This document summarizes presentations from Peter Homa CBE, Chair of the NHS Leadership Academy, and Paul Jebb, Deputy Director of Nursing at Southport & Ormskirk Hospitals NHS Trust.
Peter Homa discusses his 37-year career in the NHS, emphasizing the importance of self-knowledge and continuous self-improvement for leaders. He stresses applying for the right job and empowering those more able than yourself.
Paul Jebb outlines his career progression in nursing, including international experience that taught him the value of collaboration. He describes leadership programs to develop nurses' strategic skills and influence. These programs aim to increase the number of nurses ready for senior roles and develop leadership at all levels of the workforce.
CNO Summit 2017, Day 1, 12.20pm
Mark Radford, Director of Nursing, NHS Improvement.
Susan Aitkenhead, Director of Nursing, Professional Development NHS England
Continuing Nursing Education(CNE) is the process directed towards the personal and professional growth of nurses and other personnel while they are employed by a health care agency. It is essential for the upliftment of personal as well as administrative field. CNE helps in updating the knowledge and practice of professional. It is applicable not only to nursing field but also to all the professional fields.
Continuing Nursing Education(CNE) is the process directed towards the personal and professional growth of nurses and other personnel while they are employed by a health care agency. It is essential for the upliftment of personal as well as administrative field. CNE helps in updating the knowledge and practice of professional. It is applicable not only to nursing field but also to all the professional fields.
CNO Summit 2017, Day 1, 12.20pm
Mark Radford, Director of Nursing, NHS Improvement.
Susan Aitkenhead, Director of Nursing, Professional Development NHS England
Continuing Nursing Education(CNE) is the process directed towards the personal and professional growth of nurses and other personnel while they are employed by a health care agency. It is essential for the upliftment of personal as well as administrative field. CNE helps in updating the knowledge and practice of professional. It is applicable not only to nursing field but also to all the professional fields.
Continuing Nursing Education(CNE) is the process directed towards the personal and professional growth of nurses and other personnel while they are employed by a health care agency. It is essential for the upliftment of personal as well as administrative field. CNE helps in updating the knowledge and practice of professional. It is applicable not only to nursing field but also to all the professional fields.
Slides from a lunch and learn webinar hosted by NHS England's Long Term Conditions Team, on the topic of health coaching by lay professionals.
The speakers and Anya de Longh and Jim Phillips.
In 2015, LWB began the implementation of the Leading Practice strategy, aiming to build a learning culture among a 4,200-strong workforce that improves leadership and practice quality at the frontline.
Enhanced Maternal Care – The Yorkshire & Humber experience - Sarah WinfieldIntensive Care Society
I work as a Consultant Obstetrician and am based at Leeds General Infirmary. I have a special interest in maternal medicine and high risk obstetrics and I run the Obstetric Cardiac and Renal Service in this tertiary referral centre. I also work with the Diabetes team and am part of the twice weekly Diabetic Antenatal Clinic at St. James’s University Hospital. I see women with pre-existing medical conditions for pre-pregnancy counselling and I participate in the consultant on-call rota at LTHT.
I am the Yorkshire and Humber Clinical Network Clinical lead for maternity services and try to link this with my clinical role to optimise what can be achieved to improve maternity services for women and their families in Yorkshire and Humber.
Lets Talk Research 2015 - Tim Twelvetree and Angela Todd - Building research ...NHSNWRD
Building research capacity using a nursing, midwifery and AHP research strategy
Angela Tod
Florence Nightingale Foundation Chair of Clinical Nursing Research
Tim Twelvetree
Research Fellow
The University of Manchester / Central Manchester University Teaching Hospitals NHS Foundation Trust
Researching transition - Tim Rapley
Newcastle University, NHS Northumbria Healthcare Trust
NHS Improving Quality held an event in London on 31 July 2013 to progress the children and young people transition to adult services work with a focus on turning the rhetoric into practice entitled “Working to Define a Generic Service Specification for Transition”
Slides from a lunch and learn webinar hosted by NHS England's Long Term Conditions Team, on the topic of health coaching by lay professionals.
The speakers and Anya de Longh and Jim Phillips.
In 2015, LWB began the implementation of the Leading Practice strategy, aiming to build a learning culture among a 4,200-strong workforce that improves leadership and practice quality at the frontline.
Enhanced Maternal Care – The Yorkshire & Humber experience - Sarah WinfieldIntensive Care Society
I work as a Consultant Obstetrician and am based at Leeds General Infirmary. I have a special interest in maternal medicine and high risk obstetrics and I run the Obstetric Cardiac and Renal Service in this tertiary referral centre. I also work with the Diabetes team and am part of the twice weekly Diabetic Antenatal Clinic at St. James’s University Hospital. I see women with pre-existing medical conditions for pre-pregnancy counselling and I participate in the consultant on-call rota at LTHT.
I am the Yorkshire and Humber Clinical Network Clinical lead for maternity services and try to link this with my clinical role to optimise what can be achieved to improve maternity services for women and their families in Yorkshire and Humber.
Lets Talk Research 2015 - Tim Twelvetree and Angela Todd - Building research ...NHSNWRD
Building research capacity using a nursing, midwifery and AHP research strategy
Angela Tod
Florence Nightingale Foundation Chair of Clinical Nursing Research
Tim Twelvetree
Research Fellow
The University of Manchester / Central Manchester University Teaching Hospitals NHS Foundation Trust
Researching transition - Tim Rapley
Newcastle University, NHS Northumbria Healthcare Trust
NHS Improving Quality held an event in London on 31 July 2013 to progress the children and young people transition to adult services work with a focus on turning the rhetoric into practice entitled “Working to Define a Generic Service Specification for Transition”
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
QA Paediatric dentistry department, Hospital Melaka 2020Azreen Aj
QA study - To improve the 6th monthly recall rate post-comprehensive dental treatment under general anaesthesia in paediatric dentistry department, Hospital Melaka
1. Leadership Development &
Talent Management
Peter Homa CBE, Chair, NHS Leadership Academy.
Paul Jebb, Deputy Director of Nursing (Quality), Southport & Ormskirk
Hospitals NHS Trust.
2.
3. 3
Privileged scar tissue…
• Part time chair, NHS Leadership Academy
• 37 years NHS Management, 27 as a Chief Executive
• CE: Commission for Health Improvement 1999 – 2003
• Chair: Association of UK University Hospitals (2013 - 2017)
• Expert Advisor to Sir Robert Francis: Mid Staffordshire and “Speaking
Up” enquiries
• HEE/HEFCE Medical Expansion Panel (2017-18)
• “We live life forwards and understand it backwards” (Søren Kierkegaard,
1813 – 1855)
7. 7
“Dear me…”, you can’t lead others until you can lead
yourself
• Value of values
• Self knowledge and leadership – we are more constrained by ourselves than others
• Learning and personal development – work as a life-long seminar, learning to be
yourself more skilfully
• Continuous quality improvement: the question is not if the improvement
opportunities exist but if we chose to take them
• Time and energy management (fitness regime)
• Applying for the right job
• Always appoint people more able than yourself and support them to excel
9. Paul Jebb, Deputy Director of Nursing (Quality), Southport & Ormskirk
Hospitals NHS Trust.
10. 10
“The NHS performs an extraordinary service and is staffed by
some extraordinary people, but the whole organisation could and
should be made more effective by the application of some
common-sense tactical and strategic thinking” Rose 2015
11. Leadership..…. Nature or Nurture..
• Leadership roles at Primary
school – developed library
• High School – Deputy Head boy
– leading
• Auxiliary Nurse - Always made
sure others had a voice
• Challenged process of getting
into nurse education
14. We Are Global Nurses….
• Exchange programme with
Nurse Education establishment
in North Italy
• Challenges faced in UK – similar
all over globe
• Learning – we should work more
collaboratively & learn from
work done wider than UK
15. 15
Life Time line
2008
Move to Central
Manchester to
enhance skills in
general
management -
became directorate
manager
late 2009
Children need their
dad...
moved back to
Blackpool to
project manage the
Productive series
2010
Blackpool -
Assistant Director
of Nursing (Patient
Experience)
2014
seconded to NHS
England National
Patient Experience
team -
implemented
Always Events®
2016
Associate Director
of Nursing -
UHMBT
Mental health lead
-ensuring parity of
care within Acute
physical health
services
2018
secondment as
Deputy Director
Southport &
Ormskirk -
suppoering CQC
Prep and Quality
improvement
2016
Completed
NHSI/NHS
England/HEE/LSBU
Aspirant Executive
Nurse Leader
Programme
16. Aspirant Executive Nurse Leader Programme
• Develop leadership capability of
nurses who were perceived to have
the potential to be appointed as
Executive nurses within eighteen to
twenty four months
• Develop gravitas as well as
knowledge.
• Understanding the nature of
strategic leadership
• Understanding emotional labour
and its impact on gravitas is
evident for influence
• Positioning Nursing to make the
maximum contribution to
organisational and public goals
• Develop critical leadership thinking
to produce more effective Nursing
outcomes.
17. 17
Aspirant Course Evaluation – Recommendations
• Leadership development focused on specific senior nurse roles
should be offered.
• New models of leadership need to be explored and students
equipped with a toolkit of leadership behaviours.
• Debate is an effective way of triggering the mechanisms require
to develop leadership capabilities
• Explicitly develop the knowledge base to:
• Create and promote professional nursing practice environments
• Add value to the delivery of organisational goals
18. Influence in many areas…. My learning
• As a Leader, need to influence others & wider agendas
• Understand limitations – but know who to ask!
• Encourage people to get involved in activities –
• NMC/RCN/NHSI/NHS England etc.
• Develop self and develop others – coaching & mentoring
• The value of relationships
• Visibility is key – also gives assurance around processes
• Give people a voice – sometimes people need permission to act/learn
19. NHS England & NHSI ongoing work….
• Each region has its own financially supported programme,
• Tailor made intensive development programmes.
• Increase the supply of 'Ready Now' Directors of Nursing includes a specific focus
on leadership for inclusion and diversity as well as integrated working.
• Talent Management and leadership programmes have now expanded
• To ensure we have leaders at all levels.
• More recently, more programmes have been developed for developing talent in
other parts of the workforce for example
• Developing newly qualified band 5 nurses - a pilot run through March 2019 by
Florence Nightingale Foundation. focus on nurturing leadership talent early to
promote aspirations and retention.
• Career oversight and coaching/ mentorship for nurses from a BAME background
within Band 8c positions and above.
• The Minerva programme , aimed at retaining talent of retired , credible DoNs
• Build the talent line framework of 2019/20 and beyond , in line with thinking and
needs of the workforce, ensuring it contributes to the LTP objectives.
NHSE / NHSI have been running a National talent management and leadership programmes for over two years, in partnership with the leadership academy.
Talent Management and leadership programmes have now expanded
Include ward/team leaders, matrons, aspiring Deputy DONs, new and aspiring Heads of Midwifery and Directors of Midwifery.
More recently, more programmes have been developed for developing talent in other parts of the workforce for example
Developing newly qualified band 5 nurses - a pilot run through March 2019 by Florence Nightingale Foundation. focus on nurturing leadership talent early to promote aspirations and retention.
Career oversight and coaching/ mentorship for nurses from a BAME background within Band 8c positions and above.
The Minerva programme , aimed at retaining talent of retired , credible DoNs . Developing an NHSE/ I register of experience that then can be called upon by trusts to support existing DoNs who may be experiencing difficulties in their role. Aim is to retain some of our most precious talent and use this to nurture our existing most senior nurses.
Work with the incoming Chief People office to build the talent line framework of 2019/20 and beyond , in line with contemporary thinking and needs of the workforce, ensuring it contributes to the LTP objectives.