You are not alone The journey may be long, wrong, song but be still. Life may seem like a football field where there are times goals are scored but other times none. Remember you are not alone. Remember be still, still and still. Find peace, peace, with yourself. Please be kind and love yourself till your cup overflows so that you can give some to others and make the world a better place. Be still. I repeat be still. Be kind, I repeat be kind. Be loving, I repeat be loving!
by Ivy Glavee IHSCM Member
Jade Maloney
Operations Manager, IHSCM
From Personal Growth to Sector-Wide Impact: Why Leadership Development Matters More Than Ever
In my formative years, I encountered a narrative that could have significantly changed my career path—a perspective suggesting that ambition should be held back by practicality and that committing time to personal development might not pay off.
Fortunately, I chose to ignore that narrative. E D I T O R I A L
Instead, I devoted myself to a journey of growth that spanned seven years of studying, countless hours of reflection, and a career built on purpose, resilience, and leadership.
Today, in my role as Operations Manager at the Institute of Health and Social Care Management (IHSCM), I have the privilege of helping others challenge those same limiting beliefs and build impactful careers.
Leadership in health and social care is about so much more than technical skills. It calls for emotional intelligence, strategic focus, and the ability to inspire teams in complex and fast-paced settings.
These are exactly the qualities I’ve honed through my Level 7 Senior Leader Apprenticeship, which I completed with Distinction, along with over 700 hours of personal and professional development.
This journey recently culminated in being awarded a Fellowship by both IHSCM and the Chartered Management Institute (CMI) a milestone that symbolises not just an achievement, but a dedication to growth.
But this story isn’t solely about my journey—it’s about what lies ahead for all of us.
IHSCM is gearing up to launch an exciting new initiative aimed at helping our members develop high-impact leadership capabilities.
While the specific details are still under wraps, I can share that this program will offer a structured, multi-phase pathway to help our members enhance their leadership skills, deepen engagement, and progress toward Fellowship.
This initiative builds on the success of our recent leadership activities and underscores our commitment to empowering professionals in health and social care.
It aligns with our HighPerformance Leadership (HPL) Framework and is designed to enhance membership value while creating a ripple effect:
“better leaders lead to stronger teams, which ultimately results in improved care outcomes.”
For me, achieving Fellowship isn’t just a title—it serves as a powerful message: growth is attainable, even when the path is not straightforward. Leadership is a journey, not a sprint, and you don’t have to navigate it alone.
Whether you’re just starting out, returning to study, or making a career change, your journey holds significance.
You don’t have to accomplish everything at once; you just have to take that initial step.
If you’re ready to invest in yourself, amplify your impact, and shape the future of care, IHSCM stands ready to support you.
Stay tuned for the official launch of our new leadership challenge and get ready to rise.
“If you have the courage to start, you have the courage to succeed.”
-Mel Robbins, The Let Them Theory.
FELLOWSHIP
Fellowship is open and available to any member, irrespective of their relative seniority or experience.
There is no additional charge for Fellowship application or award.
The award of Fellowship involves a 2-year process of attendance, contribution, support and commitment.
In each of the 2 years, members shoud accrue 200 HPL points (HPL Gold Award) and 12 hours of mentoring.
In each of the 2 years, applicants should present at or contribute to the development of a workshop, masterclass, conference, round table or PowerHour
During the 2 years, applicants should be able to demonstrate, through a 500-word written application to be submitted at the end of the 2 years, how they have supported / encouraged / inspired fellow members through, for example, mentoring or coaching or other contribution.
A Fellowship review board will consider applications and make the recommendation of awards.
In the short term, we will consider applications from any member who can demonstrate substantial commitment to the IHSCM over the last 2 years and can confirm points 5 and 6 above. This might include, for example, members who have contributed to the People Plan, conferences and Special Interest Group Meetings
Senior Programme Manager, Performance, Information & Regulation
NHS England, London
Inclusive Reciprocal Mentoring Programme
During 2024, a small team in the Improvement, Transformation and Partnerships (ITP) Directorate at NHS England, London, scoped, developed and delivered an inclusive reciprocal mentoring programme (IRMP) for directorate senior leaders and global majority colleagues.
There was no cost to running the programme beyond people’s time in participating.
Learning is shared and others are encouraged to consider similar approaches to support staff and ultimately contribute to better patient outcomes.
The NHS has one of the most ethnically diverse workforces in the country, long-standing racial inequalities within it. NHS England data demonstrated that the ITP directorate is not representative of the London population and representation decreases at higher bands (Fig.1).
Fig.1: %ethnicity at each Agenda for Change (AfC) band for the ITP directorate, NHS England, London (January, 2024).
A directorate pulse check survey before the programme started demonstrated that global majority colleagues were 4.8 times more likely to feel that their opinions were not valued compared to their White counterparts and were 1.7 times more likely to report that they do not have anyone at work who encourages their development compared to their White colleagues.
In response to this, a small team co-developed the ITP Race Equality Plan, with the vision that: the directorate is a diverse, inclusive and collaborative team where staff are heard, valued and supported to fulfil their potential, and it looks more like London's population. The ITP IRMP was one part of delivering this plan.
Programme design
Reciprocal mentoring is a collaborative learning experience where both partners commit to a learning relationship where they are both mentor and mentee, sharing life experiences and perspectives.
This kind of inclusive mentoring facilitates reciprocal knowledge sharing, with each partner acknowledging the value of learning from the other. It links people who may not regularly interact, to better understand and learn from each other.
In this relationship, the colleague from an underrepresented group has the experience and insight of being different to the majority group, with knowledge and lived experiences of the challenges and barriers this presents.
The senior leader has experience and insight to offer advice and support, and potential networking and development opportunities which their partner may not usually be exposed to.
To reduce hierarchy and promote a reciprocal and equal learning relationship participants were termed ‘mentorees’ to reflect they were both mentor and mentee to each other and therefore equal in their relationship.
Fig.2: The IRMP journey.
Figure 2 illustrates the programme and mentoree journey over 18 months from starting scoping in August 2023 through launch in June 2024, to the celebration and wrap-up of cohort 1 in February 2025. There were 24 expressions of interest, fortuitously 12 each from the ITP senior management team (SMT) and from global majority colleagues, and the programme commenced with 12 pairs.
The ITP directorate was relatively small (~100 members) which meant most potential mentorees knew each other. The coordinators committed to not pair colleagues in the same management hierarch and to try to accommodate requests to be (or not be) paired with a particular colleague.
The programme launched with a half day series of presentations setting out how to ensure psychological safety, and the skills and behaviours associated with IRM.
Some unexpected sick leave and a colleague leaving the organisation meant a few pairs re-aligned during the period, but ultimately most participants completed the full IRMP. This included one-to-one sessions as pairs and group peer support sessions (three each for SMT and for global majority colleagues) facilitated by the IRMP coordinators.
The wrap up celebration event was an opportunity to share reflections across both cohorts, celebrate achievements such as personal growth and development, and make suggestions for future cohorts.
proven strategies to transform your team and workplace culture.
There will be opportunity to ask Chloe & Sarah your questions.
IHSCM Members can attain 2 High Performance Leadership Framework points for attending this event; 1 towards Workforce & 1 towards Leadership Excellence. https://ihm.org.uk/hpl-dashboard/ This event is FREE for IHSCM members* . For those who are not yet members of the IHSCM Tickets are £32.00 (incl. VAT).
Lessons learned: impact and feedback
Regular feedback was sought from participants, including through the peer support sessions.
Key themes included:
Initial meetings were more traditionally hierarchical in nature (ie SMT member mentoring their global majority colleagues who was typically junior in AfC band to them) but evolved into being more reciprocal through the programme duration.
Global majority colleagues welcomed understanding their partner’s career journey and that senior staff had faced similar challenges (eg with confidence, parenthood, gender-bias) irrespective of ethnicity.
SMT colleagues reflected more widely on their leadership approach with their teams/ colleagues and changed their practice.
The lived experiences and outcomes from the programme were shared with the whole directorate via regular staff meetings to spread the benefit.
Fig.3: Mentoree feedback on the IRMP.
Figure 3 shows some of the feedback received through the programme. Thirteen mentorees provided formal feedback through a Microsoft Forms survey at the end of the programme towards improving the experience for a second cohort.
Fig.4: Feedback from IRMP participants.
Figure 4 shows some of the comments and the proposed actions in anticipation of a second cohort.
Scaling
potential: what would be needed to expand?
The feedback from ITP IRMP participants was overwhelming positive, and the coordinators were keen to launch a second round, having already heard interest expressed from colleagues who had not been able to participate in cohort 1.
Two previous mentorees were identified to join the coordinator team (as two of the founding three had left ITP for new roles) however the NHS transition programme and changes to NHS England announced by the government in early 2025 mean this has paused.
To re-run or expand the IRMP, dedicated resource is needed to facilitate the programme, from EoI through launch, to facilitating the peer support groups.
SMT need to commit to fully participate and to enable their global majority staff who are participating to have protected time for the IRMP. The IRMP coordinators also had support from their managers to deliver the programme.
Initial scoping is underway to understand whether the IRMP could be re-run within NHS England London to support colleagues as organisational change progresses.
Conclusions
It took time and commitment to scope the programme, develop the approach and materials, build the advisory group and support network, and launch and run the cohort in a sensitive and supportive way for all, but it was undeniably worthwhile. Global majority staff reported positive outcomes around confidence and networks, and SMT members incorporated inclusive behaviour change into their management practices. Anti-racism is something we all still need to combat. Becoming allies and maintaining allyship through programmes such as the IRMP are one way towards redressing the balance for global majority colleagues.
Grateful thanks to the mentorees, advisory group, and those who enabled the coordinators to explore and deliver the IRMP
If colleagues are interested to run a similar programme, example materials are available from the NHS England London ITP IRMP coordinators via chloe.sellwood@nhs.net.
NCSC Annual Review
2024 Summary
The UK’s National Cyber Security Centre (NCSC) Annual Review 2024 highlights a year of evolving threats and advancements in cybersecurity measures.
The review underscores the increasing complexity of the cyber threat landscape, driven by nation-state actors, criminal groups, and the rapid development of new technologies like AI and quantum computing.
Here are some key insights from the report:
Cyber Threat Landscape
The NCSC warns of an evolving cyber threat environment which it characterises as “diffuse and dangerous”.
Nation-state actors, particularly from Russia, China, Iran, and North Korea, continue to pose significant risks to the UK's critical national infrastructure.
Cybercriminals are adapting their tactics, leveraging ransomware, AI-driven attacks, and supply chain vulnerabilities to target both public and private sector organisations.
· Russia: Ongoing cyber operations to support geopolitical goals, including attacks on Ukraine and NATO allies.
· Iran and North Korea: Focus on revenue generation through ransomware and espionage.
Ransomware: The Leading Threat
Ransomware remains the most immediate and disruptive cyber threat in the UK. The attack on Synnovis, a pathology service provider for the NHS, disrupted healthcare services and highlighted the real-world impact of cyber incidents on the public.
The NCSC and ICO produced joint guidance on "ransom discipline" to reduce ransomware payments and bolster the UK's resilience.
The NCSC has worked with global partners to disrupt major ransomware groups, including LockBit and Evil Corp, imposing sanctions and taking control of malicious infrastructure.
The
Role of AI in Cybersecurity
“AI is both a challenge and an opportunity.”
Malicious actors are using AI to scale their attacks and improve success rates.
The NCSC stresses the importance of secure AI development to mitigate these risks.
The UK government, in collaboration with international partners, launched the Guidelines for Secure AI System Development to address these concerns.
Building Cyber Resilience
The NCSC has taken significant steps to improve the UK's cyber resilience:
· Cyber Essentials: Proven to reduce an organisation’s vulnerability to common cyber threats.
· Incident Response: In 2024, the NCSC's Incident Management team received 1,957 reports of cyber-attacks covering a range of sectors.
These were triaged into 430 incidents requiring support from the IM team, an increase on the 371 last year.
Of these incidents, 89 were nationally significant, 12 of which were at the top end of the scale and more severe in nature (which is a three-fold increase on 2023).
The IM team also issued over 12,000 alerts about vulnerabilities and preransomware activity through it’s Early Warning service (a free, automated NCSC threat notification service).
· Legislation and Regulation: The upcoming Cyber Security and Resilience Bill aims to improve national security by influencing technology standards and practices.
Post-Quantum Cryptography
As quantum computing advances, the NCSC is preparing for the transition to postquantum cryptography to secure sensitive data against future threats. This proactive approach aims to future-proof the UK's cybersecurity defenses.
International Collaboration
International partnerships remain vital to combating global cyber threats. The NCSC worked closely with the US, Australia, and other allies through initiatives like the Counter Ransomware Initiative (CRI) and the Pall Mall Process Declaration, which aims to regulate the commercial cyber intrusion sector.
Cyber Ecosystem and Workforce Development
The NCSC continues to invest in building a skilled and diverse cybersecurity workforce. Initiatives like the CyberFirst Girls Competition and collaboration with academic institutions aim to close the cybersecurity skills gap.
Key Takeaways for Organisations
· Implement Cyber Essentials to reduce exposure to common threats.
· Stay informed about AI and quantumrelated risks.
· Strengthen supply chain security.
· Prepare for the Cyber Security and Resilience Bill.
· Engage in international collaboration to tackle global cyber challenges.
Conclusion
The NCSC Annual Review 2024 highlights the dynamic nature of the cyber threat landscape and the importance of proactive cybersecurity measures.
“Organisations must prioritise resilience, adopt best practices, and stay informed about emerging threats to ensure the UK's online safety and security.”
For any of your cyber security business needs, don't hesitate to get in touch with CyberScale. Our team of experts is ready to help you navigate the complexities of cyber security and ensure your organisation's safety!
Email info@cyberscale.co.uk and a member of the team will get in touch.
Do you:
feel out of your depth in your leadership challenges? struggle to make sense of your priorities in your organisation and the wider sector? find the established tools and approaches you previously used do not work anymore?
struggle to persuade staff of change you are implementing? wish you were bolder and braver as a leader?
If you answered yes to any of these questions - you are not alone! These challenging times can leave anyone feeling vulnerable as a leader.
Brene Brown said: “It is in the process of embracing our imperfections that we find our truest gifts: courage, compassion, and connection”
This event is FREE for IHSCM members* . For those who are not yet members of the IHSCM Tickets are £10.00 (incl. VAT).
What is your body telling you
that you don’t want to hear?
Blend coaches are working with clients and wearable tech to individualise support in coaching, including helping hard-pressed health and care leaders find helpful ways of staying ahead and working smart?
We see you putting patients and colleagues needs first, and you do that really well.
But you don’t necessarily spend enough time reflecting on your needs and effectiveness.
You know you have some bad habits, and you can’t keep going the way you are going.
We use wearable tech data to bring that out a deeper conversation and increased level of challenge.
For the past four years Blend has been using wearable tech in the form of ‘Oura rings’ to analyse clients’ physiological intelligence (PQ) such as heart rates, activity levels, sleep quality, daytime stress and active calories burned.
This data is used to create a ‘PQ performance report’ and then combined with executive coaching support.
“As an organisation that, for the last five years has coached more than 1000 leaders, predominantly public sector, through some of the hardest leadership challenges they’ve faced, we know the pressure that leaders are under.
Not all of them may be ready for Oura, but if they are then this can really help them,” says Amanda Reynolds.
Benefits include improving physiological and mental health, and thus performance.
“Oura brings client-informed data into the coaching.
It’s also about getting the client to be curious about their bodies how they respond to pressure and stress.
How to spot health trends and how to plan to improve their impact and resilience.”
Amanda says, Blend coaching faculty are trained to support clients as they wear the ring and explore the lessons for them individually.
Jill Savage, Blend Oura trained coach says: “The lovely thing about pairing coaching with Oura is that it helps create the motivation for change.”
What Blend is finding with clients is that there can be small tweaks that make a big difference to the data.
By going to bed an hour earlier, you can actually change your recovery and your energy at the start of the next day.
We want health and care leaders to champion their health as well as they champion care and support for the patient.
Maybe you are ready to try, just like this NHS Trust Deputy CEO did:
“The Oura ring combined with the executive coaching has been critical to my success in overcoming the leadership challenges I have faced.
One element is that I’ve increased my ability to look back and reflect instead of spending too much time over thinking.
The positive responses and feedback I have received from others has really helped, too.”
Have you thought about executive coaching with us?
Why not explore adding wearable tech into the package.
Read the full article here: Coaching at Work – Physical Gain
Reach out to us at Blend to find out more on info@ltdblend.com
5 STEPS
To start improving your hormonal health
1 - Eat Mindfully
Be present in the moment with food Don't use eating as an excuse to catch up with your social media, give your meal your full attention, so you are giving your stomach a great experience
2 - CHEW!!
Chewing is key as it breaks up food so it is easy to digest The more you chew the easier it is for your body to absorb vital nutrients that feed good gut bacteria and balance hormones
3 - Slow down
Aim to eat a meal in no less that 20 minutes, so you are not putting your gut under extra stress by eating quickly.
4 - Increase fibre
Ourliver andgut love fibre as it helps the free flow of food & hormones, think of it like a sweeping brush! Aim for things like broccoli avocado, Brussel sprouts, oats, almonds and chia seeds.
5 - Add fermented foods to your diet- A little at a time
Fermented foods actuallyfeed yourgood gutbacteria,keyfor hormones A few examples of fermented foods are Kefir, Kombucha, Sauerkraut and natural Yoghurt. NOTE - If they sit on the shelf they're not live fermented food and won't feed your gut bacteria
Dr Claire Mould FIHSCM Founder and Director Curve Strategic Ltd.
Enough is Enough:
Reclaiming Contentment in a World of Stress
“I’m
so stressed’’
“I
feel completely overwhelmed”
“Before
I went in my palms were sweaty”
“My
stress levels are through the ceiling”
“My
heart was racing”
“Just take one step at a time”
“I need some ‘me time’” “Remember to breathe”
I would be amazed if any of the phrases I’ve just mentioned were new to you stress has become an integral part of our everyday vocabulary. We instinctively talk about the ways our bodies respond to stress through various physical behaviours. Just as naturally, we use phrases that describe how we try to counteract it.
Today, there is an endless market of products promising to relieve stress from “stress relief tin kits” to “therapy stress balls,” from patches and supplements to carefully curated “stress relief gifts” designed to promote relaxation.
We even dedicate entire observances to the topic: International Stress Awareness Month, International Stress Awareness Week, and even a single Stress Awareness Day.
So, it’s not that we lack awareness. We know what stress is, we recognise how it makes us feel, and most of us even understand what we should do to address or mitigate it. Yet, despite all this, stress remains a frequent and stubborn part of modern life.
The Burnout Report 2025, conducted by YouGov for Mental Health UK, found that 91% of respondents experienced high or extreme levels of stress in the past year.
Even more concerning, 74% reported feeling overwhelmed or unable to cope at some point. This shows that while awareness is widespread, the risk of burnout not only persists but is increasing.
The findings are especially worrying for younger adults aged 18–24, who are navigating unique pressures in today’s climate. Their experiences highlight a growing mental health concern one that reaches far beyond the workplace and into the wider fabric of daily life.
We have reached a point where action is no longer optional. And this surely leads to the question:
“If we know how to identify stress, and we know what we need to do to prevent or minimise it, why aren’t we being more proactive?”
One reason is procrastination. We often overestimate how much we can realistically achieve in a given timeframe.
Ironically, this makes us more anxious: we either feel overwhelmed by the time we think it will take to detach from what is stressing us, or we become demoralised by the unrealistic results we expect. When those outcomes don’t materialise, we end up more stressed than before.
In effect, we self-sabotage our own stress-reducing strategies. Instead of identifying small, achievable outcomes—or building in quick wins we set ourselves up for failure. Anxiety rises, demoralisation follows, and we retreat back into the very stressinducing habits we were trying to escape.
I know this from experience. I had to give up yoga not because of the physical demands, but because of the silence at the end. Lying there in the dark, instructed to “clear my mind” I became so anxious as I mentally listed every chore waiting for me at home. By the time I left class, I was completely on edge and rushed through those tasks in a frenzy.
The same pattern shows up when I check emails on evenings, weekends, and holidays. I tell myself it’s better to stay on top of things than face an “unknown mountain” when I return. The reality? I never fully disconnect. Deep down, I was afraid of what would happen if I truly let go.
“I found comfort in routine—even when the routine itself was harmful. It was easier to blame the inadequacy of the process than to trust it.”
We often chase “quick fixes.” When they don’t deliver instant results, we convince ourselves our flawed strategies are working, despite mounting evidence to the contrary. In doing so, we become our own worst enemies.
And unless we learn to break these cycles, the outcome is inevitable. We know this. Yet, despite that knowledge, we carry on as before.
In 2025, international research revealed that 77% of people experienced stress in the past month, and stress-related issues are costing the global economy an estimated $1 trillion. Surely, this is the point at which we must stop, reset, and admit that our current strategies aren’t working.
Instead of clinging to catchy slogans “Keep Calm and…,” “Live, Love, Laugh” or spending fortunes on products and remedies that promise to help us “cope,” it’s time to move beyond surface solutions.
Buying novelty mugs, pouring a drink as it’s “prosecco o’clock,” or reading the latest “quick fix” bestseller may provide temporary comfort, but they won’t address the root of the problem.
We need to be active participants in change. It’s the difference between signing up for a gym membership and actually going to the gym. We need to commit to real action—not because an advert tells us we’re “worth it,” but because we genuinely believe we are.
True self-worth isn’t about shiny hair or material symbols. It is about cultivating a deeper state of contentment, one that isn’t dependent on external circumstances but rooted in inner peace and acceptance of who we are and what we’ve already achieved.
Too often, we chase success or happiness in forms that, if we’re honest, don’t make us happy at all.
The temporary highs whether from purchases, achievements, or indulgences mask stress only briefly. Then comes the crash, often leaving us feeling worse than before. In this way, what we thought was relief can actually intensify the very stress we’re trying to escape.
The alternative is radical in its simplicity: finding contentment in enough. We don’t always have to strive for “the next thing.” It is okay—more than okay—to appreciate what we have, to say this is enough, and to let growth come naturally, calmly, and on our own terms.
So perhaps the real question to ask ourselves is not, “If we know how to identify stress and how to minimise it, why aren’t we more proactive?” but instead:
“How much is enough to make me feel content?”
Jon Powell, IHSCM Member.
Burnout Isn’t Weakness—
It’s a Signal:
Introducing the Burnout Suppo Hub (BOSH)
Burnout is more than fatigue it’s a syndrome that strips away joy, purpose, and clarity. I’ve lived it. From overworking and poor lifestyle choices to emotional exhaustion, burnout once pushed me to leave a role I loved. But from that experience came a turning point: the creation of the Burnout Support Hub (BOSH).
BOSH began as a conversation in a Neurodiversity Group meeting and quickly evolved into a peerled initiative to support colleagues across Public Health Wales. It’s built on the belief that burnout should be visible, discussable, and manageable with no shame attached.
At its core, BOSH is a resource hub. We run bi-monthly group sessions and are launching workshops soon.
Our online repository includes: Self-assessment tools like the MindTools Burnout Test and Burnout Doctor Quiz.
NHS resources such as the Employee Assistance Programme and wellbeing workshops.
Physical wellbeing support, from walking groups and gym tips to advice on layering for Welsh weather.
Apps like Headspace, Unmind, and even Pokémon GO— because sometimes, chasing a Pikachu is the mindfulness you didn’t know you needed.
We also promote the What–Why–
How model:
What’s wrong?
Why is it happening?
How can we fix it?
This framework helps individuals move from confusion to clarity, and from isolation to action. One of the most powerful aspects of BOSH is the member stories— real, honest accounts from colleagues who’ve faced burnout and found ways to recover. These stories remind us that we’re not alone, and that healing is possible.
Today, I’m healthier, more confident, and better supported. BOSH helped me get here, and it’s helping others too. Whether you’re experiencing burnout or want to support someone who is, BOSH is here to help.
You can find us on SharePoint by searching “BOSH,” or email me directly at jon.powell@wales.nhs.uk.
Burnout isn’t weakness—it’s a signal. And with the right tools, support, and community, we can respond to it together.
Gaurav Pradhan Physical Therapist IHSCM Member.
Cultivating Wellness:
The Intertwined Paths of Agriculture and Health
Agriculture, the backbone of human civilization, provides sustenance and well-being. Beyond feeding the world, it profoundly impacts our health.
This article delves into the multifaceted connection between agriculture and health, exploring how agricultural practices contribute to a healthier lifestyle.
1. Nourishing Our Bodies: Nutrition and Food Security
Agriculture ensures a diverse and nutritious food supply, essential for optimal health. Crops like fruits, vegetables, grains, and legumes provide vital vitamins, minerals, and fiber.
Engaging in agricultural activities promotes the production of organic, pesticide-free food, reducing exposure to harmful chemicals.
Key Benefits:
• Freshly harvested produce retains maximum nutrients.
• Homegrown food is free from harmful preservatives and additives.
• Access to seasonal produce enhances dietary diversity.
Platforms like FarmKey simplify access to fresh produce and farming essentials, supporting individuals in cultivating healthy food habits.
2. Nurturing Our Minds and Bodies: Physical and Mental Health
Farming and gardening involve significant physical exertion, contributing to overall fitness. Activities like planting, weeding, and harvesting act as natural exercises, improving cardiovascular health and muscle strength.
Additionally, being in nature and working with soil has been shown to reduce stress and improve mental well-being.
Tips for Healthy Agricultural Work:
• Use ergonomic tools to avoid strain or injury.
• Take regular breaks and stay hydrated.
• Practice mindfulness while working to enhance mental relaxation.
With tools and resources from platforms like FarmKey, agricultural tasks can be made more efficient and enjoyable, reducing the risk of strain or injury.
3. Fostering Community and Social Well-being
Agricultural work often involves community participation. Shared efforts in farming, farmers' markets, and cooperative gardening foster social connections. These interactions can reduce feelings of isolation and improve emotional health.
How to Promote Community Health:
• Organise local farming events or workshops.
• Encourage youth involvement in agricultural projects.
• Share surplus produce to support those in need.
Using tools and networks available on FarmKey, farmers and gardeners can better connect with local communities and markets, strengthening social ties.
4. Protecting Our Planet: Environmental Health and Sustainability
Healthy soil, clean water, and a balanced ecosystem are critical for sustainable agriculture.
By adopting eco-friendly practices like crop rotation, organic farming, and composting, farmers contribute to environmental health. A healthier environment translates to better air and water quality, directly impacting human health.
Sustainable Practices to Adopt:
• Use natural fertilizers instead of chemical ones.
• Preserve biodiversity by planting various crops.
• Conserve water through efficient irrigation techniques.
FarmKey provides access to ecofriendly farming products, encouraging sustainable practices that benefit both the planet and human health.
5. Healing Through Horticulture: Therapeutic Benefits of Agriculture
Horticultural therapy, where individuals engage in gardening to improve health, is gaining recognition. This practice can be particularly beneficial for individuals dealing with anxiety, depression, or physical rehabilitation.
How to Integrate Therapeutic Agriculture:
• Create small home gardens or urban farms.
• Participate in community gardening initiatives.
• Use gardening as a form of meditation and stress relief.
With innovative solutions from FarmKey, individuals can easily set up and maintain therapeutic gardens, enhancing mental and physical well-being.
Conclusion
Agriculture and health are intricately linked.
By prioritising sustainable farming and embracing agricultural activities, we can cultivate a healthier lifestyle for ourselves and future generations.
Whether through growing your own food or supporting local farmers, every step toward integrating agriculture into daily life enhances physical, mental, and environmental well-being.
With platforms like FarmKey, accessing the tools, resources, and knowledge necessary for a healthy agricultural lifestyle is easier than ever.
Start your journey today, and cultivate wellness for a better tomorrow!
Gavin Fletcher WMCA Member and IHSCM Member
An IHSCM Members’ Reflective Exercise:
IHSCM’s Deputy Managers Leadership Programme
I was aware of this IHSCM training through our service’s annual subscription to West Midlands Care Association.
I had originally joined the IHSCM in September 2023 having an interest to better myself professionally and personally.
I have recently taken on the role of Operations Manager, alongside my current role as Registered Care Manager.
I invited two of my colleagues to join me on this course as they had both taken on more responsibility within our organisation, together we will share our learning from this course with our team and discuss specific points learnt within staff members supervisions and team meetings.
I took a lot of information from Module 1, which allowed me to really think of how I present myself to otherswithin our organisation.
Under the Zookeeper Model, I align naturally with the dolphin, which to my surprise so did about 90% of the people on the course, it showed me that not many people like confrontational situations.
I
have always led by example, which is a longer method, but has been proven to work in our organisation.
I chose Authenticity, Trust and Reliability from the values list, these resonated with me. We will try the exercises from Module 1 with our team and gather feedback, maybe do a joint supervision at some pointto openly discussour strengths and areas for improvement.
From Module 2 I found that by choosing the right wording in any scenario can influence a thought and an outcome, so I pay particular attention to how I ‘frame’ a conversation. I really liked the TNT (tiny noticeable things) section.
We can get lost in governance and outcomes, but TNT’s can be so important, especially as our service provides support to adults with complex conditions, who may not be verbal.
Culture Eats Strategy is so true, when we started our service in 2017, we involved the people who use our servicesand worked ‘as one’ to co-produce and align before we could truly see our journey ahead.
I was unable to attend Module 3 as an emergency occurred at our service which I had to prioritise, so I watched Module 3 back via the email from Sue. I enjoyed the advice and techniques explained about having potentially difficult conversations and will try the role play examples to draw out more productive answers from colleagues in team meetings.
The perspective exercise was refreshing, as this will often diffusea situation beforeit arises. The GROW model is something I will be working on and as a dolphin, coaching is a tool I will be using combined with the EESC feedback clarifying the desired outcomes.
Module 4 brought my attention to Kotter’s 8 Step Change Model, highlighting the importance of short-term wins, which builda sense of progression within a team, then creating a wave of change to help us feel motivated to reach that end target.
We will use the Temple of Planning with new employees to embed our original ideas into their foundations – then hopefully we can all blow the roof off!
I will be glad to use the IHSCM raft of available courses, I enjoy reading Jon’s weekly email updates, his accounts offer real insights into social care and adjoining sectors.
On a personal note, I thoroughly enjoyed listening to Sue and taking in the information, which has prompted me to investigate NLP, which I hope I can use to help me on my journey also. Many thanks.
I am glad to say that our valueshave been our success, as when we started our service we were all like minded individuals who wanted to make a positive difference to people’s lives, also employing the people we support in our servicehelps us stay person centred.
NEW ACCREDITED LEADERSHIP PROGRAMME
WOULD YOU LIKE TO HAVE A TEAM OF ASPIRING LEADERS IN YOUR ORGANISATION WITH THE SKILLS AND KNOWLEDGE TO LEAD TEAMS?
DO YOU WANT TO RETAIN AS MANY OF YOUR TEAM AS POSSIBLE?
If the answer to the above is yes then you can access a CPD accredited programme that is included within your membership (so completely free) specifically for Deputy Managers and Aspiring Leaders.
Due to the successful pilot with Bradford Care Association, we are delighted to roll this out to all our Care Association Hubs
WHAT’S INCLUDED?
The programme format is as follows
1.Online introductory session for Registered Managers & Deputy Managers to understand the course content & IHSCM portal to record CPD
2.Module 1 - Me, Myself & I – online
3.One in-person session at a venue in your local area – Modules 2 (High Performing Teams), 3 (Leadership Excellence) and 4 (Change Management)
4.Embed learning in the workplace
5.Online follow up, evaluation and next steps
TESTIMONIALS
“I found the course to be extremely enlightening and engaging. It introduced me to a wide array of techniques and strategies that I am eager to implement in my current role. As someone who aspires to become a registered manager, the insights I gained from this programme are invaluable and will undoubtedly aid me in reaching my goal.
The face-to-face training day was a highlight for me as it provided a great opportunity to interact with fellow participants and also the Trainer with her wealth of knowledge and experience.
I wholeheartedly recommend this programme to any deputy manager looking to enhance their leadership skills. ”
J Barraclough Trainee Deputy manager Aspire 2B Care
Oluwatosinloba Adewunmi,
IHSCM Member.
Social Media in Health and Social Care:
Why Leadership Matters
Social media has become a potent force across generations, often serving as the first port of call for individuals who sense something unusual in their health.
This digital transformation has enabled individuals to book GP appointments, receive health guidance, and access health educational content all from the comfort of their own homes.
While this accessibility fosters well-being and saves time, it also raises critical questions about the role of leadership in ensuring accuracy, professionalism, and equity in how health information is accessed by the public.
The med care as l incre soci share verified medical and social care advice through evidence-based posts and videos.
These professionals demystify otherwise complex processes and guide their audience toward trusted services, empowering individuals to make more informed decisions.
These initiatives also demonstrate workforce innovation by encouraging clinical teams to become confident digital communicators.
Social media also plays a vital role in presenting facts based on evidence and alleviating fears or stigma associated with medical myths.
Leadership excellence is achieved when those in the senior leadership team within healthcare increase public perception and promote the idea that seeking health information through verified social media and evidence-based sources is acceptable and encouraged; these campaigns improve access and outcomes for individuals who might otherwise delay intervention.
While we celebrate this innovation, it must be approached with caution.
Social media cannot replace the informed assessments made by doctors, nurses, or therapists; reliance on unverified content can lead to misdiagnosis, inappropriate self-treatment, or delayed care.
The greatest risk often stems from unqualified individuals posing as health experts.
These “unlicensed advisors” frequently peddle misleading remedies or wellness trends without scientific backing, undermining professional standards and eroding public trust.
As health and social care evolve in terms of digital innovation and leadership excellence, several additional competencies will enhance their effectiveness and ensure efficiency.
One such competency is operational leadership. While everyone is a leader, certain individuals are positioned to lead others correctly.
In the context of health and social care, the relevant regulatory bodies should extend their regulations to ensure that information disseminated to the public via social media is genuine.
I recognise this may seem unrealistic, but small steps can lead to the overall change we desire.
Everyone, whether involved in health and social care or not, bears the responsibility to provide verifiable information; this act goes beyond “me, myself and I.”
I believe we must all uphold NHS values of clarity, compassion, and excellence, ensuring social media enhances access and community support without compromising professional ethics or public safety.
Finally, leadership within the health and social care sectors should consider digital stewardship, well-structured governance, and social media guidelines aligned with the standards of the NHS.
Dr Ali Aries, Dr Ros Leslie, Paul Bailey and Reena Palmer, Patient and Public Involvement and Engagement (PPIE) Contributors
The importance and benefits of
Patient and Public Involvement and Engagement
Patient and public involvement and engagement (PPIE) has been evolving since 2007 when the department of health first introduced the idea.
(1) The NIHR describe PPIE in research as ‘research being carried out ‘with’ or ‘by’ members of the public rather than ‘to’, or ‘about’ or ‘for’ them’.
(2) PPIE in research is now much more common, often expected by funders, (3, 4) and has great benefits for both the researchers and the PPIE contributors.
(5) Following a recent pilot and feasibility study, (6) where PPIE was integral to the methodology, there has been an opportunity to reflect further on the value of PPIE and consider ways for improving and developing PPIE in the future.
Involving PPIE contributors in research is important because it helps researchers understand the lived experience of people living with a certain condition e.g., stroke. Their involvement, therefore, helps keep research of healthcare interventions relevant for people with a particular condition.
PPIE contributors from different cultures can also ensure that the research is developed and conducted in an appropriate way to make it meaningful for people from different backgrounds.
A recent quote from one of our PPIE contributors, Reena Palmer, who is also an author of this article, expresses the importance of this for consideration for all our future research:
“From my experience, I know from my background Asian culture that the community does not really have an understanding of what a stroke is and how it can affect loved ones around them…it would be good if we can get the right information out there to the people who need it”
PPIE contributors add an important element to a team because they see things that researchers/educators/healthcare workers might miss because they have a different perspective on life and activities.
When considering how our PPIE contributors can work within our research teams we follow the UK standards for public involvement. (7)
This means we consider the following aspects:
1). Inclusive opportunities – we always endeavour to work with people of different ages and from different backgrounds and particularly like to hear from a variety of cultural communities and lesser-heard voices.
2). Working together – we value and respect our PPIE contributors and work in true partnership with them.
3). Support and learning – we understand that for some roles our PPIE contributors need to be trained and supported. We listen to their needs and offer learning experiences appropriate to our individual PPIE members.
4). Governance – We encourage our PPIE contributors to be part of our meetings e.g., trial management groups and part of research community meetings e.g., the Physiotherapy Research Society.
5). Communication – we are conscious of the importance of communicating in an appropriate way with our PPIE contributors –avoiding jargon and ensuring lay language is used.
We are also very conscious of the digital divide; it is important we have an awareness and try to address digital inequalities. (8) We seek to offer opportunities for our PPIE contributors to work with us in a way that suits their needs e.g., face-to-face or by telephone or post if they do not use a computer, use email or online communication methods.
6). Impact – We are very aware of the impact our PPIE input has on our research and endeavour to include PPIE work throughout the research cycle, from an early stage helping with idea generation and advising on research activities, throughout the research process and in the dissemination phase e.g., presenting and sharing findings from research studies at conferences:
Our PPIE contributors are invaluable when it comes to writing plain English summaries explaining our research and when developing participant information sheets.
They work as part of the research team, for example in our recent pilot and feasibility study, (6) PPIE contributors were appropriately trained to undertake a note-taking role within the focus groups and to help with interpreting the transcripts.
This was particularly helpful because they can offer an alternative opinion by coming from a different perspective, adding another dimension to the analysis of the data.
However, it is not just the value that PPIE contributors bring to our work, but also that our PPIE contributors find benefits from being involved. Paul Bailey, another author of this article and PPIE contributor stated:
“I personally feel that my life has improved, and I have met some great people and learnt things about myself that have made my life easier and improved the life of others”.
Clearly, there are mutual benefits for all involved.(5) PPIE is recognised in Health Education England’s first Research and Innovation Strategy for Allied Health Professions (AHPs), (9) which reflects the future direction for AHPs in delivering quality research to meet the future health demands of the population. The strategy emphasises the importance of excellence in evidence-based Allied Health practice, drawing upon expertise from the public voice.
No prior experience is necessary for people who would like to work in a PPIE contributor role. Our PPIE contributors are already ‘experts’ relating to their own conditions and experiences. Further training, as required, can be undertaken while fulfilling the role.
If you would like to become a PPIE contributor, particularly if you have experience relating to stroke as either a person who has experienced a stroke or as a carer of someone, please, contact: Dr Ali Aries at alison.aries@nhs.net
References:
1. DOH. Department of Health - Personal and Public Involvement (PPIE) [Available from: https://www.health-ni.gov.uk/topics/safetyand-quality-standards/personal-and-publicinvolvement-PPIE.]
2. Hayes H, Buckland S, Tarpey M. NIHRINVOLVE: Briefing notes for researchers: public involvement in NHS, public health and social care research 2012
3 Staniszewska S, Brett J, Mockford C, Barber R, Staniszewska S, Brett J, et al The GRIPP checklist: strengthening the quality of patient and public involvement reporting in research International Journal of Technology Assessment in Health Care 2011;27(4):391-9
4 NIHR Patient and public Involvement Reseources for applicants to NIHR research 2019 [Available from: https://www.nihr.ac.uk/documents/PPIEpatient-and-public-involvement-resources-forapplicants-to-nihr-researchprogrammes/23437.]
5. Aries AM, Bailey P, Hunter SM. The mutual benefits of patient and public involvement in research: an example from a feasibility study (MoTaStim-Foot). Research Involvement and Engagement. 2021;7(1):87.
6. Aries AM, Pomeroy VM, Sim J, Read S, Hunter SM. Sensory stimulation of the foot and ankle early post-stroke: A pilot and feasibility study. Frontiers in Neurology. 2021;12:675106.
7. UK Public Involvement Standards Development Partnership. UK Standards for Public Involvement. 2019. [Available from: https://sites.google.com/nihr.ac.uk/pistandards/home]
8 Davies AR, Honeyman M, Gann B Addressing the digital inverse care law in the time of COVID-19: Potential for digital technology to exacerbate or mitigate health inequalities Journal of Medical Internet Research 2021;23(4)
9 Health Education England Allied Health Professions’ Research and Innovation Strategy for England 2022 [Available from: https://www.hee.nhs.uk/sites/default/files/doc uments/HEE%20Allied%20Health%20Professio ns%20Research%20and%20Innovation%20Str ategy%20FINAL
Robert Szymanski, IHSCM Member.
Not Clinically Registered,
Still Accountable
I’m an operational manager without clinical registration. My perspective is as valid as anyone else’s.
Professional registration carries expertise and responsibility, but it doesn’t make one voice more legitimate than another.
Every day I work alongside clinical teams, and together we’re responsible for making services safe, effective and sustainable. My role is about creating the environment for those teams to thrive, making sure the right systems, people, processes, information and delivery are in place.
I haven’t been handed trust and credibility. I’ve worked to earn them, and I know I’ve done that with some clinicians, made real progress with others, and there are still some I need to convince.
Without a clinical background, I’m sometimes asked if I can truly understand the pressures of frontline care. I understand why those questions are asked. But I also know credibility comes from being visible, listening, understanding the context and staying relentlessly focused on outcomes, quality, safety and accountability.
I won’t compromise on separating quality and safety from operational performance. For me, they are the same conversation.
If services aren’t accessible or responsive enough, safety and quality are already at risk. That’s why I look closely at themes from incidents and complaints, and I’m always keen to implement learning.
This, alongside performance measures, patient experience and staff feedback, helps identify where improvements are needed so that I can work in partnership with teams and patients to strengthen services from end to end.
In the current NHS context, I know there’s a perception that non-clinical leaders are focused only on targets, KPIs and saving money. I’ve even heard that I care more about budget than patients. It’s not true, and it hurts to hear.
Operational leadership isn’t about numbers for their own sake; it’s about protecting patients and supporting staff, and improving care in a sustainable way.
Looking at metrics, targets and performance standards is one of the tools I use to understand what’s happening, but it’s the broader leadership - bringing people together, making decisions, and improving how services work - that creates real change.
This work sometimes brings conflict, and that’s not a bad thing. Healthy challenge between clinical and operational leaders is essential, as long as it’s done respectfully and with the same end goal in mind. I’ve challenged clinical colleagues and they’ve challenged me. We don’t always agree, but shared goals and honest conversations often lead to better solutions.
We often talk about inclusive, compassionate leadership and creating psychological safety in the NHS. If we mean that seriously, then we must also value the contribution of nonclinical colleagues, and not just in support roles, but in leading clinical services and shaping the future of care.
Liz Blacklock, RN EN(G), CEO of NACAS, Director of Lapis Care
Professionalisation:
Clearing Up What It Is (and Isn’t)
The word professionalisation comes up a lot in discussions about care. It can sound like something designed for reports or policy documents rather than something that shapes daily working life.
But from my experience as someone who has provided care, managed services, and worked for years to improve standards — it matters. It matters for those providing care, for the people they support, and for how the sector is trusted by the public.
It’s about more than a title or badge.
Professionalisation means putting care on the same footing as other professions where people carry responsibility for lives.
I often reflect on my background in nursing. When I trained, registration wasn’t optional it came with the job. At the time, I didn’t give it much thought. But after decades of being registered, I see its value clearly.
Registration shapes how I see my role, how colleagues and the public see me, and the trust placed in my work. That’s what professionalisation brings to care: clear standards, appropriate support, and recognition for the skill and judgement the role demands.
Care is far more than assisting with personal tasks. It involves noticing small changes that could signal something serious, managing risk, supporting people emotionally, and making decisions in the moment.
This work requires knowledge, attention to detail, and resilience. In most fields where people hold that level of responsibility, they have a professional structure behind them. That is what care is missing and what professionalisation aims to provide.
Professionalisation is not about limiting choice; rather, it provides an additional layer of safeguarding and protection for those receiving care. It strengthens assurance for both care professionals and those they support by embedding clear, accountable standards within practice.
With strong structures and defined expectations in place, care professionals are better equipped to exercise sound judgement, adapt to individual circumstances, and respect personal preferences.
It creates the conditions for high-quality, person-centred care without constraining discretion or flexibility.
Importantly, professionalisation is not about pushing people to do more than they wish. Not everyone seeks additional qualifications or management roles, and that is entirely appropriate. What matters is that, wherever someone chooses to be, their work is recognised, supported, and valued.
Providing safe, kind, and reliable care is essential and deserves to be treated as such.
Accountability is another key part of professionalisation. Registration provides clear expectations and gives professionals the confidence that comes with working to an agreed standard. For example, Accurate documentation demonstrates reasoning behind decisions and records the steps taken to protect those receiving care.
It supports communication, helps identify patterns, and provides protection if actions are later scrutinised.
When you value your role, these responsibilities do not feel burdensome.
Being accountable, maintaining accurate records, and working to recognised standards are simply part of doing the job well.
This work has real impact.
It contributes directly to people’s safety, wellbeing, and quality of life.
Professionalisation provides a structure that supports consistent, highquality care — and gives the public confidence in the services they depend on.
What to Expect
Discover the story behind ReelLife Conversations and how the app was created—from initial idea to real-world implementation. Learn why these types of technology are needed in today’s care landscape and what gaps it addresses for people living with dementia and those who support them
Understand who can benefit from this innovation, including caregivers, family members, and care organisations
Hear practical advice from Louise on integrating new tools into care settings and building stronger, more responsive support systems
Don’t miss this chance to be inspired.
IHSCM Members can attain 2 High Performance Leadership Framework points towards Innovation for attending this event.
This event is FREE for IHSCM members*. For those who are not yet members of the IHSCM Tickets are £32.00 (incl. VAT).
