Everyone working within the healthcare system is facing enormously challenging and uncertain times. Change has been a constant feature for the last decade and the need for confident and courageous leadership has never been greater.
Investment in leadership development is recognised as essential to ensuring the system has able, skilled and assured leaders at every level: from the executive team to the front line, in clinical, managerial and governance settings and across leader relationships within whole health and social care systems.
We work with healthcare partners at all levels to explore and shape a shared understanding of the leadership the health service needs for the future, and to develop the leadership and management capability the system requires to survive and thrive in the 21st century. Our goals in relation to leadership are to develop:
- Informed policy - we undertake original research and provide objective analysis of current and future leadership trends in healthcare.
- Effective high quality services - we work with partners to support improvement, integration and patient-centred care.
- Exceptional health care leaders - through building knowledge, capability andeffective leadership practices.
- Evidence for high quality leadership in healthcare and the most effective strategies for improvement.
Our recent work includes exploration of the specific requirements for patient leadership, medical leaders, emerging leaders and system leadership, as well as maintaining a deep understanding of and focus on health service management, improvement and organisational development. We aim to ensure that our leadership development work is informed by our research and evaluation activity, and these in turn are supported and informed by the experiences and needs of healthcare leaders.
What specific work do we do in this area?
Research - current and recent research projects focusing on healthcare leadership include:
Teaching – Our taught Masters programmes combine theoretical frameworks with policy analysis and application to ensure that academic learning is grounded in professional leadership practice. They enable senior healthcare leaders - whether in provider roles, commissioning roles or with wider policy and strategic responsibilities - to focus in more depth on specific fields of study and to apply the learning to their own practice and to their organisations.
HSMC is proud to be a founding member of the consortium responsible for design and delivery of the highly successful NHS Leadership Academy Elizabeth Garrett Anderson and Nye Bevan programmes. Since their inception in 2014 the programmes have supported hundreds of senior and executive leaders in every part of the healthcare system to develop their professional practice and apply their learning to deliver real impact and improvements for the service and for patients.
We also design, deliver and evaluate bespoke development programmes for healthcare professionals working in and across health care organisations. In our commissioned work we collaborate with University of Birmingham and external partners to co-produce interventions, ensuring that our work combines the university’s world class expertise in every aspect of healthcare, is aligned with commissioners’ strategic ambitions, is sustainable and has measurable impact.
Recent examples include:
- Systems Leadership: a programme for senior organisational leaders, developed in partnership with Health Education England in the West Midlands (HEEWM).
- Medical Leadership in Practice: a programme for doctors centred on an improvement project, delivered with AMBS and commissioned by Health Education North-West.
- Inter-calated course in Health management and Leadership, for medical students.
- Evaluation of leadership development programmes: commission from HEEWM to measure the impact at individual, organisational and system level of leadership development interventions.
- Aspiring Healthcare Leaders: we have been running this 12 month leadership programme for over 10 years for cohorts of 50 local leaders in commissioner, provider and strategic organisations; our alumni number hundreds of leaders from across the West Midlands from this programme alone.
Who is involved in this work stream?
Faculty include Belinda Weir, Mark Exworthy, Hilary Brown, Deborah Davidson, Annette Neath, Iain Snelling, Yvonne Sawbridge, Mervyn Conroy, Robin Miller, and Visiting Professor, John Mcdonough from Harvard University
The key contacts for this work stream are Belinda Weir and Annette Neath.