CMI Level 7 Award Clinical Governance for Senior Leaders
Course Overview
The challenges faced by the NHS and healthcare organisations are complex and multi-dimensional, and the provision of high-quality services requires robust governance systems and practices. This course is designed to equip you with the advanced knowledge and skills to assist your leadership of effective clinical governance in your healthcare organisation.
The programme has been designed to support leaders and senior managers working in a healthcare setting who seek to develop a mindset and culture that supports good clinical governance and underpins the delivery of regulatory outcomes.
Throughout this 3-day programme, participants will explore the impact of leadership, organisational culture, and strategy as critical foundations for the delivery of good governance and productive CQC outcomes and consider the 7 pillars of clinical governance and the 5 CQC quality statements in the context of healthcare organisations as complex adaptive systems.
Led by healthcare leaders with substantial strategic governance experience, the programme enables delegates to holistically investigate their own organisations by unravelling the systemic interdependencies that scaffold effective clinical governance.
At a glance
Course Dates Coming Soon
The programme has been designed for current or aspirational senior and strategic leaders operating in an NHS / healthcare setting. If you are or aspire to be within the near you are a member of the Board, or report directly to the board and operate in a complex organisational environment where delivering successful governance outcomes requires the navigation of interdepartmental or interagency relationships, this programme will be beneficial.
Delegates will:
- Gain a thorough understanding of the principles of good governance in the clinical context.
- Be able to use the 7-piilars of clinical governance to analyse and develop actionable insights applicable to their own professional context.
- Understand, critique and apply contemporary regulatory frameworks for clinical governance.
- Explore the leaders role in creating the context and culture for meaningful clinical governance.
- Understand the implications of healthcare as a complex adaptive system for its governance structures.
- Have facility and confidence in deploying strategic leadership tools to lead effective clinical governance in their own context.
- Identify a strategic governance challenge and undertake an organisational project designed to make a governance related improvement in their own organisational setting
This 3-day tutor led classroom / virtual classroom event explores the complex interplay of leadership, organisational culture, accountability, and strategy as critical foundations for the delivery of good governance and productive CQC outcomes.
Delegates identify a strategic governance related project which is undertaken in their own workplace, undertaking the project allows delegates to meet the qualification requirements. To support the development and embedding of the identified governance improvements, and attain the qualification, post classroom / virtual classroom group coaching sessions are provided. Delegates attend these cross-cohort sessions to discuss progress, identify and problem solve challenges they face when delivering their governance project, and reflect on their personal and professional development journey.
This programme has been mapped to a Level 7 Award in Strategic Management and Leadership Practice accredited by the Chartered Management Institute (CMI). On completion of the classroom / virtual classroom phase of the programme delegates are required to identify and undertake an organisational project designed to deliver a governance / CQC outcome or improvement.
The aim of this unit is for leaders to undertake a strategic management project of their own choosing. To achieve this outcome leaders will develop a business case, propose research design to inform the project’s direction and recommend project management methods and tools to structure the delivery of the project. Leaders will report on project outcomes and reflect on the skills and behaviours which ultimately influence the success of the strategic management project.
Elizabeth Mcmanus
Elizabeth is a highly experienced Executive with a track record of delivery during 20 years as a Director serving on five different Boards combined with a wider 38 years NHS experience gained in acute, community and national organisations. Alongside having served as Chief Nurse for 15 years in two very different acute settings, she also has significant experience as a Chief Executive of two acute trusts and in wider settings such as operations, transformation and improvement.
Her Board experience has seen her work alongside many colleagues and leaders at all levels during times of large scale delivery and policy changes. She has played a key role in the successful management of significant organizational change, which includes a number of mergers or acquisitions of a scale and complexity which offered significant challenge on many levels.
Despite her broad experience, she is first and foremost proud to be a nurse and work in the NHS. She is passionate about patient care and works hard to engage professionals, public and education to deliver the highest possible standards. She has also learned a lot about resilience in her years as an Executive. She has thick skin yet remains open to learning about how to be the best leader and manager in the increasingly demanding world of healthcare.
Communication and developing relationships are her personal forte. She is by nature optimistic yet pragmatic, which she believes are critical to leadership roles in the NHS.
Hilary Garratt
Professor Hilary Garratt CBE, PhD (Hon), BSc, MSc, RGN, SCPHN (RHV), PGCE is currently a Non- Executive Director for one of the largest NHS Integrated Care Boards in England, and also an accredited Senior Executive Coach and Mentor. In both roles she works with individuals and organisations at the system level to support learning, development, growth and continuous improvement.
She has recently retired after 40 years of working within the NHS, holding a number of executive director posts across both commissioning and provider organisations in addition to holding deputy chief executive posts for both, and having spent the last 10 years as the Deputy Chief Nursing Officer for England.
Hilary has led the implementation of a range of national and professional priorities that focused on safeguarding vulnerable people, safeguarding improvements and programmes to support the professional development and leadership of clinical professionals. In the 2017 New Years Honours for services to nursing she was awarded a CBE for her national work in safeguarding some of the most vulnerable people in society. In 2019 Hilary was awarded an Honorary Doctorate from Salford University and a Visiting Professor position from Chester University. In 2022, Hilary was made a Fellow of the Queens Nursing Institute, and in 2023 was made an Honorary Professor at Salford University.
