This programme is designed for service directors/managers and clinical directors/leads who are
working in or with statutory or voluntary sector CAMHS. Candidates will have:
- A key role in organisational development and in supporting change at a local level.
- Been nominated by their organisation to undertake this training in support of the service’s
CYPMH Local Transformation Plans or Mental Health Support Teams in Schools.
They will be responsible for:
- Service systems design and planning, outcomes and service KPIs (key performance indicators)
and the commissioning/contracting of such services - Job planning
- Continuing professional development (CPD)
- Appraisal and performance.
| Postgraduate Certificate in Transformational Leadership for Mental Health Services | |
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- Following the mandatory induction day (TBC 2021), the two modules (PYMLET – the theory of
transformational leadership and PYMLEP – the practice of transformational leadership) are
taught over 6 months in blocks of teaching. - Unless otherwise stated, teaching days last from 09:30-16:30.
- Leadership delegates are invited to celebrate the end of their service’s other students’ training
in the afternoon of their final teaching day (usually mid November). - The programme is equivalent to two 30 Masters level credits equalling a Postgraduate
Certificate. - A range of support services is on offer to students and access is encouraged (i.e. individual and
group tutorials, study skills support, an allocated personal tutor, student counselling services.) - Project plans and personal goals to be submitted for feedback (date TBA)
The leadership training offers an exciting opportunity to develop your leadership skills and to meet like-minded colleagues undertaking the same training.
The course recommends up to four study days be taken during the training for the completion of coursework. You may also need to allocate some of your own time for extra reading and coursework planning. The leadership training is a postgraduate (Masters) level course which does require participants to use their own initative when looking for sources and revision which takes
time.
We hope you find the programme stimulating and enjoyable. As well as being rewarding, it can be a
challenging year juggling competing demands of coursework, workplace commitments and homelife, and getting the right balance between all three can be tricky at times. The course team is there to help ensure students maximise opportunities for learning and provide support where needed.
We hope you enjoy your time with us.
Part 1: A 30-45 minute video recording of a management task (e.g. a team or management meeting of relevance to the tasks where dealing with opposition/negotiation are clearly demonstrated) accompanied by a 1000-word reflective analysis.
Part 2: An Objective Structured Clinical Examination (OSCE) of up to 20 minutes. This is a guided role-play of a scenario relevant to the course (e.g. managing relationships with commissioners or conflict and challenges around change); this will be filmed at the University of Reading.
Part 3: 360 degree appraisal. The Leader Quality Framework (LDQ) should be used for the 360 degree appraisal. This framework provides a consistent approach to leadership appraisal for staff irrespective of discipline, role or function, and represents the foundation of leadership behaviour. For more information on 360 degree appraisals and LDQ visit
http://www.leadershipacademy.nhs.uk/develop-your-leadership-skills/leadership-framework/theframework-overview. Please note that it is the responsibility of the learner to arrange the 360 degree appraisal rather than the University.
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Part 4: ‘Case Study’: the case study comprises: a 15 minute presentation and a written report of 4000 words. The oral and written reports are equally weighted.
Part 5: ‘Personal and Professional Reflective Portfolio’ to include ‘casework’ and ‘log’ related to your project and the changes required, how you managed this process, achievements in the process of service change and the summation of what has been achieved and what remains to be achieved.