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Drewe Phillips Associate Head - Care Sciences Marianne Cowpe

Developing a work-based degree in Clinical Leadership: the challenges of accessibility and supporting students in the workplace. Drewe Phillips Associate Head - Care Sciences Marianne Cowpe Divisional Head - Policy Leadership and Clinical Governance Faculty of Health Sport and Science

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Drewe Phillips Associate Head - Care Sciences Marianne Cowpe

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  1. Developing a work-based degree in Clinical Leadership: the challenges of accessibility and supporting students in the workplace Drewe Phillips Associate Head - Care Sciences Marianne Cowpe Divisional Head - Policy Leadership and Clinical Governance Faculty of Health Sport and Science FACE 2009

  2. Workshop Outcomes • Discuss accessibility issues for professionals and joint working in design and delivery with employers and working in partnership with other providers of education. • Discuss the challenges of ensuring learner support, student attainment and progression. • Reflect /Consider implications for other subject areas.

  3. Nursing academic levels in UK Pre 1986 Pre 1992 Post 1992 (move to Higher Education) UK Further Education and Higher Education System. New University – post 1992

  4. Policy Drivers • The drive for highly developed leadership qualities amongst clinicians is a long term strategy for the NHS and the paper (DOH 2007b) sets out a ten year plan, in which health and social care staff are empowered to lead change. • In 2007 (DOH 2007a) identified key critical challenges that focus on ensuring a workforce well developed in clinical leadership.

  5. A further report (DOH 2008) specifies that leadership qualities in clinicians must change. • In addition to NHS service reformation, there has been a drive to modernise career pathways amongst nurses (DOH 2006) where leadership is a key dimension. • The theme of leadership enhancement is evident throughout the four UK countries. Scottish Executive and NHS Education for Scotland (2007), Northern Ireland Government (2004 and 2008), Welsh Assembly Government (2005 and 2008).

  6. On a broader policy platform, the Leitch Review (HM Treasury 2006) suggests that for the UK to become a world-class leader, it will require the attainment of skills, including leadership. Leitch advocates that efforts to achieve this must be doubled and responsibility shared between government, the employer and the individual.

  7. Increased self awareness and how to effectively build teams. To be more analytical of day to day practice. Increased political awareness by constantly asking why? And how strategies help influence frontline staff delivering patient care. • Improved knowledge and confidence, networking, political awareness, wider picture, reflection re. Own practice and attitude, team building, leadership skills, credibility • Considerable wider reading, confidence deadlines  • Increased confidence to strive forward in my career. Reformed my ambition/career. Able to challenge more things, don’t accept things so easily • Learnt who and how to contact in order to effect change management. • increased motivation to continue with further education. Changed my career pathway. • Thinking outside the box & re awakes confidence and interests that I could act on

  8. “After qualifying as a traditional student from a nursing school many years ago I had no inclination of venturing into the world of academia. Doing the odd diploma modules at Uni Glam and various management courses for my professional development was my limitation or so I thought.  However after completing the RCN Clinical Leadership Course and shadowing various senior managers including the Chief Executive my confidence was riding high. So as the opportunity presented to do the BSc Leadership course I told myself that at the age of 54 it was now or never. I now take great pleasure in telling the students when they come to the ward that I am also doing a degree and despite the fact that I have felt stretched with the assignments and presentation, I have really enjoyed learning at that level and I am definitely more resourceful. I would like to thank the lecturers for their support and encouragement and for believing in me when I didn’t.”

  9. Award Structure BSc Clinical Leadership 3 *20 Credit Modules:- Leadership and Managing Self Effective Relationships & Clinical Leadership Political Awareness in Clinical Leadership BSc (Hons) Using Research Evidence to Improve Quality at Work (20 credits) + Project Module (40 credits) OR Project Module (60 credits)

  10. Background Nursing background - work based leaning /credit rated Programme themes informed by qualitative research (Cunningham et al 2002) learning to manage self & team building, developing & managing effective relationships, focusing on the patient (client) internal and external networking political awareness Clinical Leadership Programme - Royal College Nursing (RCN CLP multi-disciplinary) Programme model adopts a practical approach i.e. Work- based focused i.e. client- focused and needs-led = transformational leadership and life-long learning. Programme facilitated via action learning (McGill and Brock bank 2004). Tri Partite RCN/HEI/ NHS Trust Taken up by all NHS Trusts in Wales delivered UK and internationally - Afghanistan

  11. Delivery and Assessment Academic Action Learning Sets ‘Action learning is a continuous process of learning and reflection, supported by colleagues, with the intention of getting things done’ (McGill and Brockbank 2004). Assessment - summative Work based competency Reflective accounts/self analysis tool Presentations Analysis of context of care and development of action plans for improvement Analysis of impact of local or national policy

  12. Holistic v Atomised Approaches (Hirsh 2006) Atomised BITE-SIZED MODULES MATCHING MENUS SELF-SERVICE E-LEARNING TECHNICAL OR GENERIC • LOOKS SYSTEMATIC • JUST-IN-TIME • BULK DELIVERY • LOW IMPACT? Holistic INTEGRATED ‘PROGRAMMES’ MENTORING & COACHING EXPERIENTIAL LEARNING TEAM LEARNING COMMUNITIES OF PRACTICE • SOCIAL & CULTURAL • TRANSFER INTO JOB • HARD TO BULK DELIVER • HIGHER IMPACT?

  13. Challenges Flexible learning - e - learning/Blackboard/action learning. Learner support Clinical facilitators/ mentors/coaching/employer liaison support & line manager support (Eraut 2008) Needs of work based learners Professional issues

  14. Challenges (cont) Quality assurance Recognised Teacher Status Student attainment & progression Theory and practice competency assessment Use of reflection - facilitating transformation (Kolb 1971, Schon 1983) used extensively Portfolio (formative)

  15. References • Benner, P (1984) From Novice to Expert Addison-Wesley Publishing Company, Sydney • Brockbank, A., McGill, I. & Beech, N (2003) Reflective Learning: What is it Exactly? Organisations and People. 10 (2) 28-36 • Cunningham, G; Large, S; Kitson, A; Allen, E; Lister, S and Nash, S. (2002) Summary Evaluation Report for Phase 2 of the RCN Clinical Leadership Programme. London; RCN • DOH (2006) Modernising Nursing Careers DOH London

  16. DOH (2007a) Shaping health care for the next decade: The NHS Next Stage Review DOH London • DOH (2007b) Our NHS our future: NHS next stage review - interim report DOH London. • DOH (2008) Our NHS Our Future: NHS Next Stage Review - Leading Local Change Modernising Nursing Careers (2006) DOH London. • Dreyfus, S.E. (1982) “Formal Models vs Human Situational Understanding : Inherent Limitations on the Modelling of Business Expertise”. Office; Technology and People, 1 p 133-135. • Eraut,M. (2008)The significance of Workplace Learning for Individuals, Groups and Organisations: ESRC Centre on Skills, Knowledge and Organisational Performance • Govier, I. (2004). Advocating Excellence in Leadership. Nursing Management10(9): 13-15.

  17. HM Treasury (2006) Leitch Review of Skills, Prosperity for all in the global economy – world class skills The Stationary Office Norwich • Hirsh, W. (2006) Improving performance through Appraisal Dialogues, London: Corporate Research Forum • McGill, I. and Brockbank, A. (2004). The Action Learning Handbook. Routledge Falmer. London. • Kolb,D.A.,Rubin, and McIntyre , J. (1971) Organizational Psychology: An Experiential approach, Englewood Cliffs NJ: Prentice-Hall • Northern Ireland Government (2004) A Healthier Future, a twenty year vision for health and wellbeing in Northern Ireland 2005 – 2025Department of Health Social Services and Public Safety Belfast • Northern Ireland Government (2008) Northern Ireland Health and Social Care Reform Consultation Department of Health Social Services and Public Safety Belfast

  18. Schon,D. (1983) The Reflective Practitioner: How Professionals Think in Action, New York: Basic Books • Scottish Executive and NHS Education for Scotland (2007) The Modernising Nursing Careers Scottish Projects: Advanced Practice and Early Clinical Career Fellowships NHS Education for Scotland Edinburgh • Walsh A (2008) What is distinctive about work-based knowledge and learning?. The Higher Education Academy – workforcedevelopment • Welsh Assembly Government (2008) Designed to Realise our Potential WAG Cardiff • Welsh Assembly Government 2005 Designed for Life – A World Class Health Service for Wales WAG Cardiff

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