Resources

111 resources about Culture and leadership ×

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  1. Professionally diverse leadership teams including senior clinicians at board level increase the likelihood of meeting the complex challenges facing the NHS. We have created a framework to help providers make the most of the talents of all their existing workforce.

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  2. Part of: Clinical leadership — a framework for action

    Michael Witney, Executive Lead for Patient Experience, Oxleas NHS Foundation Trust, on becoming a clinical leader.

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  3. Part of: Clinical leadership — a framework for action

    Arlene Wellman, Chief Nurse, Epsom & St Helier University Hospitals NHS Trust, on becoming a clinical leader.

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  4. Part of: Clinical leadership — a framework for action

    Dr Amar Shah, Chief Quality Officer, East London NHS Foundation Trust, on becoming a clinical leader.

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  5. Part of: Clinical leadership — a framework for action

    Dr Jagjit Sethi, Clinical Director, Consultant Clinical Scientist and Lead Healthcare Scientist, Berkshire Healthcare NHS Foundation Trust, on becoming a clinical leader.

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  6. Part of: Clinical leadership — a framework for action

    John Quinn, Chief Operating Officer, Moorfields Eye Hospital NHS Foundation Trust, on becoming a clinical leader.

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  7. Part of: Clinical leadership — a framework for action

    Pippa Nightingale, Chief Nurse, Chelsea and Westminster NHS Foundation Trust, on becoming a clinical leader.

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  8. We have established a network of acute trusts sharing good practice, learning and insight in relation to the Model Hospital. We are now looking for staff within mental health and ambulance trusts to become Trust Ambassadors.

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  9. Part of: Creating a culture of compassionate and inclusive leadership

    Sets out how providers should carry out developmental reviews of their leadership and governance using the well-led framework.

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  10. Part of: Culture and leadership

    Following an overwhelming response, 13 NHS trusts have been selected to join the first cohort.

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  11. Part of: Experts by experience , Improvement approaches , Innovation , Culture

    Cambridgeshire and Peterborough NHS Foundation Trust wanted to find an alternative to those who needed access to mental health care outside of working hours, and no provision to self-refer resulting in people accessing emergency departments (ED).

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  12. Part of: Experts by experience , Improvement approaches , Culture

    Northumberland, Tyne and Wear NHS Foundation Trust aimed to improve nutrition and mealtime experiences for people with complex mental illness and dementia on the 16-person Marsden Ward at Monkwearmouth Hospital, Sunderland.

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  13. Part of: Leadership , Resources , Innovation , Culture

    South London Partnership’s (SLP) three trusts — Oxleas NHS Foundation Trust, South London and Maudsley NHS Foundation Trust, South West London and St George’s Mental Health NHS Trust — faced a challenge recruiting and retaining mental health nurses.

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  14. Part of: Experts by experience , Resources , Improvement approaches , Culture

    The South London Partnership (SLP) needed new clinical pathways when it took on responsibility for assessment, commissioning and care management of people who use forensic services.

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  15. Part of: Leadership , Innovation , Culture

    John Brouder has been Chief Executive of North East London Foundation Trust for the last 10 years and started his NHS career as a nurse. He has championed inclusivity in the trust and ensures it is a place where people want to come and work, as well as stay.

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