Rosalind Franklin Programme

Programme and applicant guide 2018/19

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Contents

Applicant suitability 3

Programme summary 4

Why the programme was developed 4

Fees and funding 4

Name justification 5

Structure 6

Learning methods 7

Modules and assignments 8

Learning support 11

Assessment 11

Application form

Application checklist

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Contact us 14

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Applicant suitability

The Rosalind Franklin programme is for mid-level clinical or non-clinical leaders, across health and care systems, aspiring to lead large and complex programmes, departments, services or systems of care.

It is designed for:

- Individuals who are directly leading people who manage others ie. a step

beyond first line management. This group is likely to include those who

work in a traditional team based in a structured medium to large

organisation

- Specialist individual contributors who may not directly lead a team now but

who must, as part of their role, play an active part in a network/system

which requires them to embody leadership around an issue, a pathway, a

service etc. This might include clinical nurse specialists, doctors and social

workers, including a proportion of those in training

- A professional who leads teams of experienced professionals that may exist

on a temporary basis before dissolving, and then realigning again around

specific issues. This group might include those leading complex projects

and initiatives who operate at the pivot points between other professional

groups and need to balance operational and strategic demands

- People managing complex programmes and projects, substantial budgets,

politically sensitive and significantly impactful work

If you believe the Rosalind Franklin programme is for you, you’ll complete a personal statement as part of your application. This will be reviewed alongside other information to inform a decision on your suitability for the programme. This is part of our commitment to help you find the most appropriate programme for your leadership development.

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Programme summary

Programme title Rosalind Franklin

Award NHS Leadership Academy Award in Senior Healthcare Leadership

Length of programme 9 months

Time commitment Approximately 4 – 5 hours per week Out of office days 8 days

Modes of study Work application, online learning, face-to- face workshops and facilitated learning sets

Programme dates 29 April 2019, 30 April 2019, 1 May 2019 and 3 February 2020 (workshop dates)

17 June, 13 August, 16 October and 12 December 2019 (impact group dates)

Attendance 100% attendance at all face-to-face elements is required

Fees and funding

The new Rosalind Franklin Programme has been carefully designed in response to research and building upon insights and evaluation of other NHS Leadership Academy programmes including Mary Seacole and Elizabeth Garrett Anderson. It has also been designed so that it can also be contextualised for specific workforce groups or geographical localities.

This first ‘standard’ cohort is fully funded as a high level of evaluation and feedback will be required from participants throughout the programme. Your involvement with this will really help us to inform future iterations of programme delivery. Participants will be invited to provide feedback throughout the programme to assess and review the content and delivery to help with the successful running of future cohorts. As a Cohort 1 participant, you are in a unique position to influence this new exciting flagship programme for heath and care. Thank you in anticipation of your insights.

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Why has the Rosalind Franklin programme been developed?

As part of our continuous commitment to developing outstanding leadership at all levels across the health and care system, this programme has been developed in response to a demand for more mid-level leadership development.

In early 2017, two independent pieces of research into the current health and care landscape of mid-level leadership development were conducted and the findings highlighted a significant gap for this staff group. Recommendations included that any new development to fill this gap should be accessible and affordable, with a consistent core curriculum and delivery model, with the ability to be contextualised and delivered locally, where possible, by appropriately experienced facilitators.

Why has it been named after Rosalind Franklin?

The NHS Leadership Academy has a proud tradition of naming professional development programmes after those who have had a positive and influential impact on health care. Current programme names include Edward Jenner, Mary Seacole, Elizabeth Garett Anderson and Nye Bevan.

After a period of consultation, Rosalind Franklin was chosen for this programme in recognition of the achievements she made.

Rosalind Elsie Franklin; (born in London on 25 July 1920 and died in London on 16 April 1958) was a British scientist best known for her contributions to the discovery of the molecular structure of deoxyribonucleic acid (DNA), a constituent of chromosomes that serves to encode genetic information. Franklin also contributed new insight on the structure of viruses, helping to lay the foundation for the field of structural virology. Her X-ray diffraction images of DNA enabled the University of Cambridge’s Francis Crick and James Watson to identify the molecule’s double helix structure, which subsequently led to Crick and Watson receiving the Nobel Prize for Physiology or Medicine in 1962 for the discovery. Unfortunately, Franklin was not eligible for consideration for the prize, as at the time, the Nobel Prize was never awarded posthumously.

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Structure

Overview

The programme aims to help shape mid-level leaders’ knowledge, skills, attitudes and behaviours to help them become outstanding, compassionate and inclusive leaders, working at all levels across the health and care system, to help improve services for people who access them.

The programme lasts nine months and incorporates a blended learning style with mandatory and comprehensive online learning, face to face workshops and small group work, including:

• Six online modules of learning

• Three days of back to back workshops at the start of the programme (accommodation and travel not provided)

• A one day workshop at the end of the programme (travel not provided)

• Four facilitated impact groups across the nine months (groups of eight people, travel and lunch are not provided)

• Approximately 120 hours of online study

You must be able to attend all face-to-face workshops, as attendance at these is mandatory. We don’t offer deferrals under any circumstance and we can’t guarantee a place at an alternative workshop if you’re unable to attend one of the days listed.

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Learning methods

The learning methods are a cutting-edge blend to keep you inspired and motivated via a flexible state-of-the-art virtual campus, face-to-face development and online tutor support. And to keep it all fresh and current, you’ve got the latest thinking from world-class experts. You’ll emerge from the programme with the professional skills, knowledge, attitudes and behaviours to thrive in a more senior leadership role, ready to play your part in building a more compassionate health and care system.

There are three core learning methods on this programme:

• Work-based learning

• Face-to-face learning at developmental workshops and in small impact groups

• Online via the virtual campus

Work-based learning

The programme is designed around practical learning in the workplace - the most important environment for you to learn and develop as a leader. Work-based learning (WBL) is an important part of how the learning methods are applied in practice. WBL takes, as its focus, the work you are already doing and uses this as the basis for your learning and development. Much of your online learning will relate to your workplace. It focuses your attention on what is practical and works, and helps to lighten the study workload, as some of the learning is within your day-to-day job.

It’s important to recognise that you will not be able to complete the programme without applying your learning in your workplace.

Online learning (Virtual Campus)

The NHS Leadership Academy’s Virtual Campus (VC) has been designed to feel like an inviting space; delivering what you need in an interactive learning environment.

The Virtual Campus is where you can find all the resources you’ll need for your studies. It provides a range of different learning formats such as e-learning nuggets, simulation events, videos, psychometric assessments, surveys, electronic journals and books, tutorial and discussion boards, learning journals, social networks and more.

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You must make regular contributions to the discussion forums and facilitator provocations as part of your assessment.

Face-to-face learning: workshops

There are four days of developmental workshops. Three at the beginning of the programme (that will run consecutively) and one day at the end of the programme. They are all based at the NHS Leadership Academy in Leeds. The focus of these workshops will be on your personal and behavioural development in context; they take full advantage of face-to-face group work, experiential and simulation learning activities, and social networking opportunities. Attendance at these workshops is mandatory. Please make sure you can attend all four workshops - we can’t guarantee an alternative date if you’re unable to attend one of the dates.

Face-to-face learning: Facilitated impact groups

Your impact group provides you with a forum to further critically explore your learning and your work-based application in addition to helping you to explore the links between individual, group and organisational dynamics, in order to equip you with practical skills to craft your leadership role, style, skills and behaviours.

The impact group meets four times during the programme for full day working sessions; the dates are set and there may be some travel involved. The four set sessions will focus on process, learning and application of virtual material.

Modules and assignments

The programme consists of a 9-month learning journey; comprising six online study modules exploring the knowledge, skills, attitudes and behaviours that are important for leading others when building a culture of person-centred care within the health and care system.

The programme is specifically designed to enable you to put your work role, tasks and experiences to practical use in your study of leadership, whilst also providing intensive personal and professional development.

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You might expect to be working for at least 4-5 hours per week (as a guide), in which you’ll explore themes that support your development of self, the environment and systems, improvement and change and management skills to:

• Develop a deeper and clearer sense of who they are, their strengths and development areas

• Understand where they, and their services, are located in the wider health and care system and gain a deeper understanding of the experiences of people who access them.

• Work with several analytical tools to more deeply understand the challenges they are currently facing

• Understand more about their team and how to work in, and with, it more effectively

• Develop a deeper understanding of the concept of being a systems leader and how that could require them to behave differently

• Develop new ideas about how best to work with others through change

• Have an understanding of different leadership approaches and challenges related to change and their relation to them

• Strengthen their existing leadership practice through cutting edge theory, evidence and practice

• Bring immediate positive and productive changes to their team(s), organisations, services and service users in areas such as increasing staff morale, improving service user experience, effective service redesign, reduction of waste and more efficient use of resources

• Improve their personal impact to help drive progress in their team(s) and inspire their organisation/system to build a culture of compassionate, inclusive, person-centred care

• Build a powerful, regional and national support network of influential leaders • Increase adaptability and readiness to meet the demands of senior leadership

within the challenging, transforming environment of health and care and the system Each module has its own objectives and learning outcomes which the module sets out to achieve. However, the programme has a number of ‘golden threads’ that run throughout including a constant focus upon the ‘line of sight’ of leaders to the quality and experience of all who access health and care services, a drive to develop compassionate and inclusive leadership, the need to create the right conditions for staff to thrive through a quality improvement, system-based leadership lens.

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Learning journey

Module 1

Module 1 is about helping you to get ready for the programme. It will focus some time on helping you to undertake some structured – and helpfully challenging – personal reflection as well as also focusing time on what the programme will offer you and how you might best engage to get the most from your whole experience.

Module 2

In module 2, you will begin to build upon the learning that you started in module 1 and the development work you undertook during your three days of foundation workshops, with your cohort colleagues. It will challenge you to expand your view as to the many components that make up your current experience eg. exploring and critiquing the challenges that you’re facing, or the system(s) in which you’re operating.

Module 3

This module is much more action-oriented and will challenge you to begin to look at the role you play when it comes to leading others and making change happen. The module will focus on some practical tools to help you consider how to be best prepared when trying to create change as well as exploring the ‘hard skills’ that underpin any change effort.

Module 4

Partly building upon module 3, the focus here will also be very practical and applied to your work and leadership context. In this module, we will challenge you to consider and explore ‘when things haven’t worked’, or ‘when things aren’t going quite as planned’ what are the consequences of this for you as the leader, and for how you operate, and how might you expand your repertoire of skills and approaches for the future?

Module 5

After the emphasis of modules 3 and 4, this module will ‘change gear’ slightly and will focus your attention upon exploring what happens once things are going broadly in the right direction. It will challenge you to consider how you can keep things going, sustain and embed the momentum and, maintain the same levels of care and quality, whilst also nurturing new things coming through.

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Module 6

This final module will invite you to look to the future – for yourself, your leadership and for health and social care, as a whole. It will help you to critically reflect upon how the programme has shaped you, and your leadership, and to consider your ongoing development needs.

Learning support

Within your application, you’ll be given the opportunity to tell us about any disabilities and or learning needs that may be relevant to the programme. This information will be used to help us establish how best we can support you should you be offered a place on the programme. It will not influence whether your application is successful.

We offer support for a range of disabilities and learning needs. We’re here to give as much help as possible to make sure you can take full advantage of this learning experience. The programme team are your first point of contact if you want an early conversation about your needs at franklinprogramme.nla@hee.nhs.uk

Organisation learning support

As the programme centres on work-based application of your learning it’s essential that your manager and organisation are aware of and support the commitments involved. Given the nature of your role and tasks it’s important for you to jointly consider the feasibility of you creating the time to apply your studies to the workplace. We also recommend you agree with your manager from the outset what support they’ll provide to help protect this time. As part of your application your line manager is required to complete a referee document form to pledge their support.

Assessment You’ll be assessed on four activities:

• Mandatory attendance at all four face-to-face developmental workshops and the four facilitated impact groups

• Completion of all online content on the Virtual Campus

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• Regular contributions to online discussion forums and facilitator provocations

• Submission of a 5,000 word reflective essay at the end of the programme demonstrating how you have developed and applied your leadership throughout the programme, in the service of improving quality and the experience of staff and people, who access health and care services.

Application form

All applications must be completed online via https://rosalind-franklin-programme.apply.leadershipacademy.nhs.uk. If you experience any technical problems during your application, please email support.nla@hee.nhs.uk.

Personal statement

Your personal statement is an important part of your application and should explain why you’re interested in developing your leadership through this programme, your relevant experience, and provide a clear argument for why you should have a place. It should be no more than 1000 words ± 10%. To support us in reviewing your application for suitability and eligibility, we’d strongly encourage you to make full use of the word count.

Your statement should answer the following questions:

1. Tell us about your current role and the people/projects/kind of work you

lead, demonstrating the complexities and challenges? (250 words)

2. Tell us what you hope to be able to bring to the programme and how you’ll

use your learning to help make a positive impact for both staff and

patients/service users? (200 words)

3. Why have you chosen this programme, why now, and what do you hope to

achieve? (200 words)

4. It is important that you begin the programme having already done some

thinking about, and exploring opportunities for, leading some real change

in your workplace. What are you passionate about, and hoping this

programme will help you address, in your work place? For example, this

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might directly affect patient care, could be related to your work culture, or

a desire to support staff/team development (250 words)

5. What arrangements will you make to create time to study for at least 15-20

hours a month? (100 words)

Please ensure your statement is personal and unique to this programme. This will be reviewed alongside your referee form and your role to form a decision on your suitability for the programme therefore it’s important you provide as much pertinent information as possible in line with the word count available.

Preparation for application checklist

All applications must be completed online via https://rosalind-franklin-programme.apply.leadershipacademy.nhs.uk during the live application period. Use this checklist to prepare for completing your application:

• Read and understand this programme applicant guide

• Check programme dates and understand that 100% attendance is required

at all face- to-face elements

• Seek to fully understand the time commitment needed to be successful and

think about what arrangements you’ll need to make at work and home

• Ensure you, your authorised signatory and manager have read, understood

and agreed to the Terms and Conditions

• Take some time to think about your personal statement

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Contact us If you’d like to talk to us, we’d be more than happy to help you. Please feel free to contact us using the details below:

Phone

0113 322 5699

Email

franklinprogramme.nla@hee.nhs.uk

Twitter

@NHSLeadership

Website

www.leadershipacademy.nhs.uk