Our Vision

Our vision is to improve the quality of care for patients and staff experience through the development of leaders working across the whole health community and aligned public services through education and training.

Our ambition is to continue to develop a faculty drawn from healthcare, the military and business, who are able to deliver quality and impactful programmes locally but across a national footprint.

We believe enhancing leadership must be at the heart of efforts to improve overall patient care. A Staff College properly developing leadership will accrue returns for the healthcare community out of all proportion to the resources invested.

Our Mission

Our mission is:
‘to develop and nurture leaders who will deliver the best possible care and experience for service users and staff throughout the NHS and the wider health and care community.’

Our Ethos

We believe that leadership is an amalgam of emotional intelligence, courage, analytical skills and commitment, along with the resilience to rebound from setbacks and still be focused on the final objective. Our programmes have been developed to enable individuals to reconnect with their personal values and understand their own core motivations. They provide the opportunity for individuals to develop confidence in their own abilities and gain greater understanding of themselves and their behaviours. There is a particular emphasis placed on appreciating how their peers perceive them. Individuals are encouraged to consolidate and expand their leadership abilities through experiment by exposing them to a range of experiences and techniques.

We select faculty who have truly understood, experienced and been really tested in positions as leaders and who can inspire others to lead. The experience, quality and selection of faculty is fundamentally important to every successful Staff College intervention. We are committed to developing leaders from the health and care sector who are rooted in the community they serve.

We promote a leadership culture that delivers by doing and through example. The Staff College leaders will care passionately about developing their own leadership skills and, in equal measure, developing the leadership of their people, ‘the deeper you care the deeper your authority as a leader’. From the delivery of the highest quality of care flow recognition, self-esteem, and the highest levels of job satisfaction; the delivery of this requires courage and trust in full measure. The function of pulling together the efforts of so many well-intentioned individuals to achieve is leadership, and it is pulling not pushing.

This responsible leadership together with effective delegation will go a long way towards ensuring that healthcare services consistently deliver the best quality care for patients and communities. Our culture provides no easy or soft options; the same challenges and often conflicting priorities will still have to be addressed requiring honesty and courage from the leader in full measure. We are all human, mistakes will always be made and there is nothing easy about providing complex and demanding services.

On graduation, members are encouraged to maintain their connection with their peers for on-going mentoring and support. Members may also be invited to participate in the development of future courses so that their experience and credibility from working within the health service builds our shared capacity to deliver a cohort of self-aware health leaders with a strong cultural identity who can understand, decide, communicate, motivate and lead.

Why is Leadership Development Important?

The National Health Service (NHS) properly aspires to promote teamwork, good communication and values. It espouses ideals that slip easily onto the page and are comfortably accepted, however:

‘Since the inception of the NHS, more than 35 public inquiries have been conducted to address catastrophic failures in patient care. The same common themes emerge from each inquiry: professional isolation, disempowerment of staff, poor communication, ineffective systems and processes and inadequate leadership.’ (Professor Aidan Halligan, ‘The Need for an NHS Staff College’)

Leadership, like any other skill, needs to be learnt and developed over time. Unless we invest in the leadership development of our leaders and future leaders, inadequate leadership will continue to be accepted as part of the norm.

Why an Independent Charity?

As an independent charity, we are able to support the development of individuals from across the whole health and care community. We are not tied to only being able to deliver programmes to particular staff groups, or specific organisations or geographies.

We are able to attract charitable funding in order to offer subsidised places to those who most need financial support.

We are also free to collaborate with different partners in order to deliver our mission. This allows much more flexibility to work with individuals across networks, regions, organisations and sectors, to deliver a wide range of programmes, where they’re needed most.

Unlike a commercial organisation, we are committed to developing leaders, not just as individual leaders who will make a difference to their organisations, but also to developing new faculty members who are embedded in their organisations and communities. These faculty members can, in turn, support our mission by delivering our programmes to more leaders across the system, but can also use their new skills to further support leadership development within their own organisations or networks.  This will allow organisations that we are engaged with to become more self-sufficient in terms of their own future capability to develop their own people.

We believe that this will allow us to have a much greater impact across the system, and in turn reduce the spending of individual organisations on their leadership development in time, as we will be supporting their ability to develop their own individuals in house.