Medical Leadership Postgraduate Tender Open Day 5th November 2015 - - PowerPoint PPT Presentation

Medical Leadership Postgraduate Tender Open Day

5th November 2015

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Welcome to HENW Tender Open Day

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Key Contacts

Dr Margaret Bamforth Lead Associate Dean for Medical Leadership margaret.bamforth@nw.hee.nhs .uk Dr Rebecca Baron Lead Associate Director GP for Medical Leadership rebecca.baron@nw.hee.nhs.uk Julie Want Education Development Manager Julie.want@nw.hee.nhs.uk Jo Keyes Education Development Project Support Officer Joanne.keyes@nw.hee.nhs.uk

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Agenda for the afternoon

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Health Education England

HEE is here to improve the quality of healthcare for the people and patients of England through education, training and lifelong development of staff HEE’s vision is to provide the right workforce, with the right skills and values, in the right place at the right time to better meet the needs and wants of patients – now and in the future. HEE provides leadership for the new education and training system to ensure that the shape and skills of the future health and public health workforce evolve to sustain high quality outcomes for patients in a time of demographic and technological change HEE ensures that the workforce has the right skills, behaviours and training, and is available in the right numbers, to support the delivery of excellent healthcare and drive improvements

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Health Education North West

• The Postgraduate Medical

and Dental section of HENW

• versees postgraduate

medical education and training with a responsibility for over 7,000 trainees across the North West.

• Largest geographical LETB in

England

• 2nd largest LETB outside of

London in terms of trainee doctor numbers

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Leadership in HENW – philosophy and context

• Strong track record in providing opportunities for trainees to develop

their potential as leaders

• Initiatives in place since 2009 when the importance of excellent

medical leadership was underlined in the report published by Lord Darzi in January 2009, Inspiring Leaders: Leadership for quality

• Proposed credit-bearing module would be part of a suite of current
• pportunities and is aimed at medical specialty trainees in the middle

stages of their training (apart from GP and dental trainees who could be in their final year of speciality training or post CCST as they undertake a shorter training programme)

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HENW Strategic Aims

• Leadership development will be embedded in the context of professionalism

and will deliver the leadership component of the generic professional capabilities

• HENW PGMDE will promote engagement in leadership development and

training across the healthcare community. In particular, ensuring that LEPs and Schools are enabled to support trainees during their placements through the recognition that trainees require opportunities to acquire leadership capabilities and behaviours.

• With the likely increased role of HEE in the oversight and delivery of leadership

training, HENW should aim to develop a national profile and play a significant role in building the evidence base for leadership development for PGMDE.

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• Build a NW Community of Practice
• Review and promote the Medical Leadership Fellowship

Programme

• Develop a range of courses and programmes

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Development Strategy – Postgraduate Module

HENW uses a number of frameworks to inform the strategic thinking and the Faculty

• f Medical Education and Leadership Standards give a simple but comprehensive

steer for the content of any medical leadership programme The areas covered in the standards are, self, team player/team leader and corporate responsibility. The content of the module should reflect these areas as all will continue to be reflected in leadership development throughout a medical career. The importance of the on-going development of self-awareness, resilience and values underpins the philosophy of HENW’s approach to leadership development. This would need to be reflected in the content of the module. This, in turn, would build on the development of professionalism begun at an undergraduate level. Thus, HENW’s approach is that of a spiral curriculum which develops leadership capabilities over the whole postgraduate period of training

Early Middle Pre-Consultant Understanding self and understanding others (EI) Personal and Professional Development Managing services and innovation (creativity) Organisational Culture Preparation for Consultant Role Task orientation

• Business Plans
• NHS architecture
• Role of MD / FD etc
• Commissioning

Understanding of self and resilience DEVELOPMENT OF GENERIC CAPABILITIES

GP provision – mainly post CCT

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Doctors in training must demonstrate that they can lead and work effectively in a team by:

• Showing awareness of their leadership responsibilities
• Understanding direct and shared leadership
• Appreciating their leadership style and their impact on others
• Thinking critically about decision making, reflecting on decision-making

processes and explaining those decisions to others

• Making appropriate, time-sensitive decisions - understanding of the

psychology of decision making, fixation error and cognitive biases

• Showing appropriate followership, actively participating and contributing to

the work and success of a team

• Supervising, challenging, influencing, appraising, mentoring and critically

appraising performance of colleagues and peers and systems

• Promoting and participating in multidisciplinary, inter-professional team

working

• Promoting an open and transparent culture

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Programme Framework and Content

The model proposed must take account of the current guidance and standards for a preferred 20 credit module. Including: The Faculty of Medical Leadership and Management (FMLM), The GMC guidance on Leadership and Management The GMC Generic Professional Capabilities that are currently in development The NHS Healthcare Leadership Model

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The Faculty of Medical Leadership and Management (FMLM), https://www.fmlm.ac.uk/professional-development/accreditation-and-standards/the- leadership-and-management-standards The GMC guidance on leadership and management (http://www.gmc- uk.org/guidance/ethical_guidance/management_for_doctors.asp) The GMC Generic Professional Capabilities that are currently in development http://www.gmc- uk.org/Developing_a_framework_for_generic_professional_capabilities_form_ English_writeable_final_distributed.pdf_61568131.pdf The NHS Healthcare Leadership Model www.leadershipacademy.nhs.uk/resources/healthcare-leadership-model/structure- healthcare-leadership-model

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HENW Current Provision- Leadership portfolio

• Leadership Short Courses aimed at trainees ST1-3
• Local Education Provider initiatives
• Junior Doctor Advisory Team (JDAT)
• Postgraduate Leadership modules – a choice of two providers across the

North West

• Medical Leadership Fellowship programme which is fully integrated into

training programmes (next intake 2016)

• Medical Leadership Schools – two schools available to access that cover

the North West region

• Medical Leadership Roadshows
• National Medical Leadership Conference – next conference 2016

Our website includes further information on the programmes

https://www.nwpgmd.nhs.uk/medical-leadership

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Current Provision – Postgraduate Module

The former North Western Deanery commissioned a programme that has been delivered over 5 years by a collaboration between Manchester Business and the University of Birmingham. This is a 15 credit module and is its 5th year and final year of delivery. To date has delivered and 33 cohorts of students The former Mersey Deanery had a contract with Edge Hill University and the Royal College of Physicians, working in collaboration, to deliver a 20 credit module with

• pportunities for progression.

This programme is in the final year of 3 years and has delivered 20 cohorts of students

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Proposed Programme Intake/Pathways

• There will be 10 cohorts with 25 places per cohort maximum per annum
• The module will cater for GP, medical and dentistry trainees at the middle

stages of their training.

• Propose a model which allows flexibility of completion dates, while optimising

the challenge for individuals to complete in a timely manner and progress to further modules where desired.

• Arrangements for students unable to complete during the expected timescale

e.g. arrangements for flexible start and finish dates and re-sit arrangements.

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Proposed Programme delivery

As HENW covers a large geographical area, delivery of the programme will be blended to make efficient use of all resources and delivery methods The programme should include attendance at workshops, reflective practice, written assignments and e-learning components The provider must make allowance in their proposal for students moving around the HENW to new clinical placements at different geographical locations during the course of a module. The Provider will describe what Recognition of Prior Learning (RPL) and/or Recognition of Prior Experiential Learning (RPEL) is appropriate where applicants have already undertaken elements of other relevant study. The Provider should describe their process to facilitate this and how this would relate to credits/modules

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Validation and Accreditation

The module will be fully validated and accredited at Masters level for a 20 credit certificate.

Validation needs to be achieved to ensure a September

2016 start. Evidence that the programme understands the Leadership competencies set out in the curriculum, FMLM standards and GMC standards and would ensure accreditation with

• ther relevant external bodies.

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Programme Management

Including:

• Student application
• Registration, enrolment,

student induction tutor and group allocation

• Course venue booking
• Production and dissemination
• f course materials,

timetables

• Handling trainee course

queries, attendance records, management of the assessment process

• Completion information,

issuing of certificates and quality control data.

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Programme Management and Administration

• The programme will be aimed at postgraduate trainees in a

HENW speciality training post and could be open at a future date to other health professionals within HENW in line with policy developments

• The programme must be flexible to accommodate both

future fluctuations in student numbers, but also future changes in curriculum content required by HENW to reflect

• ngoing developments in postgraduate medical education

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Timescales

Thursday 12 November 2015 Use feedback from Open Day to revise project plans where applicable (including the specification if relevant) Monday 16 November 2015 Issue Invitation to Tender on In-Tend electronic tendering system Friday 18th December 2015 Tenders returned electronically (32 days)

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Timescales

w/c 18 January 2016 Tender Evaluation meeting (date TBC according to availability) w/c 18 January 2016 Top scoring suppliers selected for presentation w/c 1 February 2016 Presentations to Evaluation Team 1st February 2015, 9am-5pm Lostock A&B, PP3, Mcr w/c 8 February 2016 Contract Award decision made

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Timescales

Monday 15 February 2016 Unsuccessful suppliers notified – Start of Standstill period w/c 15 February 2016 Acceptance of Award letter sent to successful supplier subject to Standstill period Friday 26 February 2016 Standstill period ends w/c 29 February 2016 Formal award of contract and return of contract acceptance letter by supplier w/c 14 March 2016 Contract pack and documentation completed w/c 21 March 2016 Contract signature Monday 4 April 2016 Contract Start Date April – August 2016 Implementation period starts Monday 5 September 2016 Start of service

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