Leadership at Rotherham

​At Rotherham we are committed to improving the leadership opportunities and education for all trainees. In 2021 The Faculty of Medical Leadership and Management produced a charter outlining what trusts should be able to offer to trainees. A Rotherham Leadership Charter has been developed in line with the FMLM recommendations so that trainees are supported and encouraged to become the leaders of tomorrow.
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Why is this important? Sir Bruce Keough stated that junior doctors are 'the future of the NHS' but in order to lead there needs to be access to training opportunities and time to engage with them. Evidence shows that when junior doctors are trained in leadership patient care improves and new innovations are adopted. ​
Rotherham Charter
Online e-learning/courses
Fellowships
​Teaching
Meet your senior leadership team
Portfolio guidance

Rotherham Charter

The Rotherham NHS Foundation Trust Leadership Charter is based on the Leadership Commitment for Junior Doctors document created by the Faculty of Medical Leadership and Management (FMLM). This document acknowledges the importance of junior doctor leadership training and experience in order to drive change and innovation within the NHS.

The Rotherham Leadership Charter encompasses 5 key areas:
  • Opportunities
  • Time
  • Feedback
  • Recognition
  • Role modelling

Online e-learning/courses

This is not an exhaustive list and will be updated when new training emerges. Note there may be a charge for some courses.

Fellowships

Rotherham has repeatedly hosted leadership fellows from HEEYH’s Future Leaders Programme. These fellowships are designed to incorporate key leadership principles alongside quality improvement work within a given area. 50% of your time is spent working on your project and 50% of your time is for personal development. There are courses available exclusively to FLP fellows and a healthy study budget to complete a post graduate qualification. For more information on posts/how to apply visit the Future Leaders Programme website.
There are other leadership opportunities available that are not currently hosted by Rotherham:

Teaching

To follow

​Meet your Senior Leadership Team

Amar Joshi - Consultant Anaesthetics and ITU. Foundation training Programme Director
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  1. What is your job title?   
    Consultant Anaesthetics and ITU. Foundation training Programme Director

  2. What are your main responsibilities?  
    Responsible for the F1/2 Doctors

  3. Please outline your leadership journey:
    Started as a consultant in 2006. As a trainee heavily involved in The CAT (Committee for Anaesthetists in Training)-the oldest anaesthetists trainee group in the country. I was the social secretary/treasurer and then in my last 2 years as a trainee the Chairman of the committee.

    Once I became a consultant I became involved in the permanent staff and trainee rotas straight away. I was service organiser and changed the rotas from a random mix to a proper full shift style rolling rota. Whilst doing this I was also involved in the LNC of the trust. After a few years as a member on the LNC I became the Chairman of the LNC. I did this for 5 years. After this I became the Clinical lead for the Anaesthetic and Theatre Department. I carried out this role for 4 years. After finishing as the Clinical Lead role I became Deputy Director of surgery. I have been the FTPD for the last 3 years. Along with this I am also a Medical Examiner.

  4. What advice would you give to others wishing to become leaders within healthcare?  
    There are a lot of opportunities to carry out leadership roles and there are a lot of different roles to be involved with. There is the pure clinical aspect that you can be involved with, you can go down the teaching/medical education line or a slightly different role in other committees such as the LNC. You can start this as a trainee in these roles with the BMA/local committees and trust appointed roles. They are not for everyone but worth it if you like the challenge.
Steve Hackett - Executive Director of Finance
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  1. What is your job title?  
    Executive Director of Finance

  2. What are your main responsibilities?  
    To set and monitor the financial strategy for the Trust. To ensure sound systems of financial governance and control exist. To advise the Board and senior leaders on financial performance and strategy.

  3. Please outline your leadership journey:
    Wide ranging career history in NHS Finance. Experience of both Commissioning, Regional Leadership, Acute, Community and Mental Health Providers. Started as a junior band 2 accountant, trained for 6 years to become a qualified accountant, been a Director of Finance since 2001.

  4. What advice would you give to others wishing to become leaders within healthcare?  
    Focus on continual personal development linked to real life practical “on the job” experience. Formal and informal mentorship really important as people start leadership careers.


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​Jon Clark - Director of Medical Education and Consultant in Anaesthesia and Critical Care

I have responsibility for the provision of Medical training within the Trust for Undergraduates and Post-graduates and provide feedback to the Trust Board. 

I have an overview of the Training hierarchy within each speciality area and ensure adequate educational and clinical supervision.
Health Education England monitor each Trust and I respond to any issues raised within departments or by individuals.
 
I work with individual trainees/ trainers to provide bespoke guidance and resolve issues.
 
Leadership Journey:
As soon as I got my Consultant post I became an Educational supervisor and showed an interest in Educational activities.
Within a few years I was Royal College Tutor and building my portfolio.  I got involved in National/College training events and made it known I had an interest in following a career in Medical Education.

After 3 years as College Tutor I became Deputy Training Programme Director for 6 months before taking on the TPD role.  I did this for 4 yrs and then moved to Director of Medical Education in my own Trust.
 
Advice:
Be enthusiastic and let people know you are interested. Actively seek out experience and push yourself forward.

​Stuart Richards - Director of Undergraduate Medical Education, Consultant ENT Surgeon
 
I am responsible for all medical student training whilst in Rotherham. I represent the trust in board meetings, phase committee meetings and Directors of teaching meetings at the medical school.
 
I have always been interested in teaching and training. I was trainee rep for our region and for the British Association of Paediactric Otolaryngology, so got a taste for the structural process. I have been an educational supervisor and member of the SAC for most of my Consultant career.
 
The route into undergraduate education is not always clear. I studied for a CertMedEd as a registrar and as an early Consultant. The lead at the medical school for the 'Ologies (ENT, urology, ophthalmology, haematology, oncology, ID) was an excellent role model when I started as a Consultant. I made contact and started to be invited to phase committee meetings and effectively became the voice for ENT. Subsequently I became the 'Ologies lead myself which introduced me into the structure of the course in a greater way. When the Director of Undergraduate Education came available after discussion with the Dean of the Medical School I submitted my application as it was a logical step in my career and one for which I had the appropriate experience. 
 
I strongly believe that clinicians should consider a second role alongside their clinical post. The variety it provides helps to develop yourself as an individual and prevents any one aspect from becoming overwhelming. My best piece of advice is to look for an opportunity and volunteer to get involved, this experience becomes invaluable when a formal post becomes available. 

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Portfolio guidance

​Each speciality has a component of leadership competency to satisfy for progression. This becomes especially important for more senior trainees as they prepare to become consultants. Leadership experience is something that should be encouraged for all juniors regardless of level.

Leadership opportunities:
  • Lead a ward round
  • Lead a resus call
  • Take on a management role such as rota or teaching co-ordinator
  • Engage in difficult conversations
  • Attend clinics and ask to see new patients
Each speciality will have detailed guidance on what is expected for progression at ARCP; make sure you keep up to date: