The Improving Global Health Programme - leadership development in the NHS through overseas placement

Abstract

The Improving Global Health (IGH) programme develops leadership capacity within the National Health Service (NHS) in a novel way. NHS employees collaboratively run quality improvement projects within organisations in low-income and middle-income countries with whom long-standing healthcare partnerships have been built. Leadership behaviours are developed through theoretical and experiential learning, alongside induction and mentorship. The health systems of overseas partners are strengthened through projects that align with local priorities. This article develops solutions to two main problems: how reciprocal global health programmes can be designed and how global health programmes based in leadership can attract women and black and minority ethnic groups into leadership. The outcomes of both sides of the IGH programme are described here. The overseas perspective is described using the reflections of two current partners, highlighting improvements in the local healthcare system and demonstrating growth in local team members. The UK perspective is evaluated using two surveys sent to different groups of returned IGH participants. Leadership, global health and quality improvement skills improve, having a significant and long-lasting impact on career trajectory. The IGH programme is attracting women and black and minority ethnic groups into leadership. Through collaboration and reciprocity, the IGH programme is developing a new cadre of NHS leader that is diverse and inclusive. The use of long-standing healthcare partnerships ensures that learning is shared and growth is mutual, creating development within the overseas and UK partner alike.

Quality improvement in public–private partnerships in low- and middle-income countries: a systematic review

“…Strong community engagement was discussed as a core component of many of the projects [ 35 , 54 , 77 , 85 , 91 , 96 – 101 ], including the development of partnerships with local organizations, not just international funders [ 102 ]. Teams were able through local engagement to leverage existing local resources, which aided in conducting and sustaining projects in resource-constrained settings [ 24 – 26 , 31 , 48 , 59 , 61 , 89 , 103 , 104 ].…”

A qualitative analysis of vertical leadership development amongst NHS health-care workers in low to middle income country settings

“…As the global health community grows, the potential for learning and information exchange grows with it. The skills and behaviours developed by fellows on this programme have a long-lasting effect on career direction ( Streeton et al , 2021 ), suggesting the leadership potential created is also long-lasting. A new calibre of NHS leader is being created, independent of thought, open to change and understanding of difference, all attributes that will help the NHS respond to its current pressures.…”

Principles to guide the effective use of technology to support capacity development in global health partnerships

“…Vertical development develops new mindsets and so changes the way people think and behave. Such approaches are being used in heath partnerships 13. This transformative thinking enables people to be more adaptable, collaborative and able to span boundaries and networks.…”

“…Such approaches are being used in heath partnerships. 13 This transformative thinking enables people to be more adaptable, collaborative and able to span boundaries and networks. Such self-directed, learner centred transformative pedagogy is required for 21st Century complex healthcare, bidirectional learning and equitable partnerships.…”