In-House Training

Case Studies & Examples

A small selection from a vast heritage

Medicology runs literally hundreds of days of training per annum, however the following is a brief selection is what we have done recently.

Plymouth Hospitals NHS Trust

Leadership Development Programme for Service Triumvirate
(Clinical Director, Matron & Directorate Manager)
2010 – 2011 (ongoing)

The Trust was facing significant challenges associated with a worsening financial picture and a disengaged workforce. We provided an extensive development programme involving both leadership and management, complete with diagnostics on morale, communication and strategy migration, as well as e-learning support and direct solution facilitation. The goal was to shift the locus of responsibility for service leadership into the services themselves, requiring significant mindset changes at all levels and substantial practical skills development. The response from floor to Board has been exceptional. We commenced the programme of events with our programme ‘Insights – Understanding the Evolving Healthcare Landscape’ and this created a significant ‘pull’ effect from clinical leaders wanting to take up leadership and drive services forward. We subsequently rolled this out across distinct programmes in leadership, management, cost improvement, influencing and more.

Barnet, Enfield & Haringey Mental Health Trust

Leadership, Management & Personal Development Programme for SAS Doctors
2010 – 2011 (ongoing)

We were asked to design and deliver an extensive programme of learning to a large group of SAS doctors in a Trust that has suffered more than its fair share of adverse publicity and events. The programme construction & delivery required some sensitivity but had to enable this group to seizer their future, rather than simply ‘taking it as it came’. The programme has proved so successful that we have also been brought in to work with consultants in a similar manner.

East Sussex Hospitals NHS Trust

Leadership, Management & Quality Programme for SAS Doctors
2010 – 2011 (ongoing)

We assembled a broad-based programme of learning events to support a large SAS Group across 2 sites. The goal was to provide a range of skills and abilities that allowed the SAS Group to take on enhanced roles, as well as demonstrating increased value for the group as a whole. Following the success of early programmes a more extensive range of programmes was commissioned.

London Deanery

Leadership Development Programme for Senior Trainees Approaching Consultant hood
2009-2011 (ongoing)

We were asked to create an in-depth leadership programme for aspiring leaders approaching their CCT in lab specialties and who would go on to lead in an era of significant reconfiguration and service redesign, including the wider implications of the Carter Report against financial scarcity and a significantly ageing and extending population. Following the success of the initial programme, it has been extended further and we are now in discussions with the wider Deanery schools.

Royal Cornwall Hospitals NHS Trust

Leadership Development Programme for Clinical Directors
2010 – 2011 (ongoing)

We were asked to create a leadership & management programme for a significant number of service leads and consultants under a very tight budget, as part of a competitive tender. Utilising both delivered programmes and e-learning, we were able to deliver a programme of the highest possible quality at a highly competitive cost. The initial programmes were rated sufficiently highly that clinicians themselves were demanding further programmes. We have now run three iterations of the programme.

Frimley Park Hospital NHS Foundation Trust

Insights Programme for Senior Nursing Staff
2011 (ongoing)

Following extensive dialogue, we devised a very specific Insights – Understanding the Evolving Healthcare Landscape programme for senior nursing staff. The first iteration had such a dramatic effect on behaviour, engagement, support and collaboration that subsequent iterations were booked.

Doncaster & Bassetlaw Hospitals NHS Foundation Trust

Leadership, Management & Personal Development Programmes
2010 – 2011 (ongoing)

After initially being brought in to run a series of programmes for SAS doctors and following the review of the these programmes, we have subsequently worked with Consultants, Middle Grade, Senior Managers, Governance Leads and other groups to develop leadership, management & performance expertise in a wide variety of settings and contexts.

West Sussex PCT

Leadership Development Programme for Senior Community Clinical Leaders
2009

We were commissioned to develop & deliver an extensive leadership development programme to more than 100 senior clinical leaders working in long term conditions using case management under a virtual ward system. We were appointed on the basis of considerable insight into the evolving drivers of healthcare structure, form and success, coupled to an ability to resonate with somewhat entrenched, battle-weary clinical staff and turn them into a fit-for-purpose, commercially aware fighting force that delivers significant financial returns in one of the country’s largest provider arms. The programme included leadership, case management and action learning with the aim of equipping the team with the right skills, igniting a passion to succeed and then helping them over the initial inertia hurdle. West Sussex have reported significant behavioural change post training.

NHS London

Development & Delivery of Change Management Assurance Process Training Programme
2008

This was a significant and important programme delivered to senior managers in all 31 London PCTs, coinciding with the launch of the reconfiguration assurance process. The purpose was to effect a cultural change in the way PCTs approached reconfiguration by getting them to adopt a common, standardised approach, as well as engaging with NHS London at key strategic points in reconfiguration to ensure that reconfiguration happened successfully. We worked closely with NHS London to define clear terms of reference, diagnose the key issues affecting process uptake and devise an approach designed to ensure maximum engagement in a vital but generally sub-radar issue. The final solution consisted of a benefit-based series of workshops to educate about the assurance process whilst embedding how adoption of the process would directly benefit PCTs by raising their success rate for reconfiguration whilst reducing their workload overall, along with their chances of ending up tied in knots through Oversight and Scrutiny Committees and judicial review.

Welsh Assembly Government

Hospital at Night Leadership Programme for Key Staff
2008

Development and implementation of a Wales-wide training programme aimed at assisting the development of leadership expertise in key staff responsible for implementing the changes to night time working driven by the European Working Time Directive. Project consisted of identifying key issues arising from the change and equipping doctors, managers and senior nursing staff with the principles necessary to overcome them. A core component focused on how to address engaging all stakeholders in the Hospital at Night project, regardless of their enthusiasm or support. We created a core skills programme including materials, with example cases, which we then delivered throughout all hospitals in Wales implementing Hospital at Night. Particular highlights cited in the evaluation process include:

A better understanding of how people are affected by change and how this can be managed and influenced
Strategies for overcoming resistance to the change in working practice
Insight into how to engage difficult groups, especially those that feel they are losing out in the change

NHS Lanarkshire

Leadership Development for Senior Clinical Leaders
2006 – 2011 (ongoing)

We were originally engaged at a time when service reconfiguration was creating considerable tension, leading to degradation of clinical and operational performance at this huge multi-site Trust, as well as increased conflict. We were engaged to develop greater collaborative working by creating expertise in the management of difference under times of stress and change, as well as direct conflict management training. Our approach was to deliver increased insight into the behaviours stimulated by complex change and how these can be mitigated by applying solid leadership, relationship, team and change principles. Following both the success of the programmes and the feedback from the individuals, we were subsequently engaged to conduct leadership development from the point of new consultant induction through to senior leadership in specific contexts such as leading specific functions, roles of significant responsibility, meetings and services in general. The more we do, the more we are asked back.

Imperial College Healthcare NHS Trust

Effective Project leadership
2009

We were appointed to deliver Project Leadership training that was focused on service evolution in the modern healthcare context to senior managers and senior clinical leaders in two of the most strategically important service lines. Our appointment was based on two key attributes of our approach; making things work practically and swiftly, and our insight into the evolving NHS market place. The contract consists of a rolling programme of Masterclasses aimed at:

Understanding change and the change imperative in the modern marketplace
Leadership of projects that enable service efficiency, capacity improvements, service differentiation, patient experience and innovation introduction
Change leadership principles
Marrying change to strategic service evolution
Ensuring continued business justification and a focus on ROI

This programme was important in that it involved taking senior, individually significant, clinical leaders on a considerable journey of mental re-adjustment against a backdrop of an acute need for change in one of the most complex Academic Health Science Centres in the country.

Newcastle Upon Tyne Hospitals NHS Foundation Trust

Leadership & Management Development Programme for Senior Staff
2008 - 2011 (ongoing)

We were engaged and continue to roll out a significant programme of leadership & management development aimed at senior clinical leaders, designed to equip them with a range of skills vital for success in the evolving healthcare landscape and to augment their current status as a significant learning institution. Individual components have included:

Leadership Masterclass
Managing & Supporting the Poorly Performing Doctor
Advanced Communication Skills for Healthcare Professionals
The Productive Meeting
Appraisal Effectiveness
Train the Trainer
Core Skills in Mentoring Medical Professionals
Time Management for Consultants

The programme is ongoing and following excellent feedback from participants so far, is being extended to wider and aspirant leaders in a variety of contexts. We have built core leadership & management principles, as well as healthcare landscape insight throughout the programme.

Dudley Group of Hospitals

Clinical, Financial & Business Planning Programme for Clinical Directors and Medical Service Heads
2008 - 2011 (ongoing)

DGOH is a busy regional service with Foundation Trust status and a significant PFI, currently undergoing a transformation from a management to clinical lead Trust including full strategic service leadership at the clinical level. We have been appointed to support this process, primarily based on our depth of understanding of the evolving healthcare landscape and agenda, along with our ability to translate this into a meaningful and acceptable form for clinical leaders. The training is delivered alongside a managed vision process and we have provided programme elements that include:

The evolving healthcare landscape, its drivers and central agenda
Critical success factors for modern services
Delivering clinical effectiveness in an era of financial scarcity
Ensuring effective clinical and service governance
Leading cost improvement programmes, including engaging the whole team in this
Understanding financial effectiveness, payment-by-results and money flow
The importance of reputation & patient experience on future service success

NHS Blood and Transplant

Core Skills, Leadership and Personal Development Programme for SAS and Senior Staff
2009 – 2011 (ongoing)

We were asked to develop an ongoing programme to support Senior Staff through to SAS doctors in frontline clinical leadership roles. To date we have rolled out the following programme elements, as part of a longer term programme of development, partly to redress current imperatives and partly to equip leaders for the future.