• Working collaboratively with nursing and midwifery professionals, representatives from the wider health and social care community and members of the public
• Reviewing education standards and quality assurance processes and introducing a new framework for education
• Updating and introducing new standards for nursing, midwifery, return to practice, nursing associates, education and training and prescribing
• Tackling the issue of employers referring nurses to the NMC without investigation
• Changing the emphasis on blaming the individual and ensuring that underlying causes of safety errors are not being missed

• Extraordinary leadership challenges highlighted 
• Development of Nightingale Frontline In response to the overwhelming emotional pressure of the frontline nurses and midwives 
• Leadership development at all levels remain a priority 
• Global health inequities have been highlighted 

• Responding to a dramatic increase of patient referrals resulting in additional stress to the two-week wait referrals
• Arranging telephone calls with patients referred into hospital via a two-week wait referral
• Deciding on the order of treatment and ensuring the best course of action for the individual patient
• Speeding up time to diagnosis by allowing patients to go directly to test and biopsy prior to their outpatient appointment
• Achieving a significant reduction in the average amount of time between referral and being seen in hospital and high levels of patient satisfaction

• Putting support in place where needed and ensuring that managers encourage and support staff to seek help
• Promoting mental wellbeing in teams through good quality communication and accurate updates
• Developing healthy lifestyle strategies including healthy eating and sleeping patterns, staying hydrated and keeping up social contact with support networks
• Using a dedicated NHS staff mental health helpline for psychological support and signposting to services
• Being mindful of the impact of social media posts on colleagues and members of the public

• Stabilising the nursing and midwifery workforce, therefore ensuring safe and effective care
• Assuring the public, the Minister, the Department of Health (DoH) of the effectiveness and impact of person centred nursing and midwifery care
• Facilitating the adoption of a population health approach across nursing and midwifery practice resulting in improved outcomes for people across the lifespan
• Enabling the transformation of HSC service through enhancing the roles of midwives and nurses within and across a wide range of MDTs/services

• Measuring the current state and prevalence of mental ill health among nurses and midwives and analysing which factors influence mental health and wellbeing
• Managing the effects of discrimination, harassment and violence experienced by nurses
• Providing occupational health support for all nurses to self-refer to and ensuring that occupational health staff are aware of working conditions of staff and how they can impact on mental health and wellbeing
• Ensuring that NHS organisations implement and adequately resource the recommendations form NHS Improvement and Employers on ways to enhance health and wellbeing of staff
• Promoting a workplace culture that recognises the risks to staff wellbeing and encourages rather than stigmatises help-seeking

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• Opening up a career pathway to HCAs and developing a more flexible workforce to better meet the needs of a diverse patient population
• Funding the training programme through HEE and subsequently developing the programme into an apprenticeship to be funded through the apprenticeship levy
• Maintaining a strong partnership with partner trusts and Birmingham City University with monthly meetings to manage placements across the fields of nursing
• Supporting nursing associates for their first 12 months post registration
• Promoting understanding of the role among staff, patients and the local population

• We know PICU staff experience high levels of burnout and compassion fatigue, but there isn’t much literature about how to address this problem
• The pandemic has brought staff wellbeing into focus
• We have explored initiatives put in place at Birmingham Children’s Hospital to improve staff wellbeing, both before and during the pandemic
• We have carried out in-depth interviews with staff to explore their definitions and experiences of staff wellbeing