C&SW Conference 2017, National Director of Systems Leadership, The Leadership Centre

1. Care and Support West
Annual Conference
Bristol, 8th
June 2017
Sustainability, Transformation and Community Engagement:
“Get lippy, get proactive and get on with it”
Debbie Sorkin
National Director of Systems Leadership, The Leadership Centre
Debbie.Sorkin@leadershipcentre.org.uk
@DebbieSorkin2

2. Sustainability and Transformation:
coming to a care and health system near you

3. It’s partly about holding to account,
and partly about banging on the door

4. Both Sustainability and Transformation will need social care
AND the leadership social care displays
“System leadership is needed…it involves…
developing a shared vision…learning and
adapting…and having an open, engaging and
iterative process that harnesses the energies
of clinicians, patients, carers, citizens, and
local community partners including the
independent and voluntary sectors, and
local government…”
NHS Planning Guidance to 2020/21,
December 2015

5. Luckily, social care is well-placed to make this work
“The values that underpin
social care have
developed through
recognising that the very
best practice comes from
the highest standards of
personal and professional
integrity, and the
commitment to deliver a
service that centres on
and responds to the
people who use it.”

6. Crucially, when it comes to leadership, social care knows about the importance of:
a) values
b) behaviours
c) relationships

7. The behaviours that go towards good collaborative leadership – i.e.
systems - leadership are intrinsic to social care
• Ways of feeling - about strong, personal values
• Ways of perceiving - about listening, observing and
understanding
• Ways of thinking – about intellectual rigour in analysis
and synthesis
• Ways of relating – the conditions that enable and
support others
• Ways of doing - behaving in ways that lead to change –
includes narrative and reframing skills
• Ways of being – personal qualities that support
distributed leadership

8. There are plentiful examples of how social care is displaying leadership
in transforming services, and not waiting to be asked
Nightingale:
CEO persuaded CCG to fund on-site medical, nursing and pharmacy support
– doctor available five days per week. Significantly reduced A&E
admissions and led to better quality of life for residents.
Royal Masonic Benevolent Institution:
Emphasis on preventing hospital admissions: including video consultations,
advanced plans of care, and having people on call to advise out-of-hours
risk-averse GPs.
CIC:
Intermediate Care schemes for older people and people with MH issues,
working with NHS including Salford Royal Hospitals and Mersey Care.
New Outlook and Nehemiah Housing Group:
Formal partnership between WM housing association and small local home
care provider: wide-ranging emphasis on wellbeing and prevention, with
outcomes including fewer ambulance emergency calls.

9. Some of the most interesting New Models of Care involve social care –
and they’re charged this year with spreading good practice
Enhanced Care in Care Homes Vanguards
•Airedale and Partners
•The Wakefield Care Home Project
•Sutton Homes of Care
•The Gateshead Care Home Project
•East and North Herts CCG
•Nottingham Commissioning Group
More information:
http:www.england.nhs.uk/ourwork/futurenhs/5yf
v-ch3/new-care-models/care-homes-sites/

10. A call to arms: Social care should be playing a leading role
in Sustainability and Transformation
Start anywhere and follow it everywhere – but start
See yourselves as leaders beyond your roles
– system-wide
Base your leadership on your values and
behaviours
Develop your teams: make leadership
confidence part of their development
Focus on real work – for service users – and
keep service users at the centre
Start anywhere and follow it everywhere:
Build relationships and influence: find your
‘coalition of the willing’
Keep going and look for progress: it really is
possible to see change in your place

11. Thank you.
Debbie.sorkin@leadershipcentre.org.uk @DebbieSorkin2