MA Strategic Clinical Leadership - Senior Leader Level 7 Degree Apprenticeship 2020/22 - London South Bank ...
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MA Strategic
Clinical Leadership
Senior Leader
Level 7 Degree
Apprenticeship
2020/22
Provided within Health Systems
2 MA Strategic Clinical Leadership
“Early one morning a group of medical consultants expressed their
desire for a programme that would help them to address the many
leadership challenges that they faced. That and several other
conversations and meetings helped to shape the programme that is
now detailed here. Kingston hospital are proud to have supported the
development of this ground breaking programme and want to support
as many people as possible across the STP to join together to realise
the many benefits that this type of collaborative learning can bring.
This programme is the first of its kind. Blending together the apprenticeship
level 7 standard and the vast experience of LSBU in delivering world class
programmes, this programme has been designed to help you as clinicians
address the issues you are facing every day. Its blend of theory and work
based learning that will help support your learning and can be adapted
(as far as possible) to support you in your role. It will also support your
development of relationships across your employer and the wider STP.”
Assistant Director of Workforce (Development)
Kingston Hospital NHS Foundation Trust
2 MA Strategic Clinical Leadership 3 The MA Strategic Clinical Leadership Senior Leader Level 7 Degree Apprenticeship is a work based part-time 2-year degree provided with partner NHS organisations. The programme is place-based (ICS/ Health systems) which equips senior clinical leaders with leadership and management knowledge skills and behaviours to work in collaborative systems, using practical experience whilst also meeting the requirements of professional CPD. As the NHS moves into a more collaborative model of organising, the clinical professions now fully embrace their role in leadership of the whole of the NHS agenda and the new appetite for the NHF for collaboration that enables both a collegiate relationship between clinical professionals and general management, and between the clinical professions. The Programme Approach The Masters in Strategic Clinical Leadership aims to develop clinical leaders who are able to lead through collaboration within and across health systems, to provide better health and care services with for their local population, and to deliver on the long-term purpose of integrated care. As an enterprising civic University we are committed to addressing real world problems, and application is central to the learning process, forming the case material for the classroom learning, and focus for action learning in the workplace. Aimed at senior clinical leaders the MA comprises 8 Modules that cover all aspects of The Senior Leader Apprentice Standards. The MA is delivered using a blended approach comprising both face-to-face, peer-group, online and work based learning activities. Work based learning is critical to the MA experience and successful completion, with participants applying knowledge to local team and system-wide quality change projects, and to their clinical leadership roles. The portfolio of learning can also be used to meet the professional’s CPD requirements.
4 MA Strategic Clinical Leadership 5
The Course aims to develop clinical leaders who:
1.
Have knowledge and understanding of leading change in
complex health systems environments that require collaboration
and partnerships, in order to lead real time changes in quality.
2. Think and act strategically to secure evidence-based effective
approaches to meet population health need.
3. Have a deep understanding of relational approaches to systems
change and innovation that can be adapted and adopted in
their workplace and health system.
4.
Can critically appraise evidence-based options for leading
effective health systems change
5. Can demonstrate personal and system resilience, and the ability
to lead in uncertain times.
6. Have brought their learning to bear on local quality challenges
and projects to generate public value.
7.
Have an expanded network of critical peers committed
to securing quality, and learning and partnering together.
Personal
Induction and
Assessment and Launch Event
Enrolment
Learning Plan
Year One Year Two
Leading and Leading Generation Health
Developing Quality Public Value Systems
People and Safety Strategy
Action Action Action
Learning Learning Learning
Sets and Sets and Sets and
Webinar Webinar Webinar
Innovation
and Change WBL 2:
for Quality Developing WBL 1: Strategic
in Health Collaborative Change Project
Systems Relationships Projects Delivery
Integrated Clinical Leadership and Change Project
Post Programme
Presentation
Impact
Alumni Network and End Point
Evaluation
Assessment
6 MA Strategic Clinical Leadership 7
Year One Year Two
Module 1: Leading and Developing People Module 6: Generating Public Value
This Module develops clinical leaders understanding of the context Whilst the NHS is moving to more collaborative systemic models of
for their work, and the inherent challenges in leading teams and organizing and leading change, governance mechanisms for these
professionals as a clinical leader. The Module focuses on developing self- networked approaches are poorly understood. New approaches to
awareness and resilience, and the ability to lead effective teams through population health need in high performing health systems are data
uncertainty. enabled both in terms of understanding the current situation and in
terms of adaptive capacity based on data feedback. This module
Module 2: Innovation and Change in Health Systems provides students with the key concepts of network governance, public
The NHS has struggled to harness the multiple innovations taking place value, data based decision-making and resource allocation.
across the whole system. This module addresses the key underlying
generators of innovation in complex systems, and the methodologies for Module 7: Health Systems Strategy
both innovation and the spread and sustainability of innovation i.e. the This module focuses on the key relational skills of strategic leadership -
generation of an innovation culture. engaging diverse stakeholder perspectives and securing collaboration
and alliances; understanding context and the role power plays in strategic
Module 3: Leading Quality and Safety alliances and systems leadership; generating shared expectations and
The Francis report in 2013 shed light on a culture of harm in the NHS principles; developing shared purpose and direction using scenarios and
and gave a new impetus to a national focus on quality and safety. This modeling.
module provides an introduction to quality and safety cultures in health
and social care and the role of quality improvement drawing on national Module 8: Work Based Learning: Strategic Project Delivery
and international case studies and inquiries. This module integrated the theory of the modules to date with theories
of leading complex change with a focus on application and learning
Module 4: Developing Collaborative Relationships through research and experimentation.
Innovation in the NHS requires a culture of learning and collaboration,
which can be at odds with the prevailing dominant hierarchical culture.
This module provides a framework for partnership for different types of
change work; draws on the history of collaboration and integration in the
NHS and from international high performing health systems; to support
participants in developing their own practice in collaborating across
health systems.
Module 5: Work Based Learning: Change Projects
This work-based module brings together the theoretical learning in the
modules to date, providing specific skills in influencing and negotiating
across stakeholder groups in order to lead effective place-based
change, and the project management skills required to secure clear
direction, and adaptive change practice.8 MA Strategic Clinical Leadership 9 Partner with Health Systems As with all Apprentice programmes, the course is funded through the Apprenticeship Levy. We therefore partner with a lead NHS Levy payer, acting on behalf of the collaborating local NHS organisations to provide this course across a health system for senior clinicians in the local Trusts and Primary Care teams. Senior clinicians collaborate on system-wide change programme(s) agreed with the host organisation and LSBU. The local organisations provide additional work-based learning experience as required by the Apprentice Standard and set out in the course programme. Each senior clinical leader apprentice will require a learning contact, a learning mentor and to provide a full portfolio for the apprentice end-point assessment. The NHS partner works closely with the LSBU programme and apprentice team to develop the specific local delivery requirements, and to track progress. We provide training for the NHS partner.
10 MA Strategic Clinical Leadership 11
Off the job learning
Off-the-job training (20%) is defined as learning which is undertaken
outside of the normal day-to-day working environment and leads
towards the achievement of an apprenticeship. (Department of
Education 2017).
For you this will include the training that is specified in the programme,
as well as any delivered in your normal place of work that relates to this
programme such as local programmes. It must be directly relevant to the
Level 7 standard and could include aspects such as the following.
• Attendance at local sessions • Participation in a local
teaching theory in subjects such committee or group that relates
as leadership or self-awareness to one of the topics you are
• Reflective diaries and learning covering such as quality
• Shadowing a senior colleague in • Involvement in collaborative
their role sessions
• Attendance at other • Background reading and
organisations to learn about an research relevant to the
aspect related to your studies assignments you will be
• Participation in a quality project undertaking
that is being undertaken in • On line learning
addition to your normal day to
day role
When making an application for this programme you should be clear,
and have discussed with your line manager, how this commitment will be
met. This is not an optional commitment and will be tracked throughout
the programme so you should be clear as to how you will be able to
accommodate that. If you need support in relation to this any member
of the programme faculty would be happy to help.
Learning mentors
Throughout this programme you will be supported by a Learning Mentor.
The Learning Mentor will support the development of your knowledge,
skills and behaviours, throughout this programme, particularly around
the application of theoretical knowledge within the work environment
Mentoring will take place every month on a 1:1 basis and the mentors will
also support the action learning sets as well as providing any pastoral
support and guidance. They will be collaborating with the programme
faculty at all times to help you develop the professional behaviours,
knowledge and skills as identified in the Level 7 Standard.12 MA Strategic Clinical Leadership 13
Entry Requirements What you can access
Maths and English to GCSE standard is essential at LSBU
(Grade C or level 4 in the new GCSE grading scheme)
and certificates have to be provided as proof of
The Health Systems Innovation Lab
evidence. If however, apprentices do not have
A Health Systems Innovation Lab at LSBU connecting
these basic requirements, it is possible to enter with
innovators to those systems seeking innovation
Functional Skills level 2.
across the UK. The Lab works by bringing together
A minimum of a 2:2 first degree/Bachelor degree a diverse group of members to learn from and with.
equivalent to UK Second Class Honours Lower Division The Lab’s uniqueness is its use of data to clarify
in a relevant subject area. need and impact, and its focus on bringing the
next generation of leaders into the learning process
All apprentices must be working at a senior level (e.g. alongside current systems leaders. We have a track
clinical director, lead nurse, Senior GP, STP workstream record in supporting leaders and people involved in
lead) and have been for a minimum of 3 years with systemic change to make a real difference to their
work experience that demonstrates clinical leadership organisations, communities and health systems.
and management responsibilities for example clinical We hold regular events and conferences that you
director or clinical lead, clinical chair, with strong and will be able to attend and as a member.
consistent career progression and achievement.
For more information email the Health Lab,
We welcome equivalent qualifications from around healthlab@lsbu.ac.uk or visit the website:
the world. English language qualifications for http://www.lsbu.ac.uk/business/expertise/
international students: IELTS score of 6.5, Cambridge health-wellbeing-institute/health-systems-
Proficiency or Advanced Grade C. innovation-lab
The People’s Academy
Fees This is a unique feature of London South Bank
University, where you can engage citizens with
experience in governance, systems change,
The cost of the programme is £18,000 over 2 years. If
coproduction, personalised services, coaching in
you are employed by a levy paying employer (such
mentoring or coaching you with your projects.
as an acute trust) then this cost will be met for you
and you will not be expected to make any personal For more information, visit the website:
contributions. If your employer does not pay the levy http://www.lsbu.ac.uk/business/expertise/
then please speak to your manager or one of the health-wellbeing-institute/the-peoples-academy
programme faculty members to see how you can be
supported as it is possible for larger levy payers to Library
support other organisations so that there is no cost We have two libraries – one on our Southwark
to you. campus and the other at Havering. In total, we
have 800 study spaces, 58,000 electronic journals
and databases, 250,000 books, specialist subject
advisers and 24/7 opening hours during exam time
at Perry Library, Southwark campus.14 MA Strategic Clinical Leadership 15
Map and Directions
B L AC K F R I A R S R D A 2 0 1
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Passmore Centre is LSBU’s new dedicated hub
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supporting apprenticeships, training and skills
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Centre, our dedicated Apprentice learning space,
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which is located on 12 Borough Road, London
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Contact Details
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Professor Becky Malby:
Tel: 07974777309
01 Borough Road 10 London Road 18 Academy of Sport
Email: r.malby@lsbu.ac.uk 02 Tower Block 11 ONCAMPUS 19 Passmore Centre
03 Metal Block 12 Student Centre and
Anam Farooq, Project Manager: 04 Joseph Lancaster Students’ Union
Tel: +44 (0)20 7815 8359 05 Extension Block 13 Keyworth Centre
06 Faraday Wing 14 K2
Email: anam.farooq@lsbu.ac.uk 07 Perry Library 15 Caxton House
08 Admissions and 16 McLaren House
Naweeda Ahmad, Project and Event Coordinator: Recruitment Centre 17 The Clarence Centre for
Tel: +44 (0)20 7815 8138 09 Technopark Enterprise & Innovation
Email: naweeda.ahmad@lsbu.ac.uk
Antonia O’Callaghan, Project and Event Coordinator (Assistant):
Tel: +44 (0)20 7815 8043
Email: a.ocallaghan@lsbu.ac.uk16 MA Strategic Clinical Leadership
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