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81 An evaluation of the clinical leadership mentors programme in the South West
  1. L Somerset1,
  2. I Snelling2,
  3. H Brown2,
  4. J Thurlow3,
  5. L Hardy4,
  6. S Cockburn1
  1. 1Severn Deanery, SW England
  2. 2Health Services Management Centre University of Birmingham, UK
  3. 3Associate Dean Health Education England (HEE) South West
  4. 4NHS Leadership Academy SW England


Aims There is an increasing evidence-base which suggests that the involvement of junior doctors in NHS leadership activities will improve services and enhance patient safety. In 2018, the HEE-South West Deanery established a Clinical Leadership Mentor (CLM) programme, with mentors appointed in all of the 19 Trusts in the region. This initiative was designed to improve leadership development, with the CLMs creating opportunities for medical trainees in their Trust.

The NHS Leadership Academy commissioned a formative evaluation of the scheme to assess evidence for continuation and development of the role.

Methods The evaluation involved surveys of Trainee Medical Staff (n=112) and Educational Supervisors (n= 170) across 8 Trusts – 4 Mental health and 4 Acute Trusts. A total of 43 interviews with CLMs, Educational Supervisors, Trainee Medical Staff, and Trust Managers were undertaken with later thematic analysis of these interviews. Reports were also provided by CLMs themselves to Health Education England South West.

Trainees 94% considered leadership an important part of their practice and the number who considered themselves a leader increased as seniority increased - with the transition to registrar being particularly significant.

Educational supervisors (ESs) 98% ESs thought leadership was an important element of medical training but only 82% discussed this with trainees and only 53% felt they understood the opportunities which are available for trainees. ESs were asked what specific CLM roles would be useful. All suggestions e.g. identifying leadership roles/projects and setting up systems where trainees can shadow leaders or managers, had ‘approval ratings’ above 90%.

Conclusions There is evidence to support the continuation and development of the role, with support from trainees, ESs, and Trust managers. Roles should be less specified, with more freedom for local development. The CLM group has been highly valued, although the time commitment is high.

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