victoria akien

Conducted assessments for individuals with substance dependence to determine appropriate treatment and support. Particular attention should be given to continuity of care, medication requirements, safeguarding, suicide and self-harm risk, and preparation for release or transfer to ensure appropriate community follow-up.

Each individual should receive a comprehensive assessment on admission and throughout their time in custody, with care plans tailored to their specific physical health, mental health, substance-use, and wider wellbeing needs. Care should be regularly reviewed and updated in response to changes in presentation, treatment, risk, or circumstances.

Created tailored plans for individuals facing substance dependence, addressing their specific health needs.

Care should be delivered in partnership with the individual wherever possible, respecting their dignity, rights, confidentiality, cultural needs, and involvement in decisions about their treatment.

I managed an extremely busy acute medical ward, providing effective clinical leadership while ensuring that patients received safe, personalised and high-quality care. I worked alongside my team to deliver individualised care, while providing ongoing support, guidance and clinical leadership to ensure that evidence-based practice and the most up-to-date clinical standards were consistently maintained.

A key aspect of my role was supporting staff development and ensuring that all members of the team remained up to date with mandatory and role-specific training. I encouraged a culture of continuous learning and professional development, providing staff with opportunities to develop their knowledge, skills and confidence within the acute medical setting.

I was also responsible for facilitating staff rotas, balancing the operational needs of a busy ward with the wellbeing and work-life balance of the team. I recognised that effective workforce planning and staff wellbeing were essential to maintaining a motivated, resilient and high-performing team.

During my time in the role, I implemented a Clinical Governance Team, creating a dedicated platform where staff could openly discuss and reflect on aspects of clinical practice that required improvement. This promoted a positive culture of openness, learning and accountability, allowing the team to identify areas for development, share learning and implement improvements to patient care and safety.

Importantly, the governance process was not solely focused on identifying areas for improvement. It also provided an opportunity to recognise and celebrate good practice, acknowledge staff achievements and highlight individuals who consistently went above and beyond in their roles. This helped to foster a positive team culture in which staff felt valued, supported and empowered to contribute to the ongoing improvement of clinical care.

Through this leadership approach, I promoted a culture of continuous improvement, evidence-based practice, staff development and patient-centred care, while ensuring that the needs and wellbeing of both patients and staff remained central to the delivery of the service.

Managing a smooth and efficient flow of patients throughout the Emergency Department.

• Oversee the day-to-day management of staffing and patient flow across both Queens Medical and City Campus at Nottingham University Trust. Responsibilities include:
• Ensuring staff are evenly distributed across all departments to maintain safer staffing levels.
• Implementing appropriate and timely plans to address operational demands.
• Providing 24/7 support to staff to assist with any issues or challenges that arise.
• Identifying and escalating any delays in allocating future care for patients during their stay.