BIOS release definition on professional leadership

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BIOS and BOS TU have released the following definition of professional leadership:

British and Irish Orthoptic Society definition of professional leadership

Professional leadership for an orthoptist or orthoptists can only be provided by an orthoptist. Unlike clinical leadership or operational management, professional leadership requires in-depth knowledge of the profession and a link to the relevant professional body.

A professional leader will have an understanding of the strategy of both the employing organisation and the relevant professional body, and have the freedom and autonomy to ensure the staff they lead work in a way which complies with both. They will have in-depth knowledge of the standards of their profession and apply those standards whilst working within the rules of governance and financial constraints of the employer. If at any point clinical or professional standards are compromised by employer directives, the professional leader will have a responsibility to reject the directive and a level of authority that enables them to have management decisions changed.

The level of knowledge, freedom to act and responsibilities required to properly provide professional leadership would mean that it cannot be properly delivered by anyone in a role that is banded at Band 7 or lower. A professional leader should have a role banded at a minimum of Band 8a. If the post also requires operational management, clinical leadership and/or advanced clinical skills then higher bandings are appropriate.

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Download as PDF

Leaders Of the Orthoptic Profession (LOOP)

BOS Trade Union

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Developing allied health professional leaders: a guide for trust boards and clinicians

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NHS Improvement and NHS England have produced a new interactive leadership guide for allied health professionals (AHPs), which was released at the Chief AHPs’ Interim People Plan Conference in Birmingham today.

About the new guide

This new interactive PDF resource shares the findings from a project to explore common factors which contribute to AHP leadership development.  By combining trust executives’ expectations of AHP leadership, with individual accounts from chief AHP leaders (see also – ‘Investing in chief allied health professional leadership: insights from trust executives’), the report identifies the common features that combine to create a platform and framework for AHP leadership at all levels and an extensive list of helpful resources, hints and tips.  It was developed to provide ideas and opportunities for aspiring AHP leaders and those who support the development of the AHP workforce, to ensure that the AHP workforce is developing the leaders required for the future.

The guide will also be useful for:

  • AHPs with leadership aspirations
  • those supporting the development of future AHP leaders
  • those developing AHP leadership capacity and capability within their organisation and system
  • those supporting AHP workforce appraisal processes
  • career coaching and mentoring conversations

More information is available on the NHS Improvement website here.

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If you are interested in finding out more:

Download the full report here.

More Orthoptists in leadership roles within the NHS is one of the asks of our My Eyes My Orthoptist campaign.

Read the NHS Improvement’s Clinical Leadership – A Framework for Action

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Investing in Chief Allied Health Professional Roles

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The value of having a chief AHP in all trusts is recognised in the publication today of a new report, ‘Investing in chief allied health professional roles: insights from trust executives’.  Produced by NHS England and NHS Improvement, the report draws on the contributions from trust executives to show that once chief AHP leadership is in place, the value and contribution of the workforce is immediate.

Chief AHPs

In June 2018 NHS Improvement published ‘Leadership of allied health professionals: what exists and what matters’, an evaluation summary for trust boards and clinicians.  The evaluation report revealed wide variation in the way AHPs are led across the NHS in England, but where a chief AHP with strategic responsibility existed, improvement activity markedly benefited and AHPs had a higher profile.

Since then, the number of trusts with chief AHPs has continued to grow, demonstrating an appetite from the system for such roles. However, significant system-wide barriers still remain to creating these roles. Therefore, the follow up report and guide seeks to better understand these roles with insights from trust executives who had developed a chief AHP role within their organisation.

The guide contains:

  • Questions for trusts to consider to about the potential benefits and common barriers to developing AHP leadership
  • Key insights as to how those organisations are benefiting from dedicated chief AHP leadership, as well as the perceived challenges.

Orthoptists in Leadership Roles

The report and guide reflects one of the asks of our My Eyes My Orthoptist campaign. We are looking to encourage the removal of arbitrary barriers to promotion for orthoptists to ensure our profession is represented at all levels within the NHS. This is therefore a positive contribution, which we hope trusts will use to look to provide opportunity for AHPs to develop the skills and experience to become valuable members of the senior leadership team.

“We must do more to unleash the energy, insight and brilliance of AHPs”.

Simon Stevens, NHS CEO

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If you are interested in finding out more:

More Orthoptists in leadership roles within the NHS is one of the asks of our My Eyes My Orthoptist campaign.

You can read the full report here.

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MPs call for greater skills diversity in the NHS

Senior doctor talks in hospital board meeting

A cross-party group of MPs has tabled an Early Day Motion (EDM) in Parliament urging the government to consider a law change, to allow for greater diversity of leadership at the top of the NHS.

Proposer of the motion Norman Lamb MP (Lib Dem) said; “Not many people will be aware that in many hospitals up and down the land today, skilled professionals who are not doctors or nurses, known as Allied Health Professionals (AHPs), are effectively banned from being Executive Clinical Directors on Trust Boards. If we want more creative thinking, and the voices of physios, OTs, radiographers and many other therapists to be heard in NHS boardrooms, then we need a law change. The current rules are holding us back.”

As it stands, AHPs, such as Orthoptists, are effectively excluded form many of the most senior roles in the NHS, as legislation means that Medical Directors are required to have medical qualifications and Nursing Directors have nursing qualifications. While there may be some AHPs who are also Board Directors, historically these are often subsidiary to nursing directors.

There are 158,000 AHPs in the NHS, making them the third largest sector. A change in the law would allow them to be represented at the highest levels, increasing the range of skills and experience available to the NHS.

The EDM shares the view of the Allied Health Professionals Federation (AHPF), of which BIOS is a member, which believes that a greater diversity of talent in leadership posts can lead to improved outcomes for patients.

Parmjit Dhanda, Chair of the AHPF said: “We’re delighted that MPs have laid this motion before the House today and recognised the importance of AHPs in senior NHS roles. It is a reminder that our health service values all of its workforce. Doctors and nurses are crucial, but diversity of skills delivers better services. This motion reminds us all of the benefits that could be gained if a wider group of skilled professionals were allowed to take up Medical and/or Nursing Director roles on Foundation Trusts. But it does require the lifting of a legal restriction by the government.”

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If you are interested in finding out more:

Read the EDM here.

‘Clinical leadership – a framework’ highlights the barriers preventing many clinicians reaching the most senior levels. Read more here.

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Clinical leadership – a framework

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NHS Improvement’s Clinical leadership – a framework for action promotes the importance of more professionally diverse leadership teams. It highlights some of the barriers to clinicians, such as Orthoptists, reaching the most senior levels. This is hugely positive and we would like to see it act as a spur for more of our members to progress to leadership positions.

This guide reflects one of the priorities of the recent NHS Long Term Plan, which highlights the importance of visible senior clinical leadership in enabling and assuring the delivery of high quality care. It has been recognised that professionally diverse teams are better equipped to adapt to the complex challenges facing the NHS. The new publication seeks to encourage this through providing leaders with new perspectives on what might be standing in the way of progress, while also providing questions to consider and some possible ways of tackling common barriers.

It is encouraging to see recognition of some of the major barriers to Orthoptists progressing to leadership positions and that steps being taken to tackle this. The framework has been developed through discussions with clinicians exploring some of the barriers and enablers they identify when moving into senior leadership positions, such as unhelpful career structures and lower expectations of clinicians making this step.

The framework is also accompanied by a number of case studies showing how clinicians, including Allied Health Professionals (AHPs), are making valuable contributions in senior leadership roles.  There are valuable lessons to be learned from their journeys but it is also pleasing to see these achievements recognised, particularly as the barriers to progress include a lack of role models for clinicians and the failure to prioritise the value of having clinicians in these role.

This is timely for BIOS as we will soon be launching our new My Eyes My Orthoptist campaign, which includes a call for the removal of arbitrary barriers to promotion for Orthoptists. We would therefore encourage our members to share this resource and consider some of the lessons in the case studies.

The Clinical leadership report has also been endorsed by the Allied Health Professions Federation (AHPF), of which BIOS is an active member.

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If you are interested in finding out more:

Visit our pages on Education & Professional Development and our Leads Of the Orthoptic Profession (LOOP) group.

Keep a look out for our upcoming campaign, My Eyes My Orthoptist

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