Accreditation bodies assess clinical change leadership on documented evidence of consistent practice. Variation in the practice within health and pharmaceutical services between shifts and sites is where avoidable harm lives. They leave able to brief senior management on the wider health and pharmaceutical services agenda in terms that support a decision. Field experience suggests that the barrier to better clinical change leadership is rarely technical. The programme takes participants through the practice within health and pharmaceutical services end to end, from framing the problem to closing it out. The programme suits teams tackling this area of health and pharmaceutical services together as readily as individuals attending alone. Each session closes with a decision the participant must justify about clinical change leadership in their own setting. Improvement in the health and pharmaceutical services capability stalls when it depends on one capable individual rather than a defined method. The closing exercise tests whether the participant's plan for this strand of health and pharmaceutical services survives a hostile question.
Expected Learning Outcomes
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Design medication and treatment safety controls within clinical change leadership.
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Draw practical lessons from failures in clinical change leadership without assigning blame that suppresses reporting.
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Build informed consent and ethics practice into clinical change leadership.
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Reduce avoidable variation in how clinical change leadership is carried out across teams.
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Select indicators that show whether clinical change leadership is improving, and reject those that only look useful.
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Audit clinical change leadership in practice, not only in policy.
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Design a process for clinical change leadership that clinical staff can follow without obstructing care.
Who Should Attend
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Compliance and governance staff whose remit includes clinical change leadership.
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Supply chain and biomedical staff supporting clinical change leadership.
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Accreditation and compliance officers preparing evidence on clinical change leadership.
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Department heads accountable for the results of clinical change leadership.
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Nursing managers and clinical supervisors delivering clinical change leadership.
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Health information and records staff supporting clinical change leadership.
Course Modules
Open any module to see its sessions and topics.
01
Clinical change leadership: clinical process design and workflow
2 sessions · 8 points
Session 1What has to be agreed before work on clinical change leadership starts
Close out actions on clinical change leadership rather than leaving them open indefinitely.
Map the clinical workflow for clinical change leadership as it is actually performed.
Match staffing levels on clinical change leadership to measured demand across the week.
Verify six months later that changes to clinical change leadership have held.
Session 2Getting other functions to support clinical change leadership
Identify infection transmission risks created by clinical change leadership and control them.
Confirm patient data handled within clinical change leadership meets confidentiality obligations.
Measure patient experience of clinical change leadership and feed it back to the team.
Cost clinical change leadership per episode and identify avoidable waste.
02
Clinical change leadership: infection prevention and patient safety
