Longitudinal Study of the Impact of the London Darzi fellowship Programmes years 1-8.

Project report


Mervyn, K, Malby, R and Meredith, G (2018). Longitudinal Study of the Impact of the London Darzi fellowship Programmes years 1-8. London London South Bank University. doi:10.18744/PUB.002634
AuthorsMervyn, K, Malby, R and Meredith, G
TypeProject report
Abstract

This report is based on a retrospective evaluation of the Darzi Fellows in Clinical Leadership
Programme, supporting multidisciplinary clinicians and allied healthcare professionals (AHPs) in
project-based attachments to NHS organisations across London. The Darzi Alumni and London
South Bank University collaborated to develop a longer-term review of the impact of the Darzi
programme (currently in Cohort 9). This evaluation complements the in-programme evaluations
of each cohort demonstrating the immediate success of eight previous cohorts of ‘Darzi’
Fellowships in London. The fellowship combines a work-based change project and a Leadership
Development Programme incorporating a Post Graduate Certificate over the course of a year.
This longitudinal study demonstrates that overall there is much evidence that the Darzi
programme has practically and intuitively shown Fellows how to think first and then act
differently for alternative outcomes. Fellows are much more proactive than reactive because
of the programme. Many responses carried a central message of empowered, enlightened and
highly skilled individuals who are actively and uniquely challenging the status quo. Thus, there is
clear evidence that the Darzi programme has created a plethora of systems thinkers and doers,
with a greater understanding of how to use data to bring about system change. A picture emerged
of often bold individuals with a determination to actively instigate change across London and
beyond. There is evidence that many Fellows are emerging as leaders, acting as catalysts for
sustainable change in the healthcare environment. By any reasonable measurement, the Darzi
programme continues to be successful with learning and behavioural change sustained after the
Fellowship year.

KeywordsLeadership; Clinical Leadership; Health management
Year2018
PublisherLondon South Bank University
Place of publicationLondon
Digital Object Identifier (DOI)doi:10.18744/PUB.002634
Web address (URL)https://www.lsbu.ac.uk/__data/assets/pdf_file/0007/122758/longitudinal-study-darzi-fellowship.pdf
Publication dates
Print03 Dec 2018
Publication process dates
Deposited13 Dec 2018
Publisher's version
License
CC BY 4.0
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https://openresearch.lsbu.ac.uk/item/86867

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