Programmes with Partners


We regularly design and deliver programmes for and with partners. This could be to co-design a programme for an organisation to meet a specific development need. Sometimes we might be a delivery partner with a range of other organisations, providing specialist leadership development inputs on a wider programme. We’ve developed a wide range of programmes from intensive one day modules for front-line leaders, to week-long programmes as part of an MSc and are always interested in developing new programmes for different groups.

All of our programmes use our experiential and impactful methodology, simply adapted for the context.

Below are some examples of the programmes we currently deliver with partners.

UCLPartners Leadership Development Programme for Emerging Leaders in Primary Care

As part of UCLPartners’ Leadership Development Programme for Emerging Leaders in Primary Care, we deliver two modules, a three day module ‘Awareness of Self and Impact on Others’ delivered as individual days over 2 months, and an evening session on ‘Leading Change.’ So far, we’ve delivered the programme to three cohorts, from Barking and Dagenham, Havering, Redbridge, Haringey, Enfield and Newham CCGs. We have a second cohort from Barking and Dagenham, Havering and Redbridge CCGs starting in June 2018.

Find out more about the programme and the impact its had on those who’ve attended

Joint Programmes with the Defence Academy of the United Kingdom

We have delivered a joint Health Professionals Leadership and Management Course with the Joint Services Command and Staff College, Defence Academy for the past two years. Healthcare teams have enjoyed joining the residential week-long leadership and management element which forms part of a year-long course for military candidates (on the Advanced Command and Staff Course).

Find out more about the programmes we run with the Defence Academy of the United Kingdom

UCLH, Leading Teams Programme

As part of UCLH’s Leading Teams Programme, we deliver a one day introduction to leadership development for nurses, midwives, AHPs, pharmacists, managers and administrators working at Bands 5-7 within the Trust. We started delivering the programme in September 2017 and will do so monthly for 2 years.

Find out more about the programme and the impact its had on those who’ve attended

Aintree University Hospital Clinical Leadership Development

This summer we are delivering a Clinical Leadership Development Programme for Clinical Directors, Allied Health Profession Service Leads and Matrons at Aintree University Hospital NHS Foundation Trust.

Hear what our commissioners think of working with us

In one of our commissioner case studies, Nichola Gardener, former North-East London Sustainability and Transformation Partnership (NEL STP) Programme Director shares her experience of working with Staff College and the difference their support made to the NEL STP.

Read the case study

There’s something about the personalities of team members, the ethos and the overt openness and honesty that runs through Staff College and the focus on awareness raising that really makes it different to anyone else. Their focus on process and behaviours, and how behaviours can have a positive or negative impact on how we work together forms the basis of development.

When we’re stuck in the discussion it’s hard to see the bird’s eye view. I loved the provocation and the way Staff College helped pull us back to think about what was really at the heart of what we’re trying to achieve.

People began to feel more confident to be honest about how they felt and what they thought. We paid more attention to what was going on in the room for people. Meetings became more focussed and open with greater trust between members.

Clinical Chair, Sustainability and Transformation Partnership and Clinical Commissioning Group

The aspect of the programme that participants universally found compelling was the opportunity to reflect on their group dynamics and own behaviours. Observing how the groups moved from wary, closed or sometimes defensive stances to ones where people spend up about their organisational struggles and sometimes personal vulnerabilities and sought and received the support of the group was powerful. As were the examples of where this new-found collaboration then continued after the sessions, with colleagues supporting each other with difficult decisions across organisations.

Programme Director, Sustainability and Transformation Partnership