8 An evaluation of the long-term impact of a clinical leadership fellowship

Introduction Staffordshire Report. Clinical leadership fellowship skills have existed in the UK for the almost 20 years, and have been expanding in order to meet the needs of the continuously challenged healthcare organizations. Knowing the importance of having evidence-based policy, the assessment of the long term impact and efficacy of these schemes is crucial, in order to continue supporting them with resources while developing them and tailoring them to the needs of the current healthcare environment. The NHS Leadership Academy is suggesting the use of the Healthcare Leadership Model, as an overarching framework that includes the skills, knowledge and attitudes that NHS clinical leaders need to have. Aims and objectives of the research project or activity This paper explores the long-term impact of a leadership fellowship on the clinical fellows' (CF) self-reported leadership capabilities. Specifically, we report the change in skills, attitudes and values based on the Healthcare Leadership Model following a period after the completion of the scheme. Our aim was to understand in which leadership domains the fellowship had been most impactful, to assess if the positive effects are sustained or even better appreciated and utilised in the long-term. In addition we wanted to explore If the alumni CF have been able to continue their leadership journey and examine the factors that have enabled them to continue develop. Method or approach A survey which included 5-point Likert scale as well as open text questions, based on the NHS Leadership Academy Healthcare Leadership Model (HLM) was developed and distributed to 27 alumni CFs that have worked in the GMC in the years between 2015 and 2023. The questions examined the impact of the fellowship on the 9 domains of the model. In addition to the HLM domains, the ability to develop a professional network that has been utilised after the completion of the scheme was assessed and open text question for any other additional ways that the fellowship had a positive impact were included. The ability to utilise the skills and knowledge obtained during the fellowship was evaluated, and the enabling factors to that were explored through further open text questions. Lastly, their leadership career aspirations and development was explored. Findings Eight fellows responded to the questionnaire (29% response rate). The most benefit was reported in alumni's ability to lead with care and to connect the services (average 4.6), while there was lower impact on the ability to share the vision and to develop capability, with average scores 4.12 and 4.37 respectively. Average impact on the ability to develop a professional network that further utilised in the future was 4.37. Additional ways that the fellowship had a positive impact on the CFs was through the development of relationships with senior leaders, the better understanding of the healthcare systems, the opportunity to develop coaching skills, and the improved inside of how to lead from the center. Average ability to utilise the skills and knowledge obtained through the scheme was 4.12 and the factors facilitating that, was the gained respect from colleagues due the fellowship, the networking and the better personal and healthcare environment insight. Six fellows continue to have working relationships with the GMC who make up a strong alumni network. All alumni are more likely to take on leadership roles following the programme and half of them have official local, regional or national leadership positions. Key messages This paper shows that the studied clinical leadership fellowship has a sustained positive long-term impact on the CFs. The ability to develop capabilities, is a domain that further development needs to be achieved. The positive impact of the programme goes beyond the knowledge and skills that can be mapped to the HLM and includes the development of networks that include senior leaders, the subsequent peer respect and recognition, the improved personal insight, the development of coaching skills and the confidence in taking leadership roles. Knowing all the ways that the fellowship can have a positive impact, it is important that all CFs are given all the opportunities to maximise the benefits of the scheme.