Developmental Methods/Example Projects

Developmental Programmes

• A series of Leadership Development programmes for Clinical Directors and Co-ordinators; for NHS managers and public health doctors, and a management development programme for Senior/Specialist Registrars of Clinical Specialties for the York University.
• Leadership Development Programmes for newly appointed Directors of Public Health in 2 Regions of the NHS
• A series of management development programme over several years for middle level managers of a city council who were ‘ear-marked’ for promotion. This programme included indoor training workshops covering key leadership and interpersonal skills and a 3-day outdoor team leadership event.

Experiential Workshops

• A wide range of open workshops for senior and middle management and senior health service professionals in the NHS. They include the following subjects:
• Team management skills
• Advanced personal skills
• Career and life planning
• Effective Presentation Skills.
• Advanced Management Skills.
• Stress management
• Quality assurance
• Assertiveness skills
• Power for Action
• A training programme to explore the role and development of newly appointed Business Managers in a District in the South West Region of the NHS.
• A series of modules on influencing skills including negotiating skills for middle managers in a London Borough Council on behalf of another consultancy
• A recruitment and selection course for a dairy company.
• A series of programmes in interpersonal and management skills for middle and junior managers and professionally qualified staff in a pharmaceutical research establishment on behalf of another consultancy

Outdoor Development

• Working with another consultancy, an outdoor team development programme for I.T. staff in an air transport company
• An outdoor workshop as part of a management development programme for middle level managers in a local council.

Action Learning Sets

• Facilitated two action learning sets for Directors of Public Health of two regions of the NHS on strategic leadership issues.
• Facilitated learning sets as part of a series of clinical management and clinical directors’ leadership programmes
• Facilitated learning sets as part of an OD intervention to set up Clinical Management Teams in a Community and Mental Health Trust.
• Facilitated a multi-disciplinary action learning set for a range of health professionals around the issue of primary care and public health.

One-to-One Coaching

• A number of one-to-one coaching sessions with Directors of Public Health on strategic direction, career planning and returning to work after a prolonged illness.
• A series of one-to-one executive coaching sessions with an acting Director of Nursing Services of a specialist hospital on interpersonal and management skills for promotion to a substantive position.)
• A series of one-to-one career counselling sessions for a wide range of Health Service managers and professionals.

Away Days or Time Outs

• Facilitated a range of individual teambuilding events with a number of District and Unit management teams in the NHS.
• Facilitated an inter-group relations exercise between a District Management Group and a Medical Executive Committee to improve communications and working relationships.
• Facilitated a teambuilding workshop for a District Clinical Psychology department to help them explore their role and how they introduce changes in the way they work.
• Facilitated a teambuilding programme to develop effective working relationships between District General Managers and Directors Public Health as they moved into a purchasing role.
• Facilitated a teambuilding event with the Senior Management Group of a City Council which involved the exploration of the future direction of the Council over the next 5 years and the building of effective working relationships within the team.
• Facilitated a teambuilding event with the senior management team of the Community Services Department of a District Council. The aim of this event was to provide feedback on the Department’s leadership style, develop team goals and look at improving the way the team worked together, particularly in relation to their meetings.
• Facilitated a team development event with the staff of the Fast-Track Management Development Programme of a Police College. This focussed on developing new ideas for the programme and the integration of a new leader of the team.
• Facilitated a team development event with a Customs and Excise Team. The aim of the exercise was develop stronger working relationship between Districts and Divisions and the individual members of the team.
• A teambuilding event with a multi-disciplinary management team in the liquid milk industry.

Facilitated Events

• Facilitated a wide range of “time-out” sessions with multi-professional and multi-agency groups on such topics as Coronary Heart Disease, Occupational Health Strategy, Clinical Governance leads in Primary Care, Older Persons’ Health Strategy, Strategic Clinical Effectiveness, etc.
• Facilitated a large (70 delegate) Stakeholders Conference for a Public Health Observatory to gather views on what information was required and how it should be shared, used etc.
• Facilitated a programme of region-wide meetings of Public Health and Primary Care representatives (about 50 delegates per event) to explore the new role of public health resulting from the organisational changes created by 'Shifting the Balance of Power'
• Facilitated an exercise in Service Objective Setting for a Community Health Unit.
• Working with the Teenage Pregnancy Programme Board of a County Council, facilitated a multi-agency group of representatives to review the implementation plan, identify other areas that needed addressing and agree an action plan for taking things forward.

Assessment and Development Centres

• Developed assessment criteria for the selection and development of middle and senior managers in an acute hospital Trust.
• Developed a competency framework for Public Health Trainers in a Region of the NHS
• Developed a competency framework for Directors of Public Health working in PCTs.
• Working with another consultancy team, developed a set of assessment criteria for use in Development Centres for Team Leaders and Shift Co-ordinators for a mobile phone production company
• Working in a consultancy team, we designed and ran 14 assessment and development centres for senior plant managers of a power company

Psychometric Questionnaires and Instruments

• Carried out 360 Degree feedback sessions using the NHS Leadership Qualities Framework instrument for a number of different groups:
• PCT directors
• Senior Allied Health Professional leads in a PCT
• Directors of Public Health of PCTs

Work Based Learning

• A wide range of 'Training the Trainer' workshops for Public Health Consultants and Specialists in eight Regional Heath Authorities in the NHS, the Communicable Disease Surveillance Centre; the Republic of Ireland; and the European Programme for Intervention Epidemiology Training. These programme are the basis of accreditation as Educational Supervisors for the Faculty Training Scheme (a work-based training programme)
• A 'Training the Trainer' workshop for Obstetrics and Gynaecology Consultants and SpRs in Ireland.