Darzi Fellows Programme Information - Centre for Innovation in ...

Centre for Innovation
in Health Management
LEEDS UNIVERSITY BUSINESS SCHOOL
Clinical Leadership
for Commissioning
‘Darzi’ Fellows in Clinical Leadership
PROGRAMME INFORMATION

“Personally, I got a zest back
for being a doctor as I now see
I can have an influence on how
services are run and how they
can be better.”
Introduction:
Following the significant success of three previous cohorts of ‘Darzi’ Fellowships in Clinical Leadership,
NHS London has commissioned the Centre for Innovation in Health Management (CIHM) at the University
of Leeds to deliver the fourth year of the programme.
This world class programme is designed to support you in delivering
your local change projects and to develop your organisational and
leadership skills necessary for your future roles as clinical leaders. It
will enable you to facilitate commissioning capability and plans, lead
for commissioning and service improvement and lead and manage
change and improvement. Successful completion of the programme
will lead to a Postgraduate Certificate in Leading in a Clinical Context
from the University of Leeds.
In 2012-13 the programme is adapting to meet the organisational
needs of the NHS in London; focusing on primary care, extending
its scope to include clinicians of all disciplines and aiming to support
the development of Clinical Commissioning Groups and their
commissioning plans.
The programme builds on the success of three previous cohorts of
Fellowships in Clinical Leadership and will, in addition to projectbased
attachments providing work-based experience, provide
participants with a supporting leadership development programme
over the course of the year.
Aims
The overall aims of this fourth, refreshed, programme are:
l to facilitate the development of Clinical Commissioning Groups
and commissioning plans;
l to develop the capability of existing medical and allied staff in
leading for commissioning and service improvement, and
l to develop a cadre of new primary care clinicians who are
confident and competent to lead manage change and
improvement in NHS organisations.
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“It has been truly transformative and
has totally transformed how I think
about my role within the NHS.”
A programme for commissioning in London:
The NHS in London has always been more complicated than other cities caring for close to eight million
people, through 29 hospital trusts, six PCT clusters, 32 Clinical Commissioning Groups with more than
5,000 GPs and a budget of more than £15bn.
It is a city where more than four million people a year go to A&E,
where 20% of all babies delivered in England each year are born
and a city where the richest and poorest communities often live side
by side – each with different health problems. The political challenge
of reconfiguring hospital services is significant with fewer A&Es and
hospitals. Clinical, public and political engagement will be crucial
to these changes. London has been looking at how other major
cities develop, and there are critical international lessons that will be
helpful, as will expanding the success of its approach to networks
for change such as stroke services. Finally the pressures on CCGs
to be ready to be effective commissioners, with a number of acute
trusts still working towards Foundation Trust status, at a time where
integrated health and social care solutions need to be accelerated
within a diverse city makes a uniquely challenging context for this
programme. This provides a core context for the programme and the
project work within it. In every workshop CIHM will refer to examples
and bring in speakers to set the context for the workshop activity.
4

The Programme Overview
The programme is designed to develop your understanding of effective management as well as develop
your capacity for change management and leadership. So to this end we aim to help you:
l Effectively lead change projects in your local context.
l Understand how the NHS works, as a public service organisation,
locally and nationally – in order to be more effective as leaders
and managers internally and in partnership with other leaders
and managers.
l Uncover your assumptions about organisational change, the
roles of clinical and managerial professionals, and explore other
perspectives.
l Learn how to support systems to act intelligently – enabling others.
l Build a network of senior colleagues facing similar challenges.
l Think in a different way – and develop learning strategies for
sustainable learning about leading adaptive change.
l Learn how to support systems to act intelligently.
l Gain real experience in working differently in teams and systems.
The whole programme is designed to increase your understanding
of the interface between clinical practice and management both at
the level of your own work and in relation to the NHS as a whole.
Structure
Your projects will be the “case material’ for all the workshops and we
have built in significant support for these real change projects through
project support surgeries, joint events with your sponsors, action
learning for skills, and training in project management and evaluation.
This programme has been designed with the belief that adult
learners must take the responsibility for their own development.
We will offer designed learning opportunities using a variety of
methods including case studies, exercises and group discussion
and encourage a high level of participation by programme members.
We will ask you to reflect on your own experience and examine your
values and work practices.
The programme includes formal taught modules, coaching and
action learning but its impact and effectiveness for the group as a
whole, depends on your contribution. 100% attendance at all course
modules is expected, as it is for any associated educational events.
Any less a commitment, disrupts the group learning experience and
may compromise your ability to obtain the associated accredited
qualification – Postgraduate Certificate – at the end of
the programme.
The programme comprises 17.5 days in formal and action learning; additional sessions devoted to project
surgeries and coaching; and specialist mentoring.
The class room based modules are designed to introduce you to
ideas which will underpin your developing practices.
The action learning sets will comprise 6-8 fellows and a faculty
member. Action learning is work-based, builds on set members’
experience and is outcome oriented. These sets are designed to
support organisational change, foster personal enterprise and to give
you opportunities to:
l Raise immediate concerns: An opportunity to give attention to ‘the
issues that I have to give attention to right now’ with peers.
l Build practice capacity: Share experiences and ideas with others
working on similar issue to support reflective practice.
Project Surgeries: Faculty will be available on a regular basis to
support you with your ‘live’ projects. You will be able to book one
hour meetings or phone calls to discuss your issues.
Mentoring: Mentors specialising in quality improvement will provide
additional support if needed for your quality project.
Charting and understanding progress in your personal learning
journey and effecting change in your projects is important. Your
personal reflection will be supported through a learning log. We
seek to embed evaluation in routine practice, and will be evaluating
in-room at the end of every formal and action learning workshop.
In addition, there will also be three on-line surveys at the start, midpoint
and end of the programme combined with selected in-depth
interviews. We would encourage and expect your full participation in
these activities.
A dedicated ‘Darzi’ Fellow Synapse group will be established and
provided as an online community and repository for resources. The
web address is www.synapse.nhs.uk
Coaching: The coaching element will bring an external 1:1 challenge
to your learning process throughout the programme. You will work
on your issues from your context (individually or within the system),
which can be workplace challenges, or issues and challenges that
are raised during the programme.
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Venue
All modules including the Launch event will take
place at the Mary Ward House Conference and
Exhibition Centre in central London.
Location of project surgeries and coaching sessions will be
confirmed during the course of the programme.
By Underground
Russell Square (5 min walk): Walk straight ahead down Herbrand
Street (next to STA Travel) until the second intersection. Turn left on
Tavistock place and Mary Ward House is 10 meters away on your
right.
Euston station (10 min walk): From the front exit, walk across the
waiting area and cross the bus station to reach Eversholt Street on
the left hand side. At the traffic lights on Euston road, walk straight
down Upper Woburn Place (between Prezzo Restaurant and St
Pancras church). Mary Ward House is on your first left by the traffic
lights (just after Starbucks).
By Rail
Euston and Kings Cross St Pancras are the nearest mainline
stations. Both are all within 10 minutes walk.
By Bus
Any bus to Upper Woburn Place, Russell Square, Tavistock Place,
Euston or Kings Cross. Bus No. 59, 68, 91, 168, 30, 205 and 73.
Mary Ward House,
5/7 Tavistock Place, London, WC1H 9SN
Tel: 020 7387 9681 Fax: 020 7388 0606
www.marywardhouse.com
Sponsor involvement
It is crucial that the programme has the full engagement of your sponsors as mentors, as key agents in
defining your project requirements and as supporters for project implementation.
We have built in a number of points throughout the programme
where your sponsors participate in the programme:
l Introduction event on 7th September.
l Project Workshop on 23rd October.
l Invitations to formal sessions within the main programme workshops.
l The Review day on 17th July 2013.
l Evaluation.
Accreditation for a Postgraduate Certificate
This programme is accredited by the University of Leeds for a Postgraduate Certificate in Leading in a
Clinical Context.
This includes specific modules on management and clinicians,
co-producing health and commissioning, and work in the previous
modules on leadership and organisations, as well as reflections
on your projects, and work in your action learning sets. You will
be required to submit four essays (three on the specific modules,
and one covering learning on change throughout the programme).
Further details on accreditation will be provided at the first module.
You can also use some of the credits from the PGCert towards an
MBA at Leeds and also the University’s Masters in Leading in a
Clinical Context.
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Programme
PROGRAMME ELEMENT SUMMARY OF CONTENT DATE
Preparation for the programme
Introduction to the whole programme;
sharing expectations; roles of sponsors,
mentors, coaches, faculty; starting your
projects.
7th September
15.00 – 18.00
Workshop1: Understanding the context
and initiating projects
Formal Learning: Understanding the
national and local healthcare context; the
context for shifting from secondary
to primary care.
Action Learning: preparation for projects.
11th − 13th September
09.00 – 17.00
Workshop 2: Thinking and Acting for
Effective Practice (1) (PG Cert)
Formal Learning: Understanding
and managing change; working in
partnership with others (e.g.
integrated care); service improvement
specialist session.
Evening session on project management.
Action Learning: Leading teams
and groups.
9th − 10th October
09.00 – 17.00
9th October
17.00 – 19.30
Workshop 3: Your projects Action Learning with sponsors –
agreeing the project plans.
23rd October
15.00 – 18.00
Project Surgeries, Individual coaching,
introduction to mentoring (1)
You can book in for one-to-one sessions
with your coach or with faculty to support
your projects.
Late October/early November:
up to three hours per fellow.
Workshop 4: Thinking and Acting for
Effective Practice (2) (PG Cert)
Formal Learning: Change – focusing
on service improvement projects
including project planning.
Action Learning: Evaluating your project.
7th November
09.00 – 17.00
Workshop 5: Management
and Medicine (PG Cert)
Formal Learning: Leading in a clinical
environment, the critical relationships
between clinicians (particularly doctors)
and managers, and the impact on
service outcomes.
27th − 29th November
09.00 – 17.00
Workshop 6: Skills development A (i)
Action learning: skills development
– resolving conflict; negotiating with
stakeholders.
17th January
09.00 – 13.00
Project Surgeries, Individual coaching
(2)
Three hours per participant, including a
review with sponsor.
January
Workshop 7: Skills development A (ii)
Action learning: skills development
– resolving conflict; negotiating with
stakeholders.
26th Feburary
09.00 – 13.00
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“It provided an unbiased opinion on problems.
Also [CIHM] gave me access to expertise that
might not necessarily exist in my own network.”
Workshop 8: Co-producing Health
(PG Cert)
Formal Learning: Co-producing
consultations, co-producing service
redesign, co-producing commissioning.
20th − 22nd March
09.00 – 17.00
Workshop 9: Skills Development B (i) Action learning: skills development –
Develop organisational capacity to train
others on essential organisational skills.
30th April
09.00 – 17.00
Project Surgeries & Individual Coaching
(3)
You can book in for one-to-one sessions
with your coach or with faculty to support
your projects.
April up to three hours per fellow.
Workshop 10: Commissioning (PG Cert)
Formal learning: the commissioning
relationship and commissioning for
change, including decommissioning and
shifting the balance from secondary to
primary care.
21st − 23rd May
09.00 – 17.00
Workshop 11: Skills Development B(ii) Action learning: skills development –
Develop organisational capacity to train
others on essential organisational skills.
12th June
09.00 – 17.00
Workshop 12: Project Review with
Sponsors
17th July (half day with sponsors)
10.00 – 18.00
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CIHM
The Centre for Innovation in Health Management is a network of health leaders, change consultants,
academics and social entrepreneurs. We offer leading edge development to the NHS, local government
and the third sector.
CIHM’s method is to work on your real problems as you work in a
system. Our network approach brings together people working in
public services with specialists in change. This means that we have
our feet firmly on the ground in terms of understanding the context
and what works. You gain the expertise of a world class university
combined with the pragmatism of people working in the service now.
CIHM Faculty Profiles
Our purpose is to improve public services in the UK and to
foster innovation and change in health and wellbeing services
internationally. Our base, the University of Leeds has a reputation for
outstanding research and gives us complete freedom of thought and
expression and the opportunity to explore radical ideas.
John Harries
(Core Faculty)
John Harries has 25 years’ experience as
a consultant in the fields of IT Strategy,
Systems Development and Organisational
Change. He has a special interest in the
Organisational Development challenges
of IT systems implementation and the
relationship between organisational
strategy and IT systems design. He has
worked as a director, consultant, programme director and client
partner in a number of IT focused organisations. This included
roles in managing IT Strategy practices and as the leader of the
European Digital Strategy Practice for a major systems integrator.
For four years he was a Fellow of the King’s Fund the leading UK
Health think tank. Whilst there he specialised in Organisational
Development in NHS Trusts and Strategic Health Authorities and
was instrumental in developing integrated approaches to Whole
Systems working across the boundaries of health and social care,
which continue to be influential throughout the public sector.
Within the public sector he has in depth knowledge of Health and
Social care and of the Criminal Justice System. He has also led a
number of IT projects in major private sector organisations including
Glaxo, Procter & Gamble, Dupont, Conoco, the Royal Bank of
Scotland and Enterprise Oil. These have all involved close working
with senior management in the organisation and the alignment of IT
with related strategic change initiatives.
John is an expert facilitator and has organised, facilitated and
presented to numerous international conferences on Health and
Social Care. He has also designed and delivered a number of
management development programmes including a European
Health Leadership programme in conjunction with INSEAD and a
leadership development programme for the Royal College of General
Practitioners. He is the co-founder and designer of The Knowledge
Exchange the largest knowledge management and professional
networking site for the UK Public Sector with a membership of 7000
managers in health and social services. He has published several
papers, mainly on the topics of systems thinking in the management
of complex inter-organisational relationships.
John’s educational and professional credentials include a BSc
in Psychology and three Masters degrees in: Business Systems
Analysis & Design; Business Administration and Occupational
Psychology. He is a Chartered IT Professional a Member of the
British Psychology Society and holds a Certified Diploma in
Accounting and Finance.
Valerie James (Core Faculty
and Coaching Coordinator)
Valerie James is at the forefront of
innovation in the UK in developing
health service leaders. A Senior Fellow
in Leadership at the King’s Fund for
10 years, she worked with over 800
senior clinicians and managers on
groundbreaking interventions. These
included the Top and Senior Manager
Programmes, Athena for executive women, Management for (several
hundred) Specialist Registrars and, with Dr Eden Charles, the
Transformational Leadership Programme for senior BME leaders in
the NHS. Professor Alimo-Metcalf independently evaluated TLP as
outstanding. As a result, Valerie and Eden were nominated by over
100 people for the national Leadership Awards 2009 and again
in 2010 (Partnership Category) for enabling multiple, sustained
personal and organisational improvements.
A full time independent consultant since 2010, clients includes
two international order of nuns, the Department of Health and
Department for Education, King Fahad Medical City, Riyadh, The
Health Foundation, on patient safety and board leadership, and the
national college of police leadership on partnership working.
Previously she has been a chief executive grade in the NHS and
an academic. She has two clinical trainings, three behavioural
science degrees, three postgraduate clinical diplomas and a PGCE.
Accredited by CEDR International as a mediator, she specialises in
mediating with doctors. She works creatively with transformational
change, inequality and conflict. Valerie has been an executive coach
to many senior figures for 14 years and has taught coaching skills
for over ten years. She has a passion for partnership working across
systems and for bridging differences. She is an Honorary Senior
Fellow, St George’s, London & Kingston Universities and Co-Editor,
International Journal of Leadership in Public Services.
Recent projects include:
l 2011-12 convened two Communities of Practice (of 8 people
each) for Directors of Public Health in London, and including
a few Local Authority Directors – these meetings co-diagnosed
challenges and built skills in partnership working. Commissioned
by NHS London
l Delivered a whole system event on the future of Public Health for
3 PCTs and Councils in inner London, March 2011, commissioned
by the cross-organisational Public Health Steering Group;
9

l Partnership Working across the public sector – approached
to help design, and then as syndicate director for four cohorts
of a Home Office and the national Police College leadership
programme: Leading Powerful Partnerships. This is now the
flagship programme at Bramshill College and participants come
from across the public and voluntary sectors. It is a highly
challenging, and highly rated, experiential programme
l London Deanery Workshops on High Performance Leadership
Coaching through Inclusion for Clinical Coaches and Mentors,
delivered in October to doctors and dentists trained as peer
coaches to increase their coaching performance
l Honorary Senior Fellow in Leadership, since 2007, St George’s,
London and Kingston Universities
l Supporting clinical faculty through organisational change
programmes, executive coaching and awaydays to develop
leadership capacity
l Commissioned to diagnose and provide organisational development
for a CCG, and coaching a senior partner from a different GP
Practice; coached over 50 SpRs for their consultant interviews.
l Bespoke consultancy to two hospitals (1 London, 1 outside
London) on improving board leadership for Patient Safety 2010-
11. One year consultancy project with Professor Charles Vincent
and Dr Peter Lachman and Sue Machell. Combined technical
methods with leadership development methods to enhance
patient safety systems across organisations. Commissioned by the
Health Foundation
Professor Ian Kirkpatrick
(PG Cert Faculty)
Ian Kirkpatrick, is Professor in Work
and Organisation. He joined Leeds
University Business School in January
2000 from Cardiff University, where
he was awarded his PhD in 1996. His
research interests include: management
change in professional organisations,
restructuring of public services, flexible
employment and comparative developments in HRM. He has
published widely in a range of leading academic journals including
Public Administration, Organization, British Journal of Management
and Work Employment and Society. Ian is also co-author of two
books: The new Managerialism and Public Service Professions, and
The Management of Children’s Residential Care, both published by
Palgrave Macmillan.
He has been involved in a number of large research projects
including studies funded by the Department of Health and
most recently, the Economic and Social Research Council and
European Science Foundation. Currently Ian acts as Director of
Research Degrees for LUBS. He is also Management Committee
Chair of European Cost Action ISO9003 (focusing on healthcare
management) and a member of the editorial management team of
the BSA journal, Work Employment and Society.
Peter I Lachman, M.D.
MPH. M.B.B.Ch., FRCPCH,
FCP (SA) (Specialist Faculty
Patient Safety and Quality
Improvement)
Peter leads on the transformation
programme at Great Ormond Street Hospital
in London as Deputy Medical Director.
Peter was a 2005- 2006 Quality Improvement Fellow at the Institute
for Healthcare Improvement in Cambridge Massachusetts, sponsored
by the Health Foundation. On his return at the Royal Free Hospital
developed a model of care to decrease variability with 24/7 consultant
delivered care, and at Great Ormond Street introduced and developed
the transformation programme.
He was previously Consultant Pediatrician and Clinical Director of
Woman and Children’s Services at the North West London Hospitals
NHS Trust, as well as Deputy Medical Director. In that position, he
helped accomplish the merger of the two hospitals, implemented
clinical governance standards, developed a new model of ambulatory
pediatric services, redesigned facilities, and developed clinical
services for children with complex and chronic disabling conditions.
His prior posts include Consultant Pediatrician and Senior Lecturer
at Red Cross War Memorial Children’s Hospital and the University
of Cape Town, South Africa, and Consultant Pediatrician at Queens
Medical Centre and Nottingham University.
His current interests are in patient safety and in designing services
that are safe and friendly at the same time. Improving the flow of
patients in order to improve safety and decrease of variation are
central to this work. Main interests are in transformation of complex
organizations; understanding the constraints of change; engaging
professionals in change; developing leaders at an early time in
their careers; management of complex conditions; and the political
environment needed for change. He is Designated Doctor for
Safeguarding in Camden.
Peter has mentored on the Prepare to Lead programme for the last
3 years and has mentored a ‘Darzi’ Fellow for 2010-11 and 2011-12
Rebecca Malby
(PG Cert Faculty)
Becky has a track record in organisational
and leadership development in the public
sector, working primarily with the NHS
and with Local Authorities, in the UK; and
with health entrepreneurs internationally.
She is the Director of the Centre for
Innovation in Health Management at
the University of Leeds, and the founder
and leader of the International Shaping
Health Systems Network. The CIHM is a multimillion pound turnover
knowledge exchange centre, based in Leeds University Business
School, focusing on complex health and social care issues, providing
support to the development of organisational and place based
solutions through dynamic systems change processes working with
communities and users, service providers and commissioners.
Becky is part of the COST research network on medicine and
management; is a founder of More Leaders for Leeds – a network
seeking social change in Leeds; and was recently Director of the
Northern Leadership Academy Think-Tank, prototyping effective
leadership interventions in the public and voluntary sectors; led the
European Health Management Association Special Interest Group
on Management Development; and provided expert advice on
coproduction to NESTA and the New Economics Foundation.
Previously Becky was Director of Complex Systems Associates;
Head of Corporate Development at the Nuffield Institute at Leeds;
and a Fellow at the Kings Fund. She started her career in clinical
work, moving into managerial, research and organisational change
posts in the NHS, at Trust through to Regional levels. She has an
MA in Public and Social Policy, and her most recent book is Malby
R & Fischer M: Tools for Change: and invitation to dance. Kingsham
Press 2006. She writes regularly for the Guardian on Health issues.
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Dr Diane Plamping
(Core Faculty)
Diane Plamping’s work focuses on
the challenge of managing complex
public service organisations and networks.
Her current research interests include
factors which effect intra- and interorganisational
collaborations.
Over the past 15 years she has
undertaken leadership and organisational
development in a wide variety of organisations including the Cabinet
Office, Local Authorities Association , The London Deanery, NHS
Trusts, Health Authorities, the DoH, Deutsche Bank, the WHO
and the World Bank. She has co-authored a series of publications
on ‘Working Whole systems’ (Pub. Radcliffe) which have been
welcomed by a wide range of people seeking practical ways of
engaging with complex social and organisational issues.
She has a successful consultancy practice as well as an action
research portfolio. One current research interest is the links between
organisational cultures and service performance. For the previous
10 years was a Fellow in Organisation Development at the King’s
Fund and Director of the London and Northern Programme.
She is an experienced educator. She was involved in the design
and delivery of the ground breaking initial London ‘Darzi’ Fellows
Programme and is currently a member of faculty providing Board
and Director Leadership development in several SHA areas. She has
extensive experience of providing in-house training and development
for clinicians and managers in Teaching Hospitals in London
and other UK cities. She is a Fellow of the New York Academy of
Medicine and a contributor to their educational programmes.
She has worked in and for the public services for nearly 30 years
and most recently as Chair of an NHS Trust Board in East London.
Some Recent Publications
l D Plamping & Gordon P Pratt J (2009) Innovation in Public
Services: insights from Evolution Whole Systems Working Papers
Leeds university Business School www.cihm.leeds.ac.uk
l P Gordon & Pratt J, Plamping D (2010) Working in Systems: The
Landscape Framework Whole Systems Working Papers Leeds
university Business School www.cihm.leeds.ac.uk
l D Plamping & R Malby (2006) Public Service organisations. What
makes them fit for purpose pub. Leeds University Business School
l J Pratt & Gordon P Plamping D (2005 2nd edition) Working Whole
Systems: putting theory into practice in organisations. Oxford,
Radcliffe Publishing.
Dr Duncan Ross (Core Faculty
and Programme Director)
Duncan has extensive experience of a
variety of health systems and clinical
contexts. His interests are in the
development of innovation networks
and the role of leadership and culture in
promoting system change.
Duncan started his professional career as
a general medical practitioner; this gives
him continuing insight into clinical cultures and clinical systems.
He then worked internationally in a number of countries with work
focused on leadership and management systems strengthening.
His experience of working in multi-cultural environments and in
surfacing underlying principles of organising is significant. After
returning to the UK in the late 90s, Duncan worked in the NHS,
initially in primary care development before holding executive level
positions for eight years in commissioning and more recently as
a Deputy Chief Executive of a PCT. He has direct and practical
experience of leading large scale organizations and in partnership
working with a range of stakeholders and clinical groups. He
has led planning, contracting, quality and productivity initiatives
within health economies. He has also worked as Commissioning
Adviser for the NHS Information Centre for Health & Social Care
in developing more accessible and appropriate information for
clinicians, managers and the public; both to aid evidence based
decision making and to make health systems more accountable to
the public. He is a Non-Executive Director at Hull & East Yorkshire
Hospitals Trust.
His current work portfolio within CIHM includes building an
international network committed to leading development and
implementation of systems change. He also leads a large systems
research project into organisational and business models enabling
the spread of assisted living technology.
His recent consultancy work includes:
l Practice Leads Clinical Commissioning Leadership Development
Programme – Leeds Clinical Commissioning Groups.
l Clinical Director Leadership Development Programme – The
Rotherham Foundation Trust.
l Social Value appraisal and generation – North East Lincolnshire
Care Trust Plus.
l Public Health Leadership Development Programme – NHS Leeds.
l Leadership Seminar Series – BP, Saltend.
l Participatory service redesign using Change Lab methodology –
South West Yorkshire Partnership Foundation Trust.
l NHS Future Scenarios – NHS North West.
Martin Wells (Specialist
Faculty, Project Management)
Martin is a CIHM Associate and visiting
tutor at Lancaster University Business
School for the past 14 years teaching the
human aspects of project management
on the part time and full time MSc
in Project Management (http://www.
lums.lancs.ac.uk/masters/msc-projectmanagement)
and also currently assisting
with the transformation of an 80 man
project management function of a €1billion turnover car component
manufacturer in Europe. Martin started his career in nuclear physics
but soon moved into pursuing his interest in adult education.
His career spans technology through to project and business
management roles in industry prior to setting up his own business
as a trainer and facilitator.
11

David Wilkinson
(Specialist Faculty
Evaluation):
David has worked in higher education
for over 10 years, teaching on a range of
programmes of study – at undergraduate
and postgraduate level.
He has been a researcher for a number of
years – working with a number of public
and private sector organisations – and has undertaken a variety of
research projects funded by a variety of sponsors. David began his
research and teaching career whilst working towards his PhD (in
1994) at City University, and regularly contributed to undergraduate
and postgraduate teaching programmes – as well as providing
development support for web-based and distance learning materials.
In 1997 he moved to the University of Cambridge, Institute of
Education and provided research support and administration
to a nationally funded project to assess and evaluate the userfriendliness
of the Special Educational Needs Code of Practice. In
1998 David progressed to a Research Officer post at the National
Foundation for Educational Research (NFER), and worked on a wide
range of education-related research projects. From 1999 to present
David has been primarily associated with the University of Leeds,
working variably as a researcher, programme/materials developer
and lecturer.
He has published material relating to various aspects of his work
and he is an editorial advisory board member for the journal Practice
Development in Healthcare.
“[CIHM] provide practical tools that have enabled
me to approach the different aspects of the
projects more confidently.”
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For further information please contact:
Bethany Lister
e: b.lister@leeds.ac.uk
t: 0113 3435683
Centre for Innovation
in Health Management
Leeds University Business School
University of Leeds LS2 9JT
Tel: 0113 343 5599; 0113 343 5683
info@cihm.leeds.ac.uk
www.cihm.leeds.ac.uk
University of Leeds
Leeds, United Kingdom
LS2 9JT
Tel. 0113 243 1751
www.leeds.ac.uk