Leadership for Personalised Care

Evaluation & Evidence

We aim to provide the highest quality leadership development and to stay at the cutting edge of research and innovation. Evaluation, both internal and impartial external evaluation, is therefore integral to our practice. We listen to the views of participants and co-produce our programmes, to ensure we develop leaders that organisations and people themselves want and need.
We keep up-to-date with the latest evidence and research in personalised care, community-based approaches and leadership development, to ensure we provide high quality learning and support for all our participants.

Evaluation

10-year evaluation of Leadership for Empowered and Healthy Communities

The Institute of Employment Studies (IES) was commissioned to conduct an evaluation of the work we have undertaken over the last 10 years.

Our programmes started in 2012, with the first national programme developed and delivered by Catherine Wilton and Maggie Woods, on behalf of systems partners including the NHS Leadership Academy, Skills for Care and the Local Government Association. Since then, we have run 10 cohorts of the national programme and supported thousands of leaders.

The IES evaluation showed that our programmes have had a positive impact on the participants, their communities and people with health and care needs. Participants reported thinking and behaving differently following the programme, this included:

  • Being more aligned with a personalised mindset - 97% are more focused on embedding personalisation approaches in their practice
  • More knowledge about personalisation in their local setting - 81% have a good knowledge of the people in the local community, the organisations that operate there, and what personalised care could mean to them.
  • Increased confidence in leading change - 87% are confident to challenge established ways of working and 86% are confident to communicate a consistent and clear vision for personalised care to staff, stakeholders, and the wider community.
  • Working more collaboratively - 98% encourage other people to work collaboratively to innovate and find solutions and 94% actively connect people and organisations to each other in the system.

In addition to the personal benefits to the programme participants, there are impacts beyond and into local communities:

  • 100% think that they are enabling people to make decisions based on the evidence and what they think is right for them more often.
  • 100% think that they and 94% thought people in their setting were connecting people to their communities and non-medical support more often.
  • 96% think that people with health and care needs are listened to more effectively, find the personalised approach taken for their care more useful, and effective health and care outcomes are achieved more than before.

The full report can be found here www.employment-studies.co.uk/resource/leadership-personalised-care

Evidence

Creating a business case – a review of the evidence

Dr Brian Fisher was commissioned to undertake a literature review of the evidence supporting personalised care, social prescribing in particular and community strengthening. This was in response to the IES evaluation which suggested that leaders sometimes need help convincing colleagues to invest in new ways of working despite the policy imperative and their desire to lead change.

  • Part 1a starts with a summary of the evidence for personalised care
  • Part 1b moves on to the literature on social prescribing
  • Part 2 contains the evidence for community strengthening

The benefits and cost-benefits of each are highlighted, as are some of the issues and recommendations for best practice that the literature brings to light.

The evidence draws us into thinking about the nature of power and who holds it – cautioning us to ensure that genuine, person-centred, egalitarian and co-productive approaches are adopted, as they are the ones that work. Approaches which espouse ideas of being personalised yet continue to perpetuate inequality by focussing on what is important to an organisation or to professionals are less effective. True personalised care means putting more power in the hands of local citizens and those with care and support needs.

  • Part 1 can be found here
  • Part 2 can be found here
Leadership for Personalised Care  |  Leadership Framework  |  Programmes for leaders in healthcare, social care and beyond
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