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LEADERSHIP ACADEMY I did have one reservation though,


whether the learning opportunities would be aimed more at frontline staff than those delivering key support services, such as laboratory medicine. I contacted the Academy to relay my concerns and was reassured that this was not the case, and the intention was for staff across all areas of the NHS to benefit. I subsequently applied and secured a place on cohort 2.1, commencing study early in 2014. This is one of the reasons for writing this article, so that anyone with such a reservation is assured that key support services (such as ours) are recognised, and applications welcomed, and I am aware of several laboratory staff currently undergoing development on the programmes. Inclusion of all key services across the


NHS is vital because high-performing healthcare organisations have been described as systems of interacting, interrelated and interdependent clinical microsystems, with alignment of some, but not all, supportive elements and structures.5 Studies have highlighted that healthcare services do not always interact or communicate, causing a disjointed patient pathway and resulting in reduced patient experience and/or failings in provision of care.6,7 Rogers and Bevan reported, when


reviewing NHS healthcare, that while there are numerous examples of local successes, such as excellent clinical services or high- performing microsystems, too often these are “islands of excellence in a sea of mediocrity”, rather than representing consistent and widespread good practice.8 High-performance leadership is critical in such complex systems, in order to facilitate development and deliver strategic objectives.5


This is achieved by developing


closer linkages between microsystems and various levels of care, and has been recognised by the Academy when designing the courses and offering such opportunities across the NHS workforce.


Service inclusivity I have now completed the programme successfully and been awarded an MSc in Healthcare Leadership (with distinction), and an NHS Leadership Academy Award, following an intensive programme which is


‘The NHS has invested over £30 million into promoting and developing leadership, with thousands of staff expected to undertake various programmes in the coming years’


246


Table 2. Some details of the MS and EGA programmes. Mary Seacole


Who for


Application Where


Commitment Hours


NHS Leadership Academy Award in


Intake


In or soon to be in their first leadership role


Online


Online and in your region Six months


Five hours a week and three one-day workshops


Healthcare Leadership


Three intakes per year on open programme. Local offers available.


More information is available online (www.leadershipacademy.nhs.uk).


demanding both in terms of commitment and content. This consisted of two years of focus, completing eight modules of study, attending three residential workshops, numerous face-to-face action learning sets, participating in weekly online studies, tutor group discussions and tutorials, including the submission of a 10,000-word dissertation. The programme promised that adult


learning methodology would be applied and not the application of didactic or lecture-style study, enabling the activities to be self- directed and experiential in nature. A virtual campus was used to work through modules of study with a focus on experiential learning and a strong link to ‘reflexivity – on action and in action’, in order to facilitate an understanding of observation and link this with behavioural change.


Interaction and learning One of the most rewarding aspects of the programme was the opportunity to interact and learn while working with such a diverse and multidisciplinary NHS group during the residential and in the action learning sets. The experience has certainly provided a deeper appreciation of how expectations of service can be viewed from different angles across the healthcare environment, which has had a positive impact on working practice. High-performance leadership can really help forge a stronger, more efficient healthcare service for patients, and for this reason I would encourage you to take advantage of the NHS leadership opportunities open to us all.


References 1 Francis R. The Mid Staffordshire NHS Foundation Trust Public Inquiry. (www.midstaffspublicinquiry.com/sites/default/ files/report/Executive%20summary.pdf).


2 National Advisory Group on the Safety of Patients in England. A promise to learn – a commitment to act: Improving the Safety of Patients in England. (www.gov.uk/government/ uploads/


‘The experience has provided a deeper appreciation of how expectations of service can be viewed from different angles across the healthcare environment’


system/uploads/attachment_data/file/ 226703/Berwick_Report.pdf).


3 Department of Health. Transforming care: A national response to Winterbourne View Hospital. Department of Health Review: Final Report. (www.gov.uk/government/uploads/ system/uploads/attachment_data/file/ 213215/final-report.pdf)


4 Kings Fund. The future of leadership and management in the NHS. No more heroes. (www.kingsfund.org.uk/sites/files/kf/ future-of-leadership-and-management-nhs- may-2011-kings-fund.pdf).


5 Baker R. The roles of leaders in high- performing health care systems. Kings Fund. (www.kingsfund.org.uk/sites/files/kf/ roles-of-leaders-high-performing-health- care-systems-ross-baker-kings-fund-may- 2011.pdf)


6 Bate P. Strategies for cultural change. Oxford: Butterworth, 1994.


7 Parry E, Buchanan D. Releasing time to manage. Management Focus 2011: 10–3 (https://dspace.lib.cranfield.ac.uk/handle/ 1826/6487).


8 Rogers H, Bevan H. Spreading good practice. Presentation at the Cancer Services Collaborative Programme, Urology National Workshop, UK, 2002.


David Brayshaw (david.brayshaw@cmft.nhs.uk) is Directorate Manager, Directorate of Laboratory Medicine, Central Manchester University Hospitals NHS Foundation Trust, Manchester Royal Infirmary, Oxford Road, Manchester M13 9WL.


MAY 2016 THE BIOMEDICAL SCIENTIST


Elizabeth Garrett Anderson In or soon to be in a senior


leadership role Online and assessment


Online and face to face in Leeds 24 months


12–15 hours a week with three residentials


Senior Healthcare Leadership and an MSc in Healthcare Leadership


Three intakes per year (Spring, Autumn and Winter)


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