About us

The Norfolk and Waveney story so far

In the spring and early summer of this year, we developed our draft CCP framework and plan with support from the Clinical Care Transformation Group (CCTG) and facilitated meetings with key stakeholders. This was submitted to NHSEI in June and following the establishment of the Norfolk and Waveney Integrated Care Board (ICB) in July 2022, Dr Frankie Swords became the Senior Responsible Officer for CCP as part of her role as ICB Medical Director.

Following national feedback our Framework was further revised, with the inclusion of our CCP Manifesto, outlining our CCP vision and overarching commitments. These refinements were a result of a series of engagement events with key stakeholders during the summer months, as well as taking best practice from other systems. You can find our Framework and Manifesto in the information pack.

In early September we formally launched our CCP Programme at a workshop for existing and aspiring CCPs, facilitated by national care and clinical leads with attendees invited from across multiple professions and sectors. The aim of the workshop was to demonstrate what CCPL means, why it is important, what it can do for us and our population, and to agree on key aspects of our CCP work plan.

NHS Leadership Academy funding enabled us to commission a series of Masterclass Workshops led by Mike Farrah to support leadership training. A link to these sessions can be found here.

Penny Emerson then took on the mantle as Interim Programme Director to lead the implementation of our CCP Framework and worked on it until the spring of 2023. In August Dr Andy Griffiths joined us and he now leads the programme going forward. An update on the progress of the CCP Manifesto can be found below:

1. You said: The ICB needs to tangibly commit to a clinical and care professional empowerment culture. We did: Listen and take actions some of which are outlined in our first newsletter.
2. You said: The ICB need to identify resources to support this CCP framework and undertake a baseline survey. We did: Undertake a baseline survey with results being here and follow-up survey.
3. You said: The ICB need to review its decision-making structures to ensure that there is clear accountability of where, how and by whom decisions are made. We did: We reviewed our structures in March 2023 and have arranged to repeat this annually.
4. You said: The ICB should establish a formal CCP Assembly (CCPA) that should reflect the diversity of our CCP community to review and advise on all ICB decisions affecting care at every level (neighbourhood, place and system) to provide a coherent and effective CCP voice in shaping ICS strategy and resourcing. We did: This now runs monthly. The CCPA Terms of Reference can be found here.
5. You said: You said: The ICB need to establish a smaller Clinical and Care Professional Council to lead the coproduction of the CCP framework, strategy, and act as guardian of the empowerment culture we wish to create. We did: The Terms of Reference have been agreed by the People Board and can be found here and it will commence from January 2024.
6. You said: The ICB needs to continue to have specialist advisory roles to lead on specific areas such as cancer and diabetes. We did: New CCPL roles have been established appointed for the ICB after competitive interview. See the later section meet our CCPLs
7. You said: The ICB should invest in short-, medium- and long-term organizational development and education to secure the commitment of all CCPs. We did: Run a series of masterclasses from September 22 hosted by Mike Farrar. Secured a provider for the Leadership Lunch and Learn sessions, set up a CCPL faculty which anyone is free to join, create a webpage of educational resources. More detail on this will follow in a future message.
8. You said: The ICB Quality Management team should develop a rolling series of open educational events, to empower all CCPs to use a common QI approach. We did: The ICB evaluation hub will support CCPs to develop appropriate evaluations before trying new things, and the QM and PMO team will provide practical support with those evaluations – to supercharge innovation to improve our services. A monthly Quality Faculty Meeting has been established to share best practice in Quality Improvement.
9. You said: The ICB need to work with primary care and practice leadership professionals to keep extending the reach of our CCP community (including AHPs, Pharmacists, Dental and Ophthalmic practitioners, social workers, carers, behaviour specialists and sensory experts). We did: We have established a CCPL faculty open to all and series of events to increase awareness. More work in this area is underway.
10. You said: 10 – The ICB needs to commit to using a clinical prioritisation process for resource allocation. We did: This is now in place.

Our commitments

As an ICS, we are committed to working in line with national expectations and principles.

We know that there are many CCPs doing great work across Norfolk and Waveney already. We want to build on these strong foundations to create a permissive culture of Quality Improvement, sharing learning, collaboration, and innovation.

Through this programme we will support our CCPS to use a common language, common data, and common QI methodologies, helping them to innovate and continuously measure and improve the services we provide.

We will also build the CCP voice into every decision that we take as an ICB, ensuring that we include CCP roles in all our structures and at every level, including Place.

Finally, we will build, broaden and strengthen our current CCP leadership community via a series of planned events this autumn, winter, and next spring to bring them together to ensure a common understanding of our system and aims.
Survey
In line with our manifesto, we have recently repeated our annual pulse check to see how CCPs think we are doing and what they want us to do next.

Increasingly, people reported that their organisational CCP leadership mostly/completely reflects the diversity of the community it serves. Also, people felt able to regularly share learning, and 46% feel their current CCPL networks are somewhat /very effective.

However, only 14% feel that the ICB is very or extremely effective at supporting staff to become CCP leaders of the future – so we clearly need to focus our efforts in this area.

A lot of other specific themes also came out from this survey:

1. Communication and Engagement
- Theme: Colleagues emphasise the need for effective communication and engagement strategies including clear and digestible information, along with relevant and targeted engagement.
2. Funding and Time Protection:
- Theme: Consistent mention of the importance of funding, protecting time, and providing adequate resources.
3. Leadership Development:
- Theme: Recognition of the need for leadership development and training at all levels, both formal and practical
4. Role Modelling and Representation:
- Theme: The significance of role modelling and the need for wider representation.
5. Demonstrating Impact and Progress:
- Theme: A call for demonstrating tangible impact and progress resulting from clinician engagement.
6. Visibility and Recognition Efforts:
- Theme: Emphasis on increasing visibility, recognizing contributions, and creating a culture of appreciation.
7. Accessibility and Inclusivity:
- Theme: The need for inclusive engagement methods, accessible forums, and accommodating diverse needs.
8. Feedback Mechanisms and Flexibility:
- Theme: Suggestions for effective feedback mechanisms, flexibility in engagement, and responsiveness to diverse needs.
9. Empowering Clinicians:
- Theme: Calls to empower clinicians through involvement in decision-making, representation on boards, and support for leadership roles.
We are continuing to review this and our work programme to make sure we address as much of it as we can.

You can view the full survey results here.
Our leaning approach

Our learning approaches will be based around the commitment to lifelong professional learning and development, and not as a series of sheep-dip training interventions. We recognise that learning opportunities must be designed predominantly to support learners in the skills of operating through dispersed networks rather than through top-down hierarchies.

Our approaches will and must acknowledge and take account of the fact that integration and integrated care provision is complex and constantly evolving. This requires leaders to explore and develop their capacity to be insatiably curious throughout their professional careers. We desire to create an environment in which our CCPLs wish to explore and demonstrate the skills of inquiry and ‘not knowing’ – graduating from being technical experts in their professional field to being skilful generalists able to critically reflect on their unique local context.

We understand that competency-based approaches to leadership will only take leaders so far in systems work. Therefore, we wish to create opportunities for our CCPLs to learn more widely within our system to foster and promote a culture of perpetual learning and critical reflection in their leadership practice. We hope that this will help them to develop their skills of curiosity, connectedness, and coaching, which we believe are critical to the success of our system.

We will use these behaviours and competencies as the basis with which we select and develop our future system-wide leaders. Initially, we will utilise our respected local programmes, such as our system-wide QI leadership programme and those delivered within our partner organisation to be shared across the system.

We will look to encourage the development of combined cohorts which will help us foster collective understanding and build relationships through learning between organisations.

We will adopt a 70:20:10 approach of job-related experiences, interactions with others and formal education events to develop our CCPLs which, like our philosophy of health and care, start with self-help and developmental relationships.

We will build on the principles outlined in ‘our leadership way’ which emphasises the need for compassionate and inclusive leadership in the NHS and healthcare communities. It introduces six core leadership principles: compassion, inclusivity, collaboration, curiosity, trustworthiness, and celebrating success. These principles promote safe environments, equality, diversity, and open communication. The document aims to set behaviour expectations for leaders at all levels. It provides practical guidance for implementation and assessment.

Data collection and best practice sharing are encouraged. The goal is to improve leadership behaviours and benefit the populations served by health organizations, which you can read more about here.