Meet the finalists

This nomination recognises the implementation of a blood-borne virus (BBV) opt-out testing programme across Emergency Departments in Hull, Grimsby, and Scunthorpe, led by Nick Easom and a multi-disciplinary team. The programme enables routine HIV, hepatitis B, and hepatitis C testing for patients requiring blood tests, increasing early diagnosis and access to treatment in high-prevalence areas. The initiative addresses significant public health challenges, including high rates of undiagnosed infection and late diagnosis, with local data showing elevated prevalence and reinfection rates. In its first three months, the programme achieved a 76% screening uptake and identified 50 new patients, linking them promptly to care. Early diagnosis enables timely treatment, preventing serious complications, reducing transmission, and improving long-term outcomes. Delivery required extensive collaboration across departments including Emergency Medicine, Infectious Diseases, pathology, digital, and BI teams, alongside robust staff training and pathway development to embed sustainable practice.

The Hull CDC Phlebotomy Nursing Team, led by Senior Sister Catherine Hellewell, has transformed access to blood testing services across the Humber region, significantly reducing delays and improving patient pathways. Since relocating to the new Hull CDC, the service has expanded from a small pilot to supporting 16 specialties and 22 GP practices, enabling faster, often same-day access to testing. This has reduced waiting times and travel to acute sites, with over 2,000 primary care patients benefiting. Through collaborative working across primary, secondary care, and the ICB, the team has streamlined referral pathways and improved accessibility. Patient throughput has increased from 20 to over 100 patients per day, reducing demand on outpatient departments by around 160 patients per week. Patient feedback is consistently positive, highlighting convenience and speed. The team has also introduced a specialist ‘difficult to bleed’ clinic using vein-finding technology to improve care for complex patients.

The HUTH Transcatheter Aortic Valve Implantation (TAVI) Team has delivered a transformational redesign of the aortic stenosis pathway, significantly improving access, outcomes, and efficiency across the Humber region. By introducing structured triage, digital MDT processes, and a rapid-access assessment model, the team reduced referral-to-decision times from over six months to under six weeks and improved RTT performance despite a 300% rise in activity. Annual procedures have increased from 70 to 220, supported by streamlined diagnostics and a one-stop assessment approach that reduces outpatient visits. The adoption of a ‘minimalist TAVI’ model has shortened hospital stays, with many patients discharged within 24–48 hours, improving experience and releasing bed capacity. The pathway redesign also addresses inequalities by reducing travel, simplifying referrals, and improving access for frail and elderly patients in deprived communities. This sustainable, system-wide transformation delivers earlier treatment, fewer emergency admissions, and improved patient outcomes.

The Goole Acute Therapy Team played a central role in establishing a unified Elective Orthopaedic Hub, creating a single patient pathway from pre-assessment to discharge across Hull and Northern Lincolnshire. This required a complete redesign of therapy services, delivered through flexible working and innovative approaches. Therapy hours were extended to 8pm within existing staffing to support same-day mobilisation and discharge, while a new pre-assessment programme using digital resources and face-to-face education improved patient understanding and autonomy. Staff training enabled ward teams to mobilise patients on day of surgery, reducing reliance on therapy availability. Additional outpatient physiotherapy classes increased capacity by 12 patient contacts per week and enhanced patient experience through peer support. These changes led to a significant reduction in length of stay from an average of 3.3 days in 2022 to 1.3 days in 2025, with increasing numbers of same-day discharges, demonstrating improved flow, efficiency, and patient outcomes.

The North Lincolnshire Integrated Discharge Team (IDT) has delivered region-leading improvements in patient flow through a fully integrated health and social care discharge model. Operating in a high-pressure system where No Criteria To Reside (NCTR) remains a major driver of delays, the IDT has significantly reduced post-NCTR length of stay to 2–5 days—the lowest across Humber and North Yorkshire. Through daily multi-agency coordination, earlier referrals, structured huddles, and proactive pathway management, the team has improved discharge throughput, reduced unnecessary delays, and supported smoother transitions into community care. Their work has reduced operational waste, improved decision-making, and maintained flow during periods of escalation, including winter pressures. Additional benefits include improved weekend and early-day discharges, supporting hospital-wide flow and reducing congestion. Investment secured through ICB funding and additional step-down capacity reflects the success and sustainability of the model. The IDT has demonstrably improved patient experience, safety, and system efficiency through coordinated, patient-centred discharge planning.

The Pharmacy and Patient Discharge Assistant (PDA) teams redesigned discharge medicines processes across frailty wards using a simple digital solution, significantly improving flow without additional funding or staffing. By replacing phone calls, bleeps, and paper-based communication with a shared Microsoft Teams system, they created real-time visibility of discharge requests and enabled pharmacists to respond quickly and coordinate effectively. This reduced average discharge prescription processing time by 24% (from 1 hour 53 minutes to 1 hour 26 minutes), while activity increased by 19%, releasing approximately 31 hours of capacity per week. Early clinical checking reduced rework, improved medicines safety, and prevented delays caused by last-minute changes. The model enhanced teamwork, ensured continuity across staff absences, and reduced wasted effort such as duplicated communication and unnecessary movement between wards. The approach has improved patient experience, reduced operational pressure, and is now spreading organically across other teams, demonstrating sustainability and system-wide impact.

Following the withdrawal of a national breast screening software system, this team urgently developed a new surveillance pathway to protect follow-up care for approximately 4,450 patients annually, including cancer survivors and high-risk groups. Using existing Trust systems (Lorenzo and Soliton), they created an integrated process to track patients, schedule mammograms, complete regulatory requirements, and manage reporting workflows efficiently. The team transferred existing patients onto new access plans and manually created thousands of missing requests to ensure full compliance. They designed automated reporting routes, ensuring abnormal results were escalated to MDTs while routine results generated patient letters promptly. Delivered in just eight weeks through intensive collaboration across radiology, surgery, administration, IT, and PACS, the system was rigorously tested and refined using trial patients. It has now been implemented successfully with no disruption to patient care, maintaining early detection of recurrence while avoiding thousands of unnecessary clinic appointments and preserving clinical capacity.

In just two years, Dr Batac has delivered exceptional transformation across haematology services through leadership, innovation, and national influence. She strengthened thrombosis care by improving collaboration between hospital, community DVT services, and specialties, and by introducing clear, evidence-based guidelines to improve safety and consistency. She expanded obstetric haematology services across HUTH and NLAG, improving access and coordination for high-risk patients, while contributing to key governance committees. Her quality improvement work includes multiple completed audits leading to service improvements and new research into cost-effectiveness. She developed the UK’s first bone marrow biopsy simulation training programme and supports international workforce development through training initiatives. In research, she has contributed to UK-first clinical trials and national grant applications addressing unmet patient needs. She also modernised haemophilia services with patient-initiated follow-up and virtual clinics, and delivered the UK’s first Marstacimab treatment, bringing national recognition and transforming patient care locally.

The Patient Meals team introduced a highly effective initiative to reduce food waste, costs, and environmental impact across HUTH. By transitioning from bulk meal packaging to single-portion options, they tackled inefficiencies that previously led to over-ordering and significant waste. This required major operational changes, including adapting storage systems, production processes, and ward-level ordering practices, alongside staff engagement to shift behaviours around ordering ‘just in case’. Despite these challenges, the initiative achieved measurable results, reducing waste by 35,046 meals within six months and saving nearly £15,000. In addition, the team launched a recycling scheme for meal trays, returning almost 24,000 trays to suppliers for reuse, contributing to significant carbon savings and reducing pressures on onsite waste teams. The project relied on strong collaboration across production, ward catering teams, and logistics, demonstrating how practical frontline innovation can deliver substantial financial, environmental, and operational improvements while maintaining high-quality patient service.

Claire Glenville has delivered a transformational quality improvement project to improve engagement and wellbeing for Bank staff through the creation of the “Dandelion Suite.” Recognising low engagement, burnout, and lack of belonging among Bank nurses, she led a project using the A‑EQUIP framework to embed restorative clinical supervision and create a safe, dedicated space for reflection and support. The initiative removed significant barriers to engagement, replacing impersonal and anxiety-provoking processes with a welcoming, psychologically safe environment. As a result, engagement with supervision has increased, with staff reporting feeling valued, supported, and more confident to reflect and speak up. This has improved teamwork, communication, and patient safety by reducing burnout risks and supporting better decision-making. The project also delivers organisational benefits, including improved retention, reduced sickness absence, and lower reliance on agency staffing. Recognised nationally and supported by digital feedback and workforce analytics, the model is measurable, sustainable, and scalable across the NHS

Lucy Nash, Community Practice Development Nurse, has made a significant and measurable impact on staff engagement, wellbeing, and patient care within just two years. She has introduced innovative initiatives to support staff development and cohesion, including a tailored community “care camp” programme and ongoing monthly support for newly qualified nurses, ensuring confidence and autonomy in practice. Through regular one-to-one support, Professional Nurse Advocate work, and Mental Health First Aider training, she has created a psychologically safe environment where staff feel valued and supported. Lucy’s hands-on clinical leadership strengthens skills and confidence, while her work aligning practice with NICE guidance and developing SOPs ensures high standards of care. She also actively supports career progression across all levels, from apprenticeships to specialist training and leadership roles. Her impact is reflected in improved staff satisfaction, with benchmarking data showing high levels of happiness, satisfaction, and work–life balance, alongside strengthened team culture and patient care delivery.

The Nuclear Medicine team have transformed staff engagement through a simple yet highly effective team social calendar initiative. Beginning with informal local outings, the programme has expanded into regular craft mornings and game nights, creating inclusive, low-pressure opportunities for colleagues to connect outside clinical work. These activities have significantly improved morale, team cohesion, and wellbeing, particularly benefiting international staff by helping them settle into the local community. The initiative has fostered a supportive culture where staff feel valued and connected, which has translated into improved teamwork and patient care. Staff frequently demonstrate increased flexibility and commitment, such as voluntarily staying late to complete clinical work before social events, ensuring patient needs are met. The initiative has also reduced stress and enhanced communication, creating a calmer, more collaborative working environment. Importantly, this is a sustainable, staff-led model that continues to grow, empowering team members to contribute ideas and strengthen shared pride in the service.

Katie Hodgson, Principal Clinical Psychologist, led a transformative initiative to tackle HIV stigma across the organisation, ensuring patients receive equitable, compassionate care. Recognising that stigma continued to negatively impact access to services and wellbeing, she spearheaded the organisation’s journey to achieve HIV Confident accreditation. This required delivering a comprehensive programme of work, including a large-scale staff survey, policy review, organisation-wide eLearning, and impact monitoring. Engagement was significant, with over 900 staff responses highlighting gaps in knowledge, outdated perceptions, and lack of training. Katie used these insights to drive targeted education and raise awareness, working collaboratively across departments including communications, occupational health, and executive leadership. Her leadership resulted in successful HIV Confident status in January 2026, demonstrating measurable cultural change. By improving staff understanding, visibility of services, and confidence in care delivery, her work reduces stigma, supports earlier engagement with healthcare, and ensures people living with HIV receive fair, high-quality care across all services

The REACH (Reasonable Adjustments for Equity, Accessibility and Confidence Hub) programme, led by Lynne Stothard with strategic oversight from Sarah Addleshaw and Lindsey Harding, has delivered a transformational improvement in support for staff with disabilities. Established to address inconsistent access to reasonable adjustments and significant organisational risk, REACH provides specialist, centralised expertise for both staff and managers. Since launching in August 2025, the service has supported 148 referrals, significantly reducing adjustment implementation times from months to an average of two and a half weeks. The programme has improved workforce retention, reduced distress and absence, and strengthened legal compliance with the Equality Act. It has also secured over £22,000 in Access to Work funding while preventing high-risk cases from escalating into grievances or legal claims. Staff feedback highlights increased confidence, support, and fairness. REACH has created a sustainable, proactive system that improves staff experience, organisational culture, and risk management while ensuring equitable access for all colleagues.

Tom Roberts has demonstrated outstanding commitment to equality, diversity, and inclusion through his support of Project SEARCH, a supported internship programme for young adults with learning disabilities and autism. Through hands-on coaching, mentoring, and leadership, he has ensured interns feel welcomed, valued, and empowered to succeed within the NHS. He has actively contributed to all aspects of the programme, including attending events, supporting recruitment processes, and providing guidance on job applications and interview preparation, helping interns build confidence and employability skills. His efforts have led to tangible outcomes, with several interns progressing to interviews and increased readiness for paid employment. Beyond direct support, Tom has raised awareness of the programme across his team, encouraging wider staff involvement and strengthening inclusive recruitment practices. His advocacy has fostered a culture where neurodiversity and disability are understood and valued, creating lasting impact for individuals and contributing to a more inclusive future workforce

Ann Kristensen, Principal Pharmacist, has made an outstanding contribution to patient safety through multiple high-impact initiatives within neonatal care and medicines governance. She led the development of standardised infusion pump libraries for NICU, reducing the risk of dosing and infusion errors in a highly vulnerable patient group by introducing safe limits and consistent drug concentrations. She also authored an extensive set of intravenous drug monographs, making critical safety information readily accessible at the bedside via a digital platform. Her detailed neonatal TPN audit resulted in the introduction of standardised regimens aligned with national guidance, improving safety, efficiency, and patient outcomes. In addition, Ann leads controlled drug governance, overseeing audits and ensuring compliance with legal and professional standards, reducing risk to patients and staff. Her work demonstrates sustained commitment to improving medication safety, reducing errors, and embedding safer systems, making a significant and lasting impact across neonatal and wider Trust services.

The Asthma Rapid Access Review Service was developed to address a significant patient safety risk associated with overuse of oral corticosteroids (OCS) in severe asthma. While OCS can be life-saving, repeated use carries serious long-term harms, including osteoporosis, diabetes, and cardiovascular disease. The service provides rapid specialist assessment for patients experiencing symptom deterioration, enabling timely clinical decision-making supported by objective tests such as spirometry, FeNO, blood markers, and infection screening. This structured approach ensures OCS are prescribed only when clinically appropriate, reducing unnecessary exposure while ensuring prompt treatment when needed. Evaluation shows that 57% of patients were safely managed without steroids, without increased adverse outcomes at 30 days, demonstrating improved prescribing safety. The service also enhances diagnostic accuracy by identifying alternative causes of symptoms and supports shared decision-making with patients. This proactive, evidence-based model improves safety, reduces harm, and strengthens clinical confidence in managing complex asthma presentations.

Karen Harrison, Deputy Head of Safeguarding, has delivered a transformative patient safety initiative through the creation of the Emergency Department (ED) Navigator Service. Recognising the need for a trauma-informed response to violence, she led the development and implementation of this pioneering service in partnership with the Violence Prevention Partnership. The service provides immediate support to patients presenting with violence-related injuries, enabling early intervention, reducing re-victimisation, and strengthening safeguarding at critical “reachable moments.” Karen established robust governance, led recruitment, developed training, and embedded Navigators across adult and paediatric EDs. The service has supported over 700 cases and significantly improved compliance with Information Sharing to Tackle Violence standards, as well as increasing data capture and quality. It has strengthened multi-agency collaboration, addressed gaps in referral pathways, and improved intelligence sharing. By reducing repeat presentations and preventing escalation, the initiative delivers both patient safety benefits and long-term system efficiencies, demonstrating exceptional leadership and innovation.

The IBD Hull team represents a leading model of fully integrated clinical care and research, where every team member actively contributes to research alongside routine patient care. Their approach ensures all patients are offered research opportunities, improving engagement, retention, and outcomes. The team has secured significant funding, including over £5.2 million in grants as primary applicants, alongside additional multi-million-pound collaborative awards. They lead large national and international studies, including multicentre trials with hundreds to thousands of participants, and have developed innovative patient-centred research models such as digital self-reporting platforms that enhance long-term engagement. Their output includes over 70 peer-reviewed publications in high-impact journals and extensive international presentations, raising the profile of the organisation globally. The team places strong emphasis on co-production, patient involvement, equity, and sustainability, embedding research into everyday care. Their work has influenced national and international policy, demonstrating outstanding impact on patient outcomes, research capability, and global collaboration.

James Illingworth, Group RDI Manager, has led a transformational shift in research across Humber Health Partnership, unifying research delivery across HUTH and NLAG into a single, high-performing system. Since April 2024, he has aligned both organisations to national priorities including speed, inclusion, and commercial growth while maintaining a high-quality, balanced research portfolio. His leadership has strengthened feasibility, approvals, and delivery processes, enabling studies to consistently meet targets and expand sustainably. He has integrated teams across sites, creating a cohesive, collaborative Group model with shared governance, streamlined approvals, and cross-site working. A flagship achievement is securing funding for two Mobile Research Units, enabling research access in underserved and rural communities and improving equitable participation. He has also modernised governance frameworks, ensuring compliance and readiness for national changes. Through clear communication and a strong patient-centred ethos, he has embedded research as a core part of care, building capability, engagement, and long-term organisational impact

The neoGASTRIC team across Scunthorpe General Hospital and Diana Princess of Wales Hospital has delivered exceptional performance in one of the largest neonatal trials globally, transforming research culture across both units. Despite limited prior experience and no dedicated research time, staff embraced the study with enthusiasm, completing training and embedding research into daily practice. The trial evaluates whether omitting routine gastric residual measurements in preterm infants improves feeding outcomes, addressing a key evidence gap in neonatal care. Recruitment far exceeded expectations, with 86 infants enrolled against a target of 30, including a milestone 7000th global participant. Staff maintained high-quality data collection and adherence to trial protocols, ensuring reliable outcomes. The initiative has led to a sustained culture shift, with increased research engagement, training uptake, and creation of Research Link Nurse roles. It has improved parent experience through confident communication and support, and established a foundation for future studies, positioning the Trust at the forefront of neonatal research.

Alexis Raine, Specialist Nurse, has demonstrated exceptional compassion, clinical expertise, and patient advocacy throughout a complex cancer care journey. She provides clear communication, emotional support, and reassurance, ensuring patients feel informed and valued during highly challenging circumstances. A defining example of her impact was her proactive review of diagnostic imaging, where she identified disease progression that meant a patient was no longer suitable for major surgery. Her diligence prevented the patient from undergoing a life-changing procedure that would not have provided benefit, avoiding significant physical and emotional harm. Beyond this, she consistently goes above and beyond by responding promptly, explaining complex information clearly, and offering unwavering support to patients and families. Her approach ensures individuals are treated as people, not diagnoses, fostering trust and confidence in care. Alexis embodies compassion, integrity, and attention to detail, delivering a profound and lasting impact on patient safety, experience, and outcomes

Bethany Martin, a ward clerk in Same Day Emergency Care, has been repeatedly recognised by patients for her exceptional kindness, professionalism, and impact at what can be a highly stressful point in their care journey. As the first point of contact, she consistently creates a calm and reassuring environment, greeting patients warmly, explaining processes clearly, and ensuring individuals feel informed and supported. Despite working in a busy, fast-paced department, she never rushes interactions, listens attentively, and treats all patients with dignity and respect. Feedback highlights her ability to reduce anxiety, particularly for those who are vulnerable, confused, or distressed. She manages administrative duties efficiently while maintaining a compassionate, patient-centred approach. Multiple nominations describe her going above and beyond, including personally assisting patients, checking on their wellbeing, and providing clear guidance on appointments and care pathways. Her dedication enhances patient experience, improves confidence in services, and demonstrates the vital role of non-clinical staff in delivering outstanding holistic care.

The Talipes Team at Hull Royal Infirmary has provided outstanding, compassionate care to children undergoing clubfoot treatment and their families. Supporting patients from infancy through ongoing follow-up, the team has consistently demonstrated kindness, empathy, and clinical excellence in what can be a daunting and emotional journey for parents. They clearly explain each stage of treatment, provide reassurance, and ensure families feel supported and involved in care decisions. Their responsiveness is exceptional, offering rapid access when concerns arise, even extending clinic hours to provide timely treatment. The team works collaboratively, demonstrating strong communication, mutual support, and a willingness to seek second opinions to ensure the best outcomes. They also contribute to developing others, providing teaching and mentorship to students in a supportive environment. Their patient-centred approach, attention to detail, and genuine care reduce anxiety, improve confidence, and enhance the overall experience for families, making a significant difference to both clinical outcomes and emotional wellbeing.

Harry Ross, an Apprentice Healthcare Support Worker on Ward 500, has demonstrated exceptional compassion, professionalism, and commitment early in his NHS career. Despite joining with no prior healthcare experience, he has quickly become a valued member of the team, consistently delivering high standards of person-centred care. He has received a prestigious national award recognising his outstanding contribution, placing him among a small number of exceptional support workers across the region. Colleagues and patients consistently praise his positive attitude, willingness to learn, and ability to build meaningful connections. A powerful example of his impact includes supporting a distressed patient with dementia by engaging them in a familiar activity, which reduced anxiety and provided comfort to both the patient and their family. Harry’s actions demonstrate insight, empathy, and initiative beyond expectations. His commitment to development, including pursuing a nursing career, and his ability to positively influence patient experience mark him as a future leader in healthcare.

Dr Katie Sissons, a newly qualified GP working within the Frailty service, has demonstrated exceptional professionalism, leadership, and clinical impact early in her career. Operating across both acute and community settings, she has strengthened integration between services, improving continuity of care, safety, and patient experience for frail older adults. She is recognised for her clinical expertise, compassionate approach, and ability to communicate complex information clearly, supporting shared decision-making with patients and families. Katie has also contributed directly to patient safety by identifying missed diagnoses and appropriately challenging sub-optimal care. Within the team, she has had a transformative impact as a teacher and mentor, supporting trainee practitioners and fostering a confident, capable multidisciplinary workforce. Her enthusiasm for innovation and service improvement has driven initiatives to enhance patient flow, same-day discharge, and integrated care pathways. Katie’s energy, integrity, and commitment position her as an emerging leader with significant future impact across the NHS.

Socrates Tiaga, a nurse in Interventional Radiology, has made an exceptional impact in a highly specialised area despite having no prior experience. Demonstrating strong commitment and capability, he completed a demanding training and competency programme in just four months—significantly faster than expected—enabling him to undertake advanced on-call responsibilities and support service delivery. His clinical skills, reliability, and patient-centred approach have quickly established him as a highly competent practitioner, with patients valuing his approachable and reassuring manner. Beyond his clinical contribution, Socrates has had a transformative effect on team culture. His positivity, enthusiasm, and supportive behaviour have improved staff morale, engagement, and working relationships, helping to address challenges around team dynamics. He has also shown leadership potential by undertaking training as a Professional Nurse Advocate, recognising the importance of staff wellbeing alongside patient care. His influence extends beyond immediate duties, marking him as a rising star with significant potential to shape both patient and staff experience.

Alison Crossland, Team Lead for Acute Therapy, demonstrates inspirational leadership through compassion, innovation, and unwavering support for her team within a high-pressure clinical environment. She creates a psychologically safe workplace where staff feel valued, supported, and empowered to develop, balancing operational demands with genuine care for wellbeing. Alison is highly approachable and responsive, adapting work patterns and providing personalised support during challenging personal and professional circumstances, ensuring staff feel respected rather than burdened. She actively promotes development by encouraging further education, mentoring colleagues, and creating opportunities for learning and leadership growth. Her initiatives, including team-building activities, wellbeing challenges, and innovative supervision approaches, have strengthened team cohesion and morale. Clinically, she has driven service improvements such as earlier therapy involvement in emergency care, enhancing patient flow and outcomes. Alison leads by example, combining strong clinical leadership with empathy, resilience, and a commitment to continuous improvement, making a lasting impact on both staff experience and patient care.

Sharon Humberstone, Named Nurse for Safeguarding Adults, demonstrates exceptional leadership through a combination of strategic expertise, clinical presence, and compassionate support. She plays a pivotal role in strengthening safeguarding practice by contributing to policy development, supporting complex case management, and ensuring staff confidently apply safeguarding and mental capacity principles in practice. Sharon is highly visible across clinical areas, offering hands-on guidance, chairing multidisciplinary meetings, and mediating challenging situations with calm professionalism, keeping patient-centred outcomes at the forefront. She is deeply committed to staff wellbeing, providing supervision, promoting work-life balance, and raising awareness of issues such as vicarious trauma. Sharon actively invests in staff development, creating opportunities for progression and learning, with clear evidence of career advancement within her team. She has also driven improvements in training accessibility, introducing inclusive, face-to-face safeguarding education across services. Her leadership fosters a supportive, confident workforce and delivers meaningful improvements in safeguarding practice and patient care.

Zara Ridge, Facilities Services Manager, is an inspirational leader who combines operational excellence with a deeply people-centred approach. Leading a workforce of over 500 staff, she prioritises visibility, engagement, and connection, ensuring every team member feels valued and supported. Her leadership has strengthened morale, performance, and recognition across Facilities, with teams achieving local and national awards. Zara fosters a culture of empowerment by involving staff in decision-making, encouraging innovation, and providing constructive, growth-focused feedback. She demonstrates exceptional leadership under pressure, using challenging situations as opportunities to support development and build confidence. Zara has also driven strategic improvements, including leading work to harmonise cleaning services across sites and supporting delivery of national assessments, ensuring patient safety and quality standards are maintained. Her commitment to professional development, both her own and her team’s, has created a resilient, high-performing workforce. Zara’s ability to balance compassion, accountability, and strategic vision makes her an outstanding and impactful leader.

Charlene Kent, Youth Support Coordinator in the Teenage and Young Adult Unit, delivers exceptional, holistic support to young people with cancer, fundamentally enhancing patient experience and wellbeing. She provides age-appropriate psychosocial care, coordinates regional outreach and peer support programmes, and offers flexible one-to-one support across hospital, home, and digital settings. Charlene’s role extends beyond emotional support to include facilitating life-changing experiences, from milestone celebrations to tailored activities that reduce isolation and create positive memories during treatment. She also supports patients and families through palliative care, advocating for individual needs and helping fulfil personal wishes. Through fundraising and partnership working, she has secured significant resources that directly benefit patients. Her work is recognised nationally as a crucial bridge between clinical care and psychosocial wellbeing, contributing to improved outcomes and multidisciplinary collaboration. Charlene’s compassion, creativity, and tireless dedication make her a trusted advocate and a transformative presence for young people navigating cancer.

Helen Davis, MDT Coordinator for the Bone Metastasis MDT, plays a critical yet often unseen role in ensuring safe, timely, and effective patient care across multiple organisations. Working beyond her formal role and without clinical training, she manages complex referrals, coordinates discussions, records outcomes, and ensures follow-up actions are completed. Her exceptional vigilance and initiative have directly improved patient outcomes, including identifying urgent clinical risks, escalating concerns, and preventing delays in life-saving treatment. She consistently identifies process gaps, ensures appropriate pathways are followed, and facilitates rapid interventions when required. Helen also contributes to service improvement, developing databases, streamlining workflows, and supporting audits and data collection to strengthen future planning. Despite personal challenges and limited cover, she maintains high standards and often works beyond her hours to ensure continuity. Her dedication, attention to detail, and unwavering commitment to patients and colleagues make her an indispensable part of the service and a true Unsung Hero.

Senthilkumar Durairaj is recognised as a highly dedicated clinician whose exceptional work ethic, compassion, and reliability underpin the success of his haematology service. He consistently demonstrates a proactive “I will do it” approach, taking ownership of challenges and ensuring safe, high-quality care even under significant pressure. His contributions span clinical, operational, and educational domains, including redesigning doctor rotas to improve fairness and resilience, extending clinic hours to meet demand, and introducing advanced treatment pathways such as bispecific antibodies with associated protocols and staff training. He is widely praised by trainees for his knowledge, approachability, and mentorship, often anticipating patient needs in advance. Patients value his empathy, communication, and commitment to personalised care. Working largely behind the scenes, he has streamlined clinic flow, reduced waiting times, and ensured timely access to treatment. His quiet leadership, sustained effort, and unwavering focus on patient outcomes make him the backbone of his service and a truly deserving Unsung Hero.

The NEL Community Physiotherapy Team in Grimsby has delivered outstanding service transformation, significantly reducing waiting times from 52 weeks to 10 weeks while managing high referral volumes. This achievement has been driven by strong teamwork, innovation, and a commitment to continuous improvement within existing resources. The team redesigned referral allocation processes, introduced more effective prioritisation pathways, and improved efficiency by reducing travel time and balancing caseloads. They also enhanced clinical support through shared learning and supervision within allocation meetings, strengthening staff confidence and capability. Proactive engagement with care homes, including targeted education and guidance, reduced inappropriate referrals and improved patient outcomes. The team’s inclusive and supportive culture, led by strong leadership, has fostered high morale, professional development, and collaboration. Positive patient feedback highlights their compassionate, patient-centred approach and ability to restore confidence and independence. Their collective effort demonstrates how innovation and teamwork can deliver measurable improvements in both patient care and service delivery.

The SGH Outpatients Department Team exemplifies outstanding teamwork, clinical excellence, and commitment to continuous improvement across multiple specialties. Supporting a wide range of services, the team has shown exceptional flexibility by taking on additional clinics and supporting other departments to reduce waiting times and maintain safe, compassionate care. Their strong focus on staff engagement and development has created an inclusive, supportive environment, with opportunities for training, apprenticeships, and wellbeing initiatives enhancing morale and retention. Through targeted quality improvement projects, the team has delivered measurable improvements in clinic flow, efficiency, and patient experience, including digital transformation and enhanced skill mix. Their collaborative approach across clinical, operational, and external partners has strengthened service integration and responsiveness. In addition, the team demonstrates strong financial and environmental responsibility through resource optimisation and sustainability initiatives. Their collective effort, adaptability, and patient-first ethos make them a highly effective, resilient, and impactful clinical team.

The Radiotherapy and Radiotherapy Physics Leadership Team has demonstrated exceptional collaboration, resilience, and innovation in delivering high-quality patient care under significant pressure. Despite operating as two distinct teams, their seamless integration has enabled them to navigate rising demand, workforce challenges, and the introduction of waiting lists while maintaining a strong patient-centred focus. Through clear communication, multidisciplinary engagement, and shared decision-making, they have fostered a culture of transparency, staff empowerment, and continuous improvement. Their collaborative approach has led to measurable service enhancements, including streamlined pathways, increased productivity through digital innovations such as auto-contouring and treatment planning systems, and improved patient flow. Investment in modern technology and benchmarking against national standards has ensured safe, effective, and high-quality treatment delivery. Their ability to co-design solutions, develop their workforce, and sustain morale during challenging periods has had a meaningful impact on patient experience, service resilience, and organisational performance.

The HHP Mortality, Learning From Deaths Team has delivered exceptional, system‑wide improvements in patient safety, governance, and clinical outcomes through analytical expertise, collaboration, and innovation. Despite being a small team, they have transformed how mortality data is used across the Humber Health Partnership, translating complex insight into meaningful action. They established the Mortality Improvement Group, implemented a clear mortality strategy, and strengthened reporting and assurance processes, improving oversight at both Trust Board and system level. Their work has significantly enhanced Structured Judgement Review quality and timeliness through targeted training and monitoring, supporting better organisational learning. Through detailed analysis and collaborative deep dives, they have corrected coding inaccuracies, improved data quality, and reduced mortality outlier status, bringing key indicators back in line with national benchmarks. Their measurable impact has strengthened governance, improved clinical understanding, and contributed directly to safer, higher‑quality patient care.

The Switchboard Communications Team is an essential and highly skilled frontline service, providing both operational coordination and compassionate human support as the Trust’s first point of contact. Handling over one million calls annually, they consistently deliver calm, professional, and empathetic responses to patients, relatives, and staff, often during moments of distress or uncertainty. Their role is critical to patient safety, coordinating emergency responses including cardiac arrests, trauma alerts, and major incidents, where their accuracy and composure are vital. The team demonstrates exceptional resilience and teamwork, maintaining a 24/7 service while covering staffing gaps and managing significant operational pressures. Their contribution extends beyond call handling, with responsibilities spanning alarms, emergency coordination, and system-wide communication. Trusted across the organisation, they are widely recognised as a reliable source of knowledge and support, playing a crucial, often unseen role in ensuring safe and effective care delivery.

The Workforce Intelligence and ESR Team has demonstrated outstanding innovation, resilience, and collaboration in delivering workforce systems and insight that underpin safe and effective care. Following a significant team integration, they successfully built a cohesive, supportive culture while managing increasing demand and organisational change. The team has delivered impactful service improvements, including a unified Flexible Working Tool, real time industrial action reporting dashboards, and automated workforce alerts, significantly improving efficiency, transparency, and responsiveness. Their work has strengthened governance through standardised reporting and the development of a “single version of the truth,” enabling better decision making at operational and Board level. They have also enhanced workforce insight through improved data quality and accessible Business Intelligence reporting, supporting proactive management of workforce risk. Through strong partnership working across multiple departments, the team has made a sustained and meaningful impact on organisational performance and workforce assurance.

Fayyaz Ahmed has delivered an internationally recognised career in neurology, dedicating nearly three decades to improving the understanding, treatment, and awareness of headache and migraine. As Consultant Neurologist in Hull, he established a specialist headache service that has grown into a nationally renowned centre, attracting referrals from across the UK. He has led innovation in patient care, including pioneering access to treatments such as Botox for chronic migraine and challenging misconceptions about headache disorders. With over 100 research publications and senior roles across national and international organisations, he has influenced clinical practice, education, and research at a global level. He has also raised Hull’s profile internationally and championed public and professional education. His compassion, innovation, and lifelong commitment have transformed services and improved the lives of countless patients.

Julie Bonewell has dedicated over 45 years of exceptional service to the NHS, demonstrating unwavering commitment to patient care, staff development, and organisational excellence. Beginning her career as a ward nurse, she progressed through senior clinical and leadership roles including Matron of Intensive Care and Head of Nursing, consistently placing patients and families at the centre of care. As Manager of the Nurse and Staff Bank, she now oversees a large workforce, ensuring safe, reliable staffing across services and championing high standards through initiatives such as the Care Certificate and NMC revalidation. Julie is widely respected for her compassionate leadership, mentorship, and ability to support staff through challenging situations with honesty and empathy. Her contributions to workforce sustainability, staff wellbeing, and patient care—alongside her willingness to go above and beyond—have left a lasting legacy across the Trust.

Dr Mary Barraclough has delivered an exceptional and sustained contribution to paediatrics and safeguarding over more than 25 years of NHS service. As Designated Paediatrician for Deaths in Childhood, she has led and strengthened multi-agency child death review processes with compassion, integrity, and clinical excellence, ensuring families are treated with dignity while maintaining rigorous safeguarding standards. Her leadership has improved partnership working, enhanced professional confidence, and driven meaningful system learning and prevention. As Clinical Lead and respiratory specialist, she has advanced service development, strengthened governance, and improved access to specialist care, while mentoring generations of clinicians. Her commitment to safeguarding, workforce development, and compassionate leadership—combined with her ability to inspire and support colleagues—has created a lasting legacy across services and partnerships, improving outcomes for children and families.