Leader Autumn 2026

Foreword

By Dr Frances Dodd, Head of NHS North West Leadership Academy

At the NHS North West Leadership Academy (NHS NWLA), one of our key priorities this year has been aiding the implementation of the new NHS Leadership and Management Framework. This has been developed to support and professionalise leadership and management across the NHS, in response to the Messenger and Pollard Review (2022).

 The framework sets consistent, professional standards and competencies for clinical and non-clinical leaders and managers at every level of the NHS. It also introduces, for the first time, a single national code of practice across health and social care. The expected adoption of the new Framework is in the 10 year health plan, the Medium Term Planning Framework and the new NHS Staff Standard on line management.

As the NHS NWLA, we have developed many areas of regional support, such as, monthly leadership drop in webinars, which have been successfully running for over 12 months and host a community of 100+ colleagues across the North West, with FAQs, available on our website.

A comprehensive suite of modular learning and a 360° feedback tool is expected later in the year, linked directly to the framework competencies. In the interim the NHS NWLA development offers have been mapped to the Framework. You can explore these offers and find further resources to support implementation of the framework on our dedicated NHS Leadership and Management Framework webpage.

The new NHS College of Leadership and Management was also launched earlier this year, and we have taken a proactive approach to become as involved as possible, working together to develop a stronger NHS. The college is currently engaging with partners and system colleagues to listen and co-produce their offers. The NHS Leadership and Management Framework will be the practical foundation on which the College’s work will be built. At the NHS NWLA we will continue to drive these key priorities within the region and ensure we are supporting you with their implementation, to provide excellent leadership and management.

As always, please do get in contact if you would like any discuss how best we can support you.

Words from our Chair

By Prof. Silas Nicholls, Chief Executive, Lancashire Teaching Hospitals NHS Foundation Trust and Professor of Leadership and Healthcare Management, Institute of Medicine, University of Greater Manchester

The NHS is operating in an environment of unprecedented pressure – a theme running throughout the NHS NWLA’s annual Festival of Leadership 2026 this Autumn. Financial constraints, rising demand, workforce challenges and increasing public expectations mean that leaders at every level are required to navigate complexity on a daily basis.

The new NHS Leadership and Management Framework provides a shared understanding of what great leadership and management should look like across the NHS. Local approaches covered in this edition demonstrates how organisations across the North West are translating these national aspirations into meaningful cultural change.

You will also read about the work taking place to support leadership development across every stage of a leader’s journey. From the Mary Seacole Local Programme supporting colleagues taking their first steps into leadership, to the Executive Careers Hub helping future executives prepare for board-level roles, we are investing in the leaders our NHS will need for the future. Likewise, our feature on developing the next generation of midwifery leaders demonstrates how focused development can help address areas of the NHS where strong, compassionate leadership has never been more important.

The NHS Leadership and Management Framework is not only about how we lead within organisations. They are also about how we serve the communities that place their trust in us. Through our articles on anchor institutions, partnership working and the latest season of Leadership Live, we explore how leaders can work more effectively with communities, build stronger relationships and ensure that the voices of those we serve help shape decisions that affect them.

The challenge for all leaders is not simply to talk about competencies, but to embody them every day.

As you read this edition, I encourage you to reflect on how you lead, the standards you set for yourself, and the example you create for others. And if you’re looking for somewhere practical to begin, I would particularly recommend our article on developing your thinking and listening skills. It is a simple but powerful reminder that sometimes the most effective leadership improvements begin not with a new strategy or programme, but with a change in mindset and a commitment to listen more deeply to those around us.

North West Executive Careers Hub

From April 2026, the NHS North West Leadership Academy and the NHS England North West Talent team have been working together to launch a new North West Executive Careers Hub for the region.

By bringing our strengths together, we are creating a single, coordinated route for organisations to identify, develop and support talented colleagues across the system. This partnership ensures a richer, more joined up development offer, which includes North West Talent Pools, supporting aspiring CEOs and aspiring executive directors.

North West Talent Pools

In the North West, we believe it is critical for organisations to develop, manage and retain talented people at all levels.

The executive talent pools ensure senior leaders are on the right path to achieve their career aspirations. They ensure that talent is more visible, helping us to recruit and retain leaders, reduce vacancies, cut the cost of recruitment and support succession planning.

The outputs of the regional succession plan will inform future cohorts. Places are limited and members are required to actively engage with the development opportunities for the length of the programme.

Members of the North West Talent Pools are provided with two years of tailored bespoke development support, ensuring they are ready and confident to apply for future CEO and executive director roles as they step off the programme.

This development includes:

• One-to-one career development support.
• Psychometrics.
• Executive coaching and mentoring.
• Career professional networking.
• Tailored development workshops.

Our approach

The programme is structured in four stages: foundation, development, application and sustaining. The design has been developed following in-depth evaluation and analysis, to prepare a new offer for 2027-2029.

1. North West Succession Planning – A regional exercise will take place in autumn 2026. The results will be used to identify the next group of people who will join the next cohort of the North West Talent Pools.
2. Onboarding – The nominee will be invited to a launch event to commence the two year programme, a self-assessment, career conversation and their first Career Profession Network.
3. Development – Tailored workshops and specialised development to support career readiness will be accompanied by year-round support, such as coaching and mentoring.
4. Communications – Regular communications and signposting will include career development resources, vacancies and NHS NWLA offers.
5. Transition – A celebration event will mark the end of the programme, alongside alumni support as we support the transition of individuals towards their career goals.

Get in touch

Please reach out to the team to find out more about our North West Executive Careers Hub [email protected].

Using our influence to improve communities

Senior leaders from across the North West recently joined the NHS North West Leadership Academy’s masterclass on Leading Anchor Organisations, exploring how NHS organisations can use their influence, assets and partnerships to create prosperous communities.

What is an anchor organisation?

Anchor organisations are typically large, non-profit or public sector institutions that are deeply rooted within a place. Examples include hospitals, universities, local authorities, housing associations and cultural institutions.

These organisations are called “anchors” because they are tied to the communities they serve. Their long-term presence, significant spending power, employment opportunities and physical assets mean they have a unique ability to influence local economic, social and environmental outcomes.

Why does this matter for the NHS?

Hospitals and NHS organisations do far more than provide healthcare services.

Every day, NHS organisations employ thousands of people, purchase goods and services, manage extensive estates and work alongside a wide range of partners. By strategically and intentionally managing their resources and operations, anchor institutions can help address local social, economic and environmental priorities to reduce health inequalities.

By adopting an anchor mindset, organisations can maximise the positive impact of every pound spent, every person employed and every partnership created.

The NHS as an anchor institution

The Health Foundation’s influential report published in 2019, Building Healthier Communities: The Role of the NHS as an Anchor Institution, identifies five ways NHS organisations can maximise their impact:

• Purchasing more locally and for social benefit.
• Using buildings and spaces to support communities.
• Working more closely with local partners.
• Reducing its environmental impact.
• Widening access to quality work.

Where to start?

For leaders looking to explore practical next steps, a useful resource is the Anchor Institution Progression Framework Toolkit.

The toolkit provides a structured self-assessment framework to help organisations understand their current position, identify opportunities for improvement and prioritise actions across key anchor themes. While some references may now be dated, the principles remain highly relevant for organisations seeking to strengthen their contribution to local communities.

As the NHS continues to address health inequalities and improve population health, thinking and acting as an anchor organisation offers an opportunity for leaders to create impact that extends far beyond traditional service boundaries.

Find out more about future executive masterclasses as part of our Navigating Leadership series.

The value of executive coaching in times of change

Supporting leaders to thrive in complex environments.

Having recently retired after 39 years in the NHS, Julie Cheetham leaves behind a career spanning clinical practice, regional leadership and system-wide transformation.

A clinician by background, Julie spent much of her career bringing people together to improve patient care across the North West as Director of Strategic Clinical Networks, NHS Greater Manchester. Her passion has always been helping clinicians drive innovation and improve outcomes for patients.

Like many senior NHS leaders, Julie was navigating a period of significant organisational change when she accessed executive coaching through the NHS North West Leadership Academy.

“Sometimes you forget about yourself because you’re going at 100 miles an hour. I knew things were getting tough, and I thought, right, I need some me time. I needed a reset.”

For Julie, coaching provided a valuable space away from day-to-day pressures to examine challenges from a different perspective. Working with her coach helped Julie distinguish between issues she could influence and those outside her control, allowing her to focus on where she could make the greatest impact.

“I had a plan of where I wanted to get to. I just needed that assurance and reassurance for me. I needed somebody who would be objective and challenge my thinking.”

The experience reinforced Julie’s confidence in her leadership approach and supported her through a complex period of change.

“Leading with authenticity and compassion brings our NHS values to life, which in the end will bring about sustainable change.”

Looking back on her career, Julie believes leadership is about creating opportunities for others to grow and helping people reach their potential. Executive coaching provided a trusted space for reflection and development, helping her stay grounded in the values that have guided her throughout her leadership journey.

Read the full article on our website.

Leadership and Management Framework: What does it mean for me?

What does the NHS Leadership and Management Framework mean for me?

You may have heard about the new NHS Leadership and Management Framework and wondered what it means for you. Whether you’re a first-time team leader, an experienced manager, a clinical leader, or working towards your next career step, the framework is designed to support your development and help you become the best leader you can be.

About the Leadership and Management Framework

The NHS Leadership and Management Framework defines the principles, behaviours and skills the NHS expects from all its leaders and managers. It provides a consistent approach to leadership development, helping colleagues understand their strengths and areas for growth. Importantly, the framework is for all leaders and managers, regardless of profession or role. It supports people at every stage of their leadership journey.

What should I do first?

Getting started is simple.

1. Familiarise yourself with the framework

Take some time to explore the NHS Leadership and Management Framework, including the code and competencies.

2. Identify your stage

The framework is organised into stages, reflecting different leadership responsibilities and experiences. Each stage includes example personas and development opportunities to help you identify where you currently fit. Don’t worry about getting it perfect – the framework is intended to support reflection and development, not assessment.

3. Complete your self assessment

The online self-assessment helps you reflect on your leadership and management strengths and identify areas for development.

Top tip: Set aside some dedicated time to complete it thoughtfully. The assessment typically takes 30-45 minutes to complete.

4. Review your report and create a Personal Development Plan

Once you’ve completed the self-assessment, you’ll receive a personalised report highlighting your strengths and development opportunities. Use these insights to have a meaningful development conversation with your line manager and create or update your Personal Development Plan (PDP). Be sure to align any actions with your organisation’s existing appraisal and development processes.

What’s next?

A comprehensive suite of modular learning and a 360° feedback tool is expected later in the year, linked directly to the framework competencies. When new resources become available, please revisit your development plan and consider how these opportunities can support your ongoing growth.

The Leadership and Management Framework is not about passing or failing. It’s about understanding yourself as a leader and taking ownership of your leadership journey.

If you are part of a team implementing the framework within your organisation, please join us at our next Leadership Drop-In to join a community of colleagues on the same journey.

Find out more about the NHS Leadership and Management Framework on our dedicated webpage.

Next Steps in Midwifery Leadership: Supporting the future leaders of maternity services

By Claire Mathews, Regional Chief Midwife, NHS England North West

Maternity care is a high profile, high pressure environment, which had seen a reduction in early career midwives wanting to step into leadership roles. In 2025, the North West Regional Maternity Team recognised a growing need to support the next generation of maternity leaders.

To address this, the NHS North West Regional Maternity Team partnered with the NHS NWLA, the National NHS Leadership Academy and Challenge for Care to create Next Steps in Midwifery Leadership, a bespoke programme combining the Edward Jenner programme with maternity-focused action learning and collaborative workshops.

A bespoke approach to leadership development

The programme combined four Edward Jenner online learning modules over a 12-month period with six collaborative workshops delivered through a mix of virtual and face-to-face sessions. This blend of individual and group learning enabled participants to develop leadership knowledge, share experiences and apply learning to real world maternity challenges.

To support personal growth, participants completed a personalised development insight tool, helping them gain a deeper understanding of themselves, their behaviours and their impact on others. Participants were also given access to a mentor.

Building confidence and leadership capability

The programme equipped participants with the skills, knowledge and confidence to develop as leaders within maternity services. Participants reported increased confidence in demonstrating leadership competencies, including those required for key roles such as labour ward coordinator. They strengthened their teamwork, communication and relationship-building skills while gaining a clearer understanding of leadership and the role leaders play in influencing positive change.

The programme also enabled participants to:

• Build confidence and competence as leaders.
• Improve workplace relationships and team effectiveness.
• Make meaningful improvements to services and team working.
• Prepare for future leadership opportunities.

Feedback from participants

Participants highlighted the positive impact the programme had on their professional development and self-confidence.

“It equipped me with lots of tools to navigate difficult situations and conversations, as well as support others in a positive way.”

“Excellent programme for those willing to explore and aspire to be great leaders. Many motivational speakers whose journeys are instrumental in showing how resilience, persistence, discipline, and knowing your true self can help you follow your dreams and develop into a great leader.”

“I loved it. Everyone was approachable and available to answer any queries I had. The programme was very well organised.”

Career progression

The programme had a positive impact on career aspirations and progression. Most participants felt more confident about pursuing their next career steps, with over a third securing promotions or secondment opportunities during the programme.

Investing in the future of midwifery leadership

32 participants commenced the Next Steps in Midwifery Leadership programme, with 82% (28) completing it. Of those who completed the programme, 93% (26) also achieved the Edward Jenner Leadership Certificate.

Through a combination of nationally recognised leadership learning, bespoke midwifery development and peer support, participants developed the confidence, skills and networks needed to lead effectively.

The programme demonstrates how targeted leadership development can equip the next generation of midwifery leaders to deliver high quality care and lead positive change.

“It has been a privilege to see the growth in confidence, capability and ambition demonstrated by participants throughout the Next Steps in Midwifery Leadership programme. By combining a nationally recognised NHS Leadership course with face-to-face workshops focused on the realities of maternity services, the programme has supported emerging leaders to recognise their strengths and take the next steps in their leadership journey. The future of maternity services relies on strong, compassionate and inclusive leadership at every level. We remain committed to supporting organisations and individuals across the North West to develop and sustain a strong pipeline of midwifery leaders for the future.”

Claire Matthews, Regional Chief Midwife, NHS England North West

Read Celena Biggs’ case study to learn more about the impact the programme has had on participants and their leadership journeys. For information about bespoke leadership development opportunities, contact the NHS NWLA at [email protected].

Our C.A.R.E. Leadership Way

Shining a spotlight on how members can draw on NHS North West Leadership Academy’s in-house expertise and our trusted commissioning model, to access tailored support shaped around local priorities.

Stockport NHS Foundation Trust (SFT) and Tameside and Glossop Integrated Care NHS Foundation Trust (TGICFT) are working in partnership, sharing leadership, aligning priorities and planning together, while each trust keeps its own identity. The collaboration has a shared identity, the South East Sector Health Care Partnership.

A key stage of this journey was the co-design of shared values across both organisations, which now underpin the values-based leadership approach at the trusts: the C.A.R.E. Leadership Way.

The “C.A.R.E. Leadership Way” is an overarching leadership approach that guides leaders across both trusts. It is built around a shared leadership commitment:

“We lead with compassionate accountability, creating an environment of respect and inclusion, to deliver excellence in our services and meet our vision as a trust.”

The approach is underpinned by three principles:

Coaching: Embedding a coaching mindset and principles to empower staff and encourage an open and transparent culture.

Inclusion: Championing inclusive practices and proactively bringing missing voices into decision-making.

Emotional Intelligence: Recognising and managing emotions and responding empathetically to others.

The approach was developed in line with the national NHS Leadership and Management Framework.

The C.A.R.E. Leadership Way recognises the professional diversity and range of leadership and management roles and development needs across the staff population. Leaders and managers identify their priority development needs, based on 3 key strands of excellence:

People Management Excellence: Focused on the day-to-day ‘moments that matter’ with colleagues, equipping leaders to manage individuals and teams effectively.

Operational Management Excellence: Focused on developing the capabilities needed to manage operations with confidence, sound governance and accountability.

Leadership Excellence: Focused on creating accountable, compassionate, and visionary leadership that enables innovation, collaboration, influencing, and relationships building.

Working with the NHS North West Leadership Academy

Through strong relationships, listening and tailored leadership development support, the NHS NWLA has worked to connect local ambitions with wider development opportunities, helping to strengthen leadership capability, collaboration and inclusion across the South East Sector Health Care Partnership.

To support the delivery of the C.A.R.E. Leadership Way, the NHS NWLA has helped connect the trusts’ internal development offer with regional leadership opportunities. This is reflected within the Leadership Excellence strand, which includes a range of interventions designed to support leaders at different stages of their development journey.

One element of the Leadership Excellence strand is the Leading with Impact Programme, for senior and mid level managers across the partnership. This cohort-based programme includes five day-long modules, facilitated psychometric feedback, facilitated 360 feedback through the HLM 360 feedback tool, and opportunities for coaching, either internally or externally.

The NHS NWLA is also supporting the South East Sector Health Care Partnership’s integrated board, including the commissioning of an executive level facilitator from the NHS NWLA’s Board framework to help design and deliver a bespoke joint board development journey.

In January 2025, the South East Sector Health Care Partnership launched applications for the Elevate with C.A.R.E. Programme to address representation and progression gaps in leadership across both organisations. The Elevate with C.A.R.E. Programme was co-designed with a leadership and inclusion specialist from the NHS NWLA’s leadership development framework.

The programme facilitator’s services were made available to Stockport NHS Foundation Trust and Tameside and Glossop Integrated Care NHS Foundation Trust through the NHS North West Leadership Academy’s commissioning frameworks.

Outcomes for the first cohort of the Elevate with C.A.R.E. Programme include:

• 3 have started new roles.
• 7 have applied for a new role.
• 1 has applied to be a RISE network chair.
• 1 has become a health and wellbeing champion.
• 1has been part of an interview panel.
• 2 have completed Professional Nurse Advocate Training.
• 1 has completed Cancer Ambassador training.
• 1 has become a health and wellbeing champion.

Find out more about the C.A.R.E. Leadership Way.

Practical tips for developing your thinking and listening skills as leaders and managers

By Shirley Johnson, Independent Executive Coach, Time to Think Consultant

Interruption kills thinking. As leaders and managers, if we want to develop our thinking and listening skills, we simply need to make a promise to ourselves and others that we will not interrupt them. Simple and extremely difficult.

We live in an interruptive culture. In organisations, working under constraints of time, budgets, and the pressure to deliver ‘more for less’, we can find ourselves interrupting and being interrupted almost constantly. The justification for this is that time is tight, meetings have to show results, and (if we are really unfortunate) unless we interrupt, compete and strive to put our ideas forward, we will not be heard.

Allow me to offer an alternative view, based on my experience of the Thinking Environment, developed by Nancy Kline. The Thinking Environment proposes that in order for us and those around us to think at our finest, bravest, independently and creatively, we must promise not to interrupt each other. The promise of attention without interruption creates freedom to think for ourselves and as ourselves and, counter-intuitively, saves time.

Meetings conducted using a Thinking Environment approach create an opportunity for everyone to be heard, and everyone’s ideas to be explored. The same principle applies in one to one meetings, including coaching, mentoring, appraisals and routine catch-ups. If both parties agree to share the time equally, and allow each other to think and speak without interruption, time is saved and ideas blossom.

How to begin? Start small if this is new to you. Take five minutes where you promise to listen to a colleague without interruption and then ask them to offer the same to you. Notice how it feels and what emerges if, instead of jumping in with your own thoughts, you allow a pause to develop and your colleague’s freshest thinking to emerge. You may be surprised at how much you can accomplish with just a few minutes of attention without interruption.

Exploring the Thinking Environment is one of many coaching CPD topics, available as part of the NHS NWLA’s coaching support offer. Find out more on our events page.

The North West Coaching and Mentoring community comes together

The NHS North West Leadership Academy is delighted to announce our annual Coaching and Mentoring Network Learning Event is set to return in 2027.

Supported and developed by our NHS NWLA North West Coaching and Mentoring Champions, the event will bring together coaching and mentoring professionals and practitioners from across the North West for a day dedicated to listening, reflecting and learning together.

As coaching and mentoring continues to play a vital role in supporting our people, teams and organisations, the annual Network Learning Event has become a key date in the coaching and mentoring calendar, creating a valuable space for professional development, collaborative learning and meaningful networking.

What last year’s participants said:

“An excellent event, thank you.”

“Relevant, insightful and purposeful event, really enjoyed it.”

“All speakers and topics were engaging and excellently presented.”

A day of learning and connection

The event will feature a range of engaging and thought-provoking activities designed to support continuing professional development and inspire coaching and mentoring practice.

Attendees can look forward to:

• An inspiring keynote speaker sharing insights and perspectives on the future and impact of coaching and mentoring in the workplace.
• A coaching and mentoring panel discussion, bringing together experienced practitioners to share their experiences, challenges and lessons learned from supporting colleagues across the system.
• A series of interactive CPD sessions, providing opportunities to explore new approaches, develop skills and engage in discussions with peers.
• Dedicated opportunities to network and exchange ideas with colleagues from across the region and learn from members within our coaching and mentoring community.

Celebrating our North West achievements

This event will also be an opportunity to celebrate the achievements of our North West coaching and mentoring community over the past year. We will acknowledge the contributions of colleagues who continue to champion coaching and mentoring and reflect on the impact it has on individuals, teams and organisations across the region.

We look forward to welcoming coaching and mentoring colleagues from across the North West to Hallé St Peter’s on Thursday 4 March 2027 for a day of listening, reflection and collective learning.

Book your place.

Strengthening leadership development across the North West: The Mary Seacole Local programme

“This isn’t just an achievement, it’s a stepping stone, and I look forward to applying everything I’ve learned to make meaningful contributions within the NHS and beyond. You haven’t just helped us pass a programme, but you’ve inspired us to lead with confidence, compassion, and courage.”

MSL participant

The NHS North West Leadership Academy has made a significant investment in developing and sustaining the Mary Seacole Local (MSL) programme, a high-quality local leadership offer. By investing in a regional delivery model, the NHS NWLA is helping to build a sustainable pipeline of compassionate, skilled and confident leaders across the North West.

As the regional licence holder for the MSL programme, the NHS NWLA has created a collaborative model that enables a greater number of organisations to deliver this nationally recognised leadership development programme, without the need to purchase and maintain an individual licence. This approach has reduced costs across the system and expanded access to leadership development opportunities throughout the region.

Today, seven member organisations are actively delivering the programme across the region, supported by a network of trained facilitators. In addition, we continue to invest in funded places on the programme for local providers, helping to remove financial barriers and ensuring that emerging leaders can access high quality development opportunities close to home.

Through the NHS NWLA’s coordinated regional approach, host organisations have established a community of local facilitators who bring extensive knowledge of North West health and care systems, enriching the learning experience and ensuring relevance to local leadership challenges and opportunities.

Supporting first time and aspiring leaders

Mary Seacole is a nationally recognised leadership development programme for first time and aspiring leaders working in health and care.

Who is the programme for?

The programme is specifically designed for individuals in their first formal leadership position or aspiring leaders. Participants should have responsibilities for people and services and be able to apply their learning directly within their workplace.

Learners are expected to commit to a minimum of five hours of study per week throughout the six-month programme.

Individual benefits

• Encouragement to look within you for the right leadership style, rather than comparing yourself to others.
• Increased awareness of your abilities, and how your behaviours might impact others.
• Greater self-awareness and emotional intelligence, enabling you to work with others more effectively.
• Leadership and Management fundamentals.

“The course has been incredibly useful and beneficial to me, both in terms of leadership development and in helping me reflect more deeply on how I approach challenges in my role.”

MSL participant

Organisation benefits

• A wider pool of professional skills to draw on within the organisation.
• Leaders who have powerful strategies to achieve change.
• Structured, evidence-based perspectives on decision making which have a positive impact.

“I really enjoyed the course and it was great connecting with new people from different organisations.”

MSL participant

Accessing the North West Mary Seacole Local programme

The Mary Seacole Local programme is available across the North West at a cost of £150 per participant.

The NHS NWLA are working with local hosts to coordinate places on cohorts across the system. For information about upcoming cohorts and available places, please contact [email protected].

“We have had our first cohort which we have facilitated where we have had participants join us from other organisations and it was a great experience. The opportunity it gave participants for cross organisational networking and learning has been fantastic.”

MSL host East Lancashire Hospitals NHS Trust

To find out more information about the Mary Seacole Local programme visit our website.

It takes on average only 90 days to be offered a place on a local programme.

For further insight into the programme’s impact, read the case study: Learn and Grow Together with the Mary Seacole Local Programme.

Development on demand: Leadership Live

The NHS North West Leadership Academy’s monthly podcast series, Leadership Live, launches its third season this autumn.

Welcoming leaders from across the region to delve into the challenges and opportunities shaping the future of health and care, each episode provides insight and inspiration for listeners to develop and reflect on their own leadership practice.

Start your leadership playlist with our latest highlights below and follow the series for new episodes coming soon. Listen now.

From hospital to community: Insight from ‘This Van Can’ cancer awareness initiative

What can happen when a public health campaign moves into community spaces and meets people where they are? As healthcare delivery shifts from hospital to community and from sickness to prevention, this episode sheds light on the community-driven health initiative ‘This Van Can’ launched by the Greater Manchester Cancer Alliance, joined by Alison Jones, Director of Cancer Commissioning and Early Diagnosis. This campaign is breaking down the stigma around talking about cancer and helping people recognise symptoms early.

The power of VCFSE partnerships and lived experience

This episode explores the vital role that voluntary, community, faith and social enterprise (VCFSE) organisations play in tackling health inequalities and helping services better meet the needs of local communities. Joined by Katya Pursall, Strategic Lead, 10GM and Mark Jepson, Coproduction Lead, Greater Manchester Combined Authority’s Changing Futures programme, they discuss how health and care organisations can build stronger relationships with community organisations and create the conditions for genuine collaboration and more inclusive, person-centred services.

Prevention in action:

Taking a systems-level look at improving population health outcomes across Greater Manchester and the North West through healthier lifestyle interventions and strategic collaboration. Focused on testing and scaling new approaches, Warren Heppolette, Director: Prevention Demonstrator, Greater Manchester Combined Authority, describes what successful prevention looks like in practice.

Coming next: Strengthening our communities with Mike Barker, Deputy Chief Executive, Oldham Council and Place Director

As systems look to shift care closer to home, strengthen prevention and tackle health inequalities, neighbourhoods are increasingly seen as the place where meaningful integration happens and where relationships between services and communities can have the greatest impact. Mike discusses neighbourhood-based approaches to improving population health and strengthening community resilience.