KEYNOTE SPEAKERS

David Shaw

'Leadership - this time it's personal'

David will talk about what good leadership means to him. While there are endless debates as to whether leaders are born or made, David believes that we can all be, if not perfect, then at the very least, better leaders and to make a real difference to the people we lead.

Chief Constable in West Mercia Police
Lead on Crime and Counter Terrorism
National lead for Conflict Management
Supervisor at Cambridge University on the Criminology and Police Leadership Masters Course

Dr Amar Shah

'How QI can improve population health and tackle inequalities'

This session will describe how we can use our existing skills in quality improvement to tackle complex issues related to population health and inequalities, drawing from examples and stories of national improvement work by the Royal College of Psychiatrists, and quality improvement projects at East London NHS Foundation Trust.

Consultant forensic psychiatrist & Chief Quality Officer, East London NHS FT

National improvement lead for mental health, RCPsych

Honorary visiting professor, City University (London) & University of Leicester

Paul Maubach

'Integrated Care Systems: the future'

Paul Maubach has worked in the NHS for over 30 years – and has worked in a wide range of roles from specialised services through to primary care; as a Clinical Commissioning Group CEO and as an ICS leader. He is a professional accountant with a masters in leadership and organisational development and he led the development of one of the national vanguard new care models that helped inform the NHS long-term plan.

Strategic Advisor for Integrated Care Systems collaboration across NHS Midlands region;

previously lead for the Black Country ICS

Dr Michael Page

‘QI as institutional entrepreneurship: how to implement change in the face of resistance’

What I noticed when working with the Chief Registrars (and later produced a research poster about) was the nature of the opposition they faced and the sophisticated range of techniques they deployed in order to deal with resistance. I conceptualised their activity as ‘institutional entrepreneurship’ which, analytically, helped to explain and contextualise a lot of the resistance they faced, without demonising the resistors, as well as conceptualising their ways of working in order to keep going with their change agency. The result was quite a coherent (in my humble opinion!) account of why and how trainees encounter resistance when implementing QI, and the types of action they can take in order to make change happen.

Director of Awards at ASME and an ASME board member.

Co-lead, MA in Education for Clinical Contexts

& Level 7 Apprenticeship/PG Cert in Clinical Education

Institute for Health Sciences Education,

Barts and The London School of Medicine and Dentistr