The chief medical officer's four clinical advisers explain their role and how it is helping to embed medical leadership in the NHS

For more than three years, the chief medical officer has employed a small group of doctors in training as clinical advisers.

Our main role is to provide support and conduct research for the CMO. We have also had the opportunity to understand the complexities of health policy and to learn the art of clinical leadership.

The clinical advisers have been close to the heart of government and have participated in work at the Department of Health. We have worked closely with the World Health Organisation and led projects for the World Alliance for Patient Safety, the policy unit at the World Health Organisation overseen by the chief medical officer.

Recruitment push

Earlier this year, we described our experiences in an article for BMJ Careers as part of a recruitment drive to increase the size of the current team and to replace members returning to clinical medicine.

The response was overwhelming. Almost 150 doctors in training expressed interest in the posts. Around 50 attended an open day, 30 were shortlisted and 14 were eventually appointed. These 14 clinical advisers start in their new posts on 8 September, joining the existing team. They will work in the Department of Health, NHS arm's-length bodies and other organisations, reporting to the highest qualified doctor in each organisation. The learning model is mentor and role learning centred.

The doctors will be placed in the following organisations:

  • Department of Health, chief medical officer;

  • Department of Health, medical director;

  • National Patient Safety Agency;

  • NHS London;

  • BUPA commissioning division;

  • NHS North West.

Securing the future

The aim is to develop a group of future clinical leaders who have learned about the workings of the NHS, the Department of Health and how policy is created and implemented, and who have developed management and leadership skills. We hope this programme will allow some of the barriers between managers and clinicians to be examined and broken down.

Clinical leadership has come to the forefront in recent months, especially in relation to the next stage review. In addition, there appears to be a firm commitment from nearly all quarters involved in medicine and management of the need to develop such capacity. It is therefore imperative that this innovative and unique programme has the opportunity to develop further and create a new generation of clinical leaders.

Topics