WORKFORCE, TRAINING & LEADERSHIP
NHE was told that NHS Leadership Academy aims to provide effective content to participants in a virtual format, to work around their busy schedules.
“This means that when the candidates start on the programme they gain access to one of our virtual campuses,” said Peate. “And they will then start to work through the virtual campus, and they will have several units that they work through over the course of the programme.”
He added that, in terms of providing support to participants, the employing organisations have released people to complete the four-and-a-half day face-to-face contact sessions. And, in many cases, people have been able to negotiate further time to carry out
the online content.
“One of the major challenges we are aware of is around the release of people to come on and do the programme given what we know about the very demanding environment that nurses and midwives operate in,” said Peate.
First 10 cohorts:
1. Peterborough 2. Bristol 3. Oxford 4. Brighton 5. London 6. Nottingham 7. Birmingham 8. Manchester 9. Leeds 10. Durham
Although there is no pass or fail for the programme, or accredited certificate, all participants receive an award on completion, and Peate told NHE that he believes the programme is hugely important in the development of nurses and midwives.
“Just looking at the first 10 cohorts on this programme, who have just now completed a submission document, it is apparent in those documents how it has enabled
individuals to feel even more confident in the way they work. They are more likely to address areas of conflict,” he said.
Karen Lynas, deputy managing director of the NHS Leadership Academy, added that nobody makes more of a difference to how people’s healthcare ‘feels’ than the frontline nurses and midwives who look after them. She added that cohorts for the programme will open on a monthly basis, and applications are still being taken.
“I am so pleased we are able to offer this programme, designed entirely for them, to support them in their crucial role, develop them to be even better at their job, and importantly, to have more influence in how our care is delivered,” she said.
FOR MORE INFORMATION W:
www.leadershipacademy.nhs.uk/frontline
national health executive Sep/Oct 14 | 29
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104