design
and/or or delivery of development opportunities.
Click here to return to opening page

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6. Links to the outputs from the database
While the database is essentially just two lists (one of organisations/networks,
the other of development opportunities) they can be viewed in many different
ways, each of which will be helpful for different purposes. Development
opportunities, for instance, can be viewed in alphabetical order or grouped
according to the topic, the intended audience, the type of opportunity etc.
This section has embedded files / links to documents which present the
database information in different ways. Each section has a brief description
and a link to the relevant file (simply double click on the icon of the file to open
it).
It starts with two Excel files, which can be filtered or sorted. There are then a
series of Word files, which many people will feel more comfortable working
with.
Click here to return to the summary of outputs
6.1 Excel File of Development Opportunities
Each row in the spreadsheet is a different development opportunity, and the
various features and characteristics of each are given in each of the columns.
This is best viewed on screen, to allow the filtering and sorting of records. If it
is printed, it will have to be on A3 paper to allow all the columns to fit (and
even then it may have to be reformatted to get it to work).
The best way to use the file is to filter the records to produce a limited number
on which you want to focus. For instance, you might to see just workshop
based opportunities (as opposed to longer courses or distance learning) for
just operational managers, senior managers or top executives.
You can select the criteria by which to filter by clicking on the arrows at the
top of the first 4 columns.
You can filter by more than one characteristic at once, so you could filter for
leadership development specifically for health, for instance. Once a column is
filtered it stays filtered, so you will need to select ‘All’ to see the full list again
or to filter by a different criteria.
If you are familiar with Excel, you can also manipulate the lists in other ways
such as changing the sort order.

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6.2 Excel File of Organisations and Networks
Each row in the spreadsheet is a different organisation or network, and the
information about each is given in the columns. This is best viewed on
screen, to allow the filtering and sorting of records. (If it is printed, it will have
to be reformatted to get it to fit satisfactorily).
The best way to use the file is to filter the records to produce a limited number
on which you want to focus. For instance, you might want to see just regional
organisations or just national ones. You can filter by more than one
characteristic at once, so you could filter for regional networks or national
membership organisations, for instance. Once a column is filtered it stays
filtered, so you will need to select ‘All’ to see the full list again or to filter by a
different criteria.
You can select the criteria by which to filter by clicking on the arrows at the
top of the first 4 columns.
If you are familiar with Excel, you can also manipulate the lists in other ways
such as changing the sort order.

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7. The Word documents - general
The following documents present the list of organisations and networks in
different ways. They mostly have a table of contents at the beginning. As
well as summarising the following content, you can also click on any of the
headings in the table of contents to take you to the full entry. After each full
entry, there is a link that you can click on to take you back to the beginning of
the document.
7.1 Alphabetical list of organisations and networks
This file lists the organisations and networks in alphabetical order of their
names. It will be most useful for trying to find a specific named body or
network. The list of organisations and networks follows a table of contents,
which allows you to click on any heading to take you to the full entry. After
each entry there is a link you can click on to take you back to the top.
7.2 Organisations and networks – by type
This file groups the organisations and networks by their type, the main ones
being:
• Academic
• Charity (it may also be a company)
• Social enterprise (e.g. a not-for-profit company, mutual or Community
Interest Company)
• Company
• Public sector body
• Unincorporated body or network (such as a network of local government
officers)
• Partnership
7.3 Development Opportunities – by type of offer
This file lists the development opportunities by type of offer and then level and
qualification.
The types of offer are:
Workshops Face to face events attended. Up to about 10 days of them.
Courses Longer than about 10 days
Distance learning If clearly more than just online resources. Often over a long period.

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Online E-learning or online.
Networking
Peer support Peer review, support or action learning
Coaching / mentoring
Mixed / other
The levels are:
• Operational Manager
• Middle Manager
• Senior Manager / Strategic
• Top Manager (CEs, Leaders)
• NA or range of levels
The qualifications are:
• Level 5 Diploma in Leadership for Health and Social Care and Children
and Young People's Services
• Honours degree
• Postgraduate Certificate
• Postgraduate Diploma
• Postgraduate other
• Masters
7.4 Development Opportunities – by Management level
This file lists the development opportunities by management level and type of
opportunity.
The Management levels are:
• Operational Manager
• Middle Manager
• Senior Manager / Strategic
• Top Manager (CEs, Leaders)
• NA or range of levels
The types of opportunity are:
Workshops Face to face events attended. Up to about 10 days of them.
Courses Longer than about 10 days

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Distance learning If clearly more than just online resources. Often over a long period.
Online E-learning or online.
Networking
Peer support Peer review, support or action learning
Coaching / mentoring
Mixed / other
7.5 Development Needs met by Organisations and Development
Opportunities
This file lists organisations/networks and development opportunities organised
as to how they could meet the nine development needs identified in the
Needs Analysis report.
The development needs are:
0 None, unknown or not relevant
1 Sharing best practice
2 Support to HWBs
3 Support for Members in understanding the new NHS system
4 Improving relationships between GPs and Members
5 Bespoke support for individual areas to develop joint working
6 Support for overview and scrutiny
7 Support for CEs and Directors who line manage DsPH
8 Thematic workshops and events
9 A 'futures group' to explore scenarios
AB, 20/11/13

Catalogue-of-Provision-Container-Document-131120

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