Abstract

Sir Bruce Keogh (2013) stated: “Their [junior doctors] constant interaction with patients and their natural innovative tendencies means that they are likely to be the best champions for patients and their energy must be tapped not sapped”. Clinical management has been cited as a key way to improve patient outcomes in both the Darzi (2008) and Francis (2013) reports. Providing a structured approach to management within the trust, it is possible to achieve the competencies required for the module and make a difference to the trust. Time was allocated each week enabling this to be a continual process. Training time constraints traditionally limit experience outside of the clinical setting; this module recognises the importance of leadership and enhanced patient care. The module encouraged:

• Participation on trusts’ Quality Governance committee

• Shadowing several Board members

• Attending consultant departmental meetings

• Listening into action.

The year spent at the trust permitted participation in many meetings and development of concepts e.g., it was easier to meet the divisional director on a theatre list than arrange a one-on-one meeting. Multi-source feedback was provided by the trainee about the module and to the trainee from those they had interacted with. Combining clinical and managerial experience is difficult, and continual development of the module has improved outcomes for both trainee and trust. It now starts with key meetings and, through contacts made at those meetings, further development of areas of interest. It was the cumulative amount of time that was key, thus flexibility is required. Management projects take time to develop and completion may occur after rotating out of the trust, so continued involvement may be required. The development of a management module for trainees enhances their training and inspires the future leaders to have an active involvement in the trust.