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At this years inaugural BAMMbino AGM a new Chair of the Board was appointed in Dr Emma Stanton.
Dr Mark Simmonds was thanked for his hard work in getting BAMMbino up and running. He remains very much a part of the Board and will perform the duties of Chair Emeritus for the next year, assisting Emma in leading BAMMbino to the next stage.
BAMMbino is run by a board of ten people who feel that medical management taught at an early stage is an integral part in shaping a better future for the NHS. The board consists of doctors at different stages of training in order to provide a broad range of experience.
Dr Emma Stanton, Chair of BAMMbino, SpR in Psychiatry
Emma is delighted to be taking over the Chair of BAMMbino from June 2008 having been one of its co-founders late 2006.
Emma is currently working at Guys and and St Thomas', London, as a
Psychiatry SpR. From September 2008, she will be undertaking a
secondment with the Commissioning Arm of BUPA. This will tie in well
with the Executive MBA Emma is currently studying for at Imperial
College, London. She is currently on the NHS London “Prepare to Lead”
Mentoring Scheme. At a local level, Emma has set up a Special Interest
in Management Group for Junior Doctors with her Medical Director.
Emma is a Research Fellow at Kingston University Business School, where
she is involved in research and training in leadership and teamwork.
Interesting non-work related fact is that from 2005-2006, Emma sailed
around the world!
Emma is keen to see BAMMbino’s membership continue to grow and to
encourage Junior Doctors to learn more about management so that they
can play a more integral role in improving the quality of patient care.
Mark Simmonds, Chair Emeritus, BAMMbino - Acute and Intensive Medical Care
I
have been working with BAMM for the past 6 years as a junior doctor and
I'm delighted that BAMMbino has finally come to fruition. My interest
in healthcare leadership and management has been a progression from my
work with the Nottingham Students' Union where I pioneered medics'
involvement in the University Charity Appeal (Karnival) in 1997 raising
£12500 in their first year. I then went on to work as Treasurer for the
appeal, helping to boost income by 30% in 1998, and in my subsequent
role on the Union Executive in 1999 paved the way for Karnival to now
raise over £500,000 each year. This experience got me out of the
confines of medical school and gave me a broader view of the world,
which I have subsequently translated back into my life as a junior
doctor.
Whilst
progressing through the early years of my career, I have developed my
interest in medical management and leadership through a number of local
and national projects, focussing on clinical engagement and leadership
training. As Mess President at the Queen's Medical Centre, Nottingham
in 2003/4, I opened communication channels with the Trust executive and
negotiated a concerted effort to improve the relationship between the
Trust and its junior doctors. During my 2 years in the role, I oversaw
a £25,000 refurbishment of Mess facilities and, working with the Trust
directors, developed and implemented the novel post of Junior Doctor's
Liaison Coordinator. This role acted as a hub for communication between
the Trust and its 450 junior doctors and facilitated active involvement
of doctors in Trust development and, in 2006, was praised by NHS
Employers as a beacon of good practice.
Nationally,
I worked with the Royal College of Physicians on guidelines for night
shift work and I'm currently on their Acute Medicine Taskforce. I have
been part of -what is now- the NHS Employers Doctor's Forum and I'm
currently working with the NHS Institute for Innovation and Improvement
on their ‘Enhancing Engagement in Medical Leadership' project as part
of their postgraduate reference group.
Clinically,
I am a second year SpR with NTNs in Acute Medicine and Critical Care
Medicine. My recent audit work on the ‘Surviving Sepsis' campaign has
managed to combine my interests in critical care patient pathways and
medical management, which is where I see my career progressing in the
future.
Ted Adams, ST2 Obstetrics & Gynaecology
In
2005-6 I worked at my local Strategic Health Authority on local
implementation of the working time directive. I was aware that, whilst
there are criticisms of NHS management at some levels, at the SHA I was
surrounded by people who not only knew what they were doing, but were
also passionate about making the NHS better. Sometimes, that meant
making difficult decisions, but there was always a will to do what's
best for patients. I
was really impressed by this, and wanted to build on my year at the
SHA, together with my general preponderance to organise things and
people at school, at medical school and in my house jobs.
I
want to learn more about management principles so that when management
opportunities arise within my Specialty Registrar years, firstly I can
identify them as such, and secondly can apply basic principles to the
problems I'm faced with. Hopefully, this will set me up well for my
Consultant years and beyond.
Jonathan Behar, FY2 General Medicine & Cardiology 
I
am am FY2 on an academic foundation programme, working in acute
medicine and cardiology, in London. I have had an interest in
leadership and management from my student days where I was on executive
committees and the councils of both University College London Union and
the University of London Union; my focus was primarily equal
opportunities and anti racism. I ran numerous campaigns throughout this
time period, as well as representing my fellow students at the annual
National Union of Students conferences. At the end of five years of
student representation, HRH Princess Anne presented me with an honorary
life membership of the University of London.
Since
starting work as a doctor in 2006, I have continued my enthusiasm and
sought to help things run more smoothly within my own hospital trust,
via roles on the mess committee. I have represented my fellow junior
doctors within the hospital, communicating difficulties (whether large
or small) between the junior staff and managers at a senior level. ‘It
became apparent during my house jobs that managers were making
decisions about working patterns and staffing based on flawed
assumptions, which were not being challenged by the junior staff, most
of whom assumed it didn't matter what they thought anyway. It is so
essential that junior staff are encouraged to feedback on things that
simply don't work within a hospital. Within a busy work schedule, it is
very easy to sit back and ignore problems but nonetheless complain
about them. What we need to do is empower junior staff with the
knowledge and skills to feedback problems to the people who need to
know and suggest practical, workable solutions. This way, we are part
of the solution at every stage.'
I
firmly believe that all doctors need to receive effective, continuous
teaching in management and leadership and that this should start as
early as medical school. I will help in trying to develop effective
training for medical students in management as well as encouraging as
many of his colleagues as possible, to engage with management early on
in their training. ‘Management and leadership skills are essential in
every aspect of a doctor's life just like communication skills.
Thankfully, good communication training is now in place for all medical
students. Why don't we have this yet for leadership and management?'
Laura Dobson, ST1 Core Medical Training
I
am a Specialist Trainee 1 (ST1) in Core Medical Training working in
Leeds. My interest in medical management began as a medical student
when I became part of the NHS Employers Doctors Forum, a group created
to improve the working lives of doctors and advise on Department of
Health policy.
"Management is an integral part of any
senior doctors' working life and a forum dedicated to supporting and
developing the skills of doctors-in-training interested in management
is a positive step forward in creating an educated and effective
medical management workforce of the future". By being a
member of the BAMMbino team I hope to be able to create a network of
like-minded young doctors that can mutually support one another in
their path to a career in medical management.
Toby Hillman, ST3 Respiratory Medicine
My
name is Toby Hillman and I am an ST3 in Respiratory Medicine, currently
working at the Homerton Hospital in London. I have been interested
management since working within my University Student Union, and I have
taken an active role in issues affecting Junior Doctors at both local
and national levels. I think that management, although
not the most glamorous of subjects, is of increasing importance to
doctors in training, and a working knowledge of the issues involved is
essential to become an effective member of a hospital or practice
workforce. Through the creation of BAMMbino, we will be
able to help doctors in training to access the information and
resources necessary to become the clinical leaders of the future.
Claire Woolcock, SpR General Adult Psychiatrist
I
first became interested in medical management as a Psychiatry SHO when
I saw the implications of management decisions on the clinical service
that could be provided. I realised that doctors do not
run hospitals or have the decision making power to influence in the way
that I think is still today generally perceived by the public. To
be able to use my clinical experience in shaping service development I
needed to have a greater understanding of the structures and management
within the Trust and NHS.
Heading
towards SpR years and I started to look for a way to extend my training
towards management - and found this very difficult. The
Health Service has many opportunities for workers of all backgrounds to
develop themselves - unless you are a doctor - perhaps because we have
Continuous Professional Development?
The
Clinical and Medical Directors were both supportive with my wish to
have formal training in management, rather than being an "enthusiastic
amateur", but did not have information about the possibilities that
might be open to me. Imperial College (Tanaka) Business
School used to run a number of Masters in Health Management - which
seemed interesting. Unfortunately they stopped them in 2005 so I
contacted a Professor there asking for an appropriate alternative. She felt that a MBA would suite me and teach the tools I was looking for. I was quite surprised as a MBA was something to me that financiers did to get a promotion in the city.
I
started the Executive (part time) MBA in Dec 2005 in a class of people
with diverse backgrounds with different levels and types of management
experience. The biggest shock was the "money mindset" that people have - with money always being the bottom line of any decision. I still have difficulties after my three clinical days at work to change to think in terms of finance and business. Some
of my MBA is particularly directed at Health Management and I will be
writing my 20,000 words Project on cost cutting in the NHS, but a lot
has been more general economics, marketing, finance and accounting.
I
have thoroughly enjoyed being able to network with managers from other
industries and have learnt a great deal from my fellow students. It has broadened my thinking beyond the NHS and beyond the constraints of existing ways of doing things. I
did not think that I would end up being able to write recommendations
to international companies about new technologies or evaluating
opportunities for growth in other industries.
In
my future career I want to have the opportunity to use the skills I
have learnt in the MBA while being able to continue with my clinical
career. I want to deliver the best service that I can to
my patients and this means, for me, being involved in more than the
front-line clinical care.
 Thomas Foley, Medical Student
I am a graduate entry medical student at Newcastle. In my previous life, I was a Management Consultant with Pricewaterhouse Coopers and BDO Stoy Hayward and studied policy evaluation through a Masters at Cambridge.
While studying medicine, I have remained interested in policy development and management. I am currently Deputy Chair of the BMA Medical Students Committee and a Quality Assurance Visitor for the GMC.
On the BAMMbino Board, I am keen to get involved with the all the ongoing projects, but also, to build a network of medical student members. I hope to do this by reviewing the services that we offer and where possible, making them more relevant to students.
Yasmin Ahmed-Little,
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