Skip to the content

Greater Manchester NHS

Greater Manchester NHS

We worked with Greater Manchester NHS on their Continuing Care Leadership Programme.



Client Requirements

In 2005, Greater Manchester Strategic Health Authority now part of the North West Strategic Health Authority (NWSHA), in response to the government’s guidance around the management of patients with long term conditions, commissioned Taylor Clarke to develop a leadership programme for Case Managers. This course supported practitioners to develop new knowledge and skills to prepare them for this role.

In 2006, the Director of the Older People’s Network in Greater Manchester commissioned a leadership programme for the Continuing Care Leads based on the previous programme. In discussion, however, we realised that the new programme had to have a multi-agency approach and that participants would be invited from the Primary Care Trust (PCT) , the Acute Trust, the Mental Health Trust and the Local Authority. The aim is to build leadership capacity and capability within the continuing care environment and to enhance relationships between different sectors of the health and social care economy.

Greater Manchester is committed to high quality care for patients and thus wants to support commissioners, providers and partners involved in the continuing care agenda.

Our Contribution

Greater Manchester had worked with Taylor Clarke to prepare a range of practitioners and managers for the significant changes ahead. The interventions were designed to:

  • develop personal leadership skills and knowledge
  • develop an understanding of the continuing care environment through sharing good practice
  • to build small locality, multi-agency teams to deliver the agenda (thus building leadership capability and capacity

The course design aims to accommodate different learning preferences, with a mixture of theory, experiential and skills based interventions. The programme is supported by facilitated action learning sets and each locality team undertakes a piece of project work that will develop continuing care good practice. The 4 cohorts presented their projects at a celebration event which marked the end of the programme.

The Impact

The programme continues to be evaluated positively and one major success has been developing relationships in and between locality teams; understanding each other’s role and contributions. Individuals report increased knowledge of the agenda and a developing confidence in working in and with challenging situations. The projects will enhance the quality of the continuing care process for patients and professionals. Projects include training/awareness-raising initiatives, audit and system mapping, panel redesign and protocol/pathway development.

  • Latest News
    Keep up to date with Taylor Clarke and have a look at some of the books we've been reading.