This study has implications for the training of children's nurses in child protection procedures, and the provision of appropriate effective support for individuals. The long-term effects of involvement are previously unreported by nurses.

This paper reports on one area of findings of a study undertaken in the spring of 2008 at a district general hospital in the south of England. Individual semi-structured interviews using an interpretive phenomenological approach were undertaken with 15 nurses and midwives working in paediatrics who had been involved in child protection cases. The aim was to explore their views and feelings of the experience. Very little research was found to inform this subject and none specifically with nurses working with sick children. Interviews were taped, transcribed and analysed thematically. It was discovered that involvement in child protection has a lasting impact on individuals; nurses need procedural information from a knowledgeable supporter during a case; and they need support from the right person in the right place at the right time for them. The Named Nurse was identified as being crucial in giving effective support to individuals during child protection cases and trusted advice and support helps staff follow through on niggling concerns, potentially preventing abuse. Copyright © 2009 John Wiley & Sons, Ltd.KEY WORDS: nursing; phenomenology; Named Nurse; child protection T his study arose as a result of a combination of a local questionnaire highlighting that child protection training did not give nurses confidence in managing child protection; and an awareness of distress and anxiety amongst nurses involved in child protection. It appeared that considerable support was needed to help individuals manage cases and the means by which this was obtained was unclear. The policy framework outlined applies only to England.

Paediatric palliative care services have grown up in response to local needs with the result that provision is patchy and in some areas non-existent. Funding for existing services comes from a variety of sources and in the case of teams funded in 2003 from The New Opportunities Fund, there is uncertainty about future provision as funding streams come to an end. This article illustrates how home-based palliative care achieves the objectives of the NHS Plan (DH 2000a) and makes the case for the continuation of paediatric palliative care teams already established through New Opportunities Fund (NOF) funding as these provide a ready made, quality service meeting the government agenda and addressing the needs of patients in a place and at a time to suit them.

The Improving Global Health (IGH) programme develops leadership capacity within the National Health Service (NHS) in a novel way. NHS employees collaboratively run quality improvement projects within organisations in low-income and middle-income countries with whom long-standing healthcare partnerships have been built. Leadership behaviours are developed through theoretical and experiential learning, alongside induction and mentorship. The health systems of overseas partners are strengthened through projects that align with local priorities. This article develops solutions to two main problems: how reciprocal global health programmes can be designed and how global health programmes based in leadership can attract women and black and minority ethnic groups into leadership. The outcomes of both sides of the IGH programme are described here. The overseas perspective is described using the reflections of two current partners, highlighting improvements in the local healthcare system and demonstrating growth in local team members. The UK perspective is evaluated using two surveys sent to different groups of returned IGH participants. Leadership, global health and quality improvement skills improve, having a significant and long-lasting impact on career trajectory. The IGH programme is attracting women and black and minority ethnic groups into leadership. Through collaboration and reciprocity, the IGH programme is developing a new cadre of NHS leader that is diverse and inclusive. The use of long-standing healthcare partnerships ensures that learning is shared and growth is mutual, creating development within the overseas and UK partner alike.

Offering patients the choice to manage their diabetes in hospital and supporting them to do so is best practice but is not routine. Hospital processes around storage and concerns about insulin misuse coupled with custom and practice have led to increasing numbers of delayed and missed doses. Audits demonstrated the case for change and highlighted that patients were self-administering without proper processes and support. This paper describes a guide developed to help trusts through the change process required to implement patient self-administration of insulin and the experience of doing so in one trust. Dedicated project management and trust-wide involvement are key to success, and innovations to embed self-administration of insulin included electronic documentation of risk assessment, patient assessment by pharmacy technicians and simple bedside storage. Br J Diabetes 2018;18:66-68