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HomeAcademic staffMs Rebecca Malby
Ms Rebecca Malby

Ms Rebecca Malby

malbyb@lsbu.ac.uk

Institute of Health and Social Care

https://orcid.org/0000-0002-3152-3053

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I am the Professor and Director of the Health Systems Innovation Lab providing organisational and leadership development for place-based systems change; leadership programmes for clinical leaders, network leaders and citizen leaders; the Primary Care Quality Academies; catalysing spread through an international network. My track record is in systems innovation, the development of asset-based health models, organisational change and leadership development in the UK and Internationally, and in leading networks. As an unusual combination of leader, manager, researcher, change agent and entrepreneur, I have made sustained and demonstrable impact through my work on the quality of health services.

Recently I established the first UK place-based MA Strategic Clinical Leadership programme using the Apprentice Levy (Senior Leader).

This year I published evidence of innovation in the NHS during the pandemic and established ‘Back to Better’ a social movement to secure lasting change for the NHS which has had global reach.

In terms of advisory roles I am currently an advisor to the RSA Future of Health and Care programme, and the Bromley By Bow Social Prescribing programme, and was recently a board member for the Health Foundation Evaluation of the Q programme, the European Cancer Concord, and the Advisory Board of The Bromley By Bow Unleashing Health Communities Programme. I am also a nominator for the Ashoka network and a Fellow of the Royal Society of Arts. I Chair the annual international Inspire2Live event for people living with cancer and cancer professionals.

Previously I have been an advisor to the Cabinet Office on the Choice Agenda, a Board Member of the European Health Management Association, an Advisor to the NHSIQ Network Leaders Programme, and a critical friend of the New Economics Foundation Coproduction Network, and the NESTA health programme. During my career I have worked across health and local government supporting place-based collaboratives, and have been a Visiting Fellow at Stellenbosch University School of Public Leadership (South Africa) where she supported the Innovation Hub.

My book on networks has international reach Malby B, Anderson Wallace M. (2016) Networks in Healthcare. Managing Complex Relationships. Emerald.

You can read about my work on networks here www.source4networks.org.uk

Master of Arts in Public and Social Administration, (MA)

Brunel University

1991
1992
General Nursing Level 1 (RGN)

English National Board for Nursing, Midwifery and Health Visiting.

1981
1985
Director, The Centre for Innovation in Health Management
University of Leeds

Established and lead this highly effective, self-funding national organisation within The University of Leeds with 80+ direct and associate staff. Managed all business development and programmes; secured international partnerships for learning and change (Intermountain Healthcare, ENAP Canada, EHMA, Stellenbosch University, New Economics Foundation); developed innovative approaches to change in health and social care, across all sectors. Personal skills in organisational development and supervision. Turnover >2 million for consulting and leadership development, & total research income of £800K

Successes

• Founded the Leeds Institute for Quality Healthcare.

• Lead the only UK City-wide coproduction programme internationally with real impact for communities. The only PGCert internationally on Coproducing Health

• The first Medical Senate programme in the UK

• The London Darzi Fellows Programme for 5 years.

• Lead new research programmes notably COST Action, ‘Management and Medicine in European health systems: implications for control, innovation and user voice’; 3 National Inquiries – Management and Medicine; Fit for purpose governance in the NHS; Ethical Organisational Decision-Making in the NHS.

2005
2015
Education
Professor
Health Systems Innovation Lab, LSBU

Established a new national Health Systems Innovation Lab. Research and learning communities on networks, collaboration with communities, systems leadership and the relational context to innovation. Established the new place-based Primary Care Quality Academies; the first UK Senior Leader Apprentice for clinicians - Masters Strategic Clinical Leadership. Provide the London and Kent, Surrey and Sussex Darzi fellowship Programme; the NHSE Sourece4Networks online toolkit for Health and Care Network Leaders, Masterclasses and Webexes; Primary Care Leadership programme. Provided the NHS Future Focused Finance leaders programme. Working with health systems on A&E attendance. Policy work on STPs and on Asset-based Health. Board development to Regional tier. Research interests: networks in health, collaborative leadership; volunteering and asset based approaches.

2015
Education
Director
Complex Systems Associates

Founding Director of Complex Systems Associates Ltd working in the UK, and North America in the public, private and voluntary sectors. The company developed new, and refined existing methodologies in real time strategic change particularly on chronic disease both within organisations and with participants as learning partners in our development programmes.

2002
2005
Commercial/industry
Director Corporate Development & Strategy, Nuffield Institute for Health
University of Leeds

1995
2000
Education
Fellow
The Kings Fund

1985
1995
Third sector/charities
Various Research, management and nursing roles in the NHS
NHS

1982
1985
Other public sector
FunderYear wonProjectRole
Sussex and West Yorkshire Integrated Care System2022Universal HealthcarePrincipal Investigator
NHS Southwark CCG2021Developing Primary Care Leadership in South East LondonPrincipal Investigator
CPD - Individual2021Asset Based Community Development (ABCD)/Primary Care Networks (PCN) workshopsPrincipal Investigator
Guys and St Thomas Trust (GSTT)2021Patient & Public Engagement and Social Research Specialists - LOT THREEPrincipal Investigator
Guys and St Thomas Trust (GSTT)2021Patient & Public Engagement and Social Research Specialists - LOT TWOPrincipal Investigator
Guys and St Thomas Trust (GSTT)2021Patient & Public Engagement and Social Research SpecialistsPrincipal Investigator
NHS South East Leadership Academy2021Leadership Evaluation and ImpactPrincipal Investigator
CPPD 2021Programme for Integrated Child Health - Work Based Learning ModulePrincipal Investigator
Various NHS organisation2021Leading Primary Care Networks and Collaborations Cohort 4Principal Investigator
Modality Partnership2021Modality ACE Programme CertificationPrincipal Investigator
Various NHS organisations2021Darzi 13Principal Investigator
Self Funded Places2021Modality/RCPG/LSBU work based learning module Principal Investigator
Modality Partnership2021Modality PCN WBL and certificationPrincipal Investigator
NHS Organisations2020Leading Primary Care Networks and CollaborationsPrincipal Investigator
Various NHS Trusts and the London Ambulance Service (through Apprenticeship Levy)2020MA Strategic Clinical Leadership Apprenticeship Programme (Cohort 2)Principal Investigator
Self funding participants2021Network Leaders Online Programme Principal Investigator
Capita2020Source4Networks 2020Principal Investigator
Barts Health NHS Trust2020Barts Health ACP ProgrammePrincipal Investigator
Central London Community Healthcare2020Coaching measurement for improvement in Harrow Integrated carePrincipal Investigator
NHS England2020Leading Engagement for ChangePrincipal Investigator
15 x Sponsor organisations (tbc)2020London Darzi Fellowship Programme 2020Principal Investigator
Health Education England2020Kent Surrey and Sussex Communities of Practice Principal Investigator
Health Education England2020Darzi Longitudinal EvaluationPrincipal Investigator
NHS England2019Source4Networks 2019Principal Investigator
Kingston Hospital NHS Foundation Trust2019H673_Uni Accred Course_HSIL_Apprenticeship Strategic Clinical leadershipPrincipal Investigator
NESTA2018H626_Consultancy_NESTA 100 DaysPrincipal Investigator
Capita2017H569_Consultancy_NHS England_Network Toolkit Next StepsPrincipal Investigator
12 sponsor host organisations2019H646_Uni Accred Courses_Darzi 11 Principal Investigator
NHS Bedfordshire CCG2019H639_HSIL_GP Federations Programme Principal Investigator
Kent Surrey and Sussex Academic Health Science Network2019H645_Uni Accred Courses_Darzi KSS 3 Principal Investigator
ProposalProjectRoleFunderStatusStatus last updated
Developing Primary Care Leadership in South East London Cohort 2Developing Primary Care Leadership in South East London Cohort 2Principal InvestigatorNHS Southwark CCGOPEN In preparationApr 2022
Italian healthcare study tourItalian healthcare study tourPrincipal InvestigatorState University of MilanOPEN Approved for submissionFeb 2022
Culture Change ProgrammeCulture Change ProgrammePrincipal InvestigatorHealthcare People Management Association LondonOPEN Approved for submissionMay 2021
Royal Society of Arts
2019
Imperial Healthcare
External examiner

NHS Digital Academy

PG Dip Digital Health Leadership

Master's in Digital Health Leadership

May 2019
September 2021
Queen Mary University of London

PhD Examiner

November 2020
Royal Society of Arts

Advisor, Future of Health and Care Programme

Third sector
September 2019
September 2020
Bromley by Bow Centre

Advisor, Social Prescribing Programme

Third sector
September 1920
September 2021
Reach and Impact

Becky Malby Learning Journeys (Jan 2015)


Primary care networks: navigating new organisational forms.
Kordowicz, M., Malby, B. and Mervyn, K. (2021). Primary care networks: navigating new organisational forms. BJGP open. https://doi.org/BJGPO.2021.0092

10 Leaps Forward - Innovation in the Pandemic
Malby, R. and Hufflett, T (2020). 10 Leaps Forward - Innovation in the Pandemic. London London South Bank University.

The Asset Based Health Inquiry: How best to develop social prescribing
Malby, R., Boyle, D., Wildman, J., Omar, B.S. and Smith, S. (2019). The Asset Based Health Inquiry: How best to develop social prescribing. London South Bank University.

Challenges and insights in inter-organizational collaborative healthcare networks: an empirical case study of a place-based network
Mervyn, K, Amoo, N and Malby, R (2018). Challenges and insights in inter-organizational collaborative healthcare networks: an empirical case study of a place-based network. International Journal of Organizational Analysis. https://doi.org/10.1108/IJOA-05-2018-1415

Longitudinal Study of the Impact of the London Darzi fellowship Programmes years 1-8.
Mervyn, K, Malby, R and Meredith, G (2018). Longitudinal Study of the Impact of the London Darzi fellowship Programmes years 1-8. London London South Bank University. https://doi.org/10.18744/PUB.002634

Darzi Clinical Leadership Fellows: An Activity Theory Perspective
Malby, R, Mervyn, K and Boyle, T (2018). Darzi Clinical Leadership Fellows: An Activity Theory Perspective. Journal of Health Organization and Management. 32 (6), pp. 793-808. https://doi.org/10.1108/JHOM-05-2018-0133

Introducing a Peoples Academy into Higher Education: A coproduction approach to sustained wellbeing
Hardy, SE, Malby, R, Turner, W, White, X, Hallett, N, Chalmney, C and Young, G (2018). Introducing a Peoples Academy into Higher Education: A coproduction approach to sustained wellbeing. Higher Education, Skills and Work-based Learning. 8 (1). https://doi.org/10.1108/HESWBL-10-2017-0075

Can Volunteering Help Create Better Health and Care. An evidence review.
Malby, R, Boyle, D and Crilly, T (2017). Can Volunteering Help Create Better Health and Care. An evidence review. London London South Bank University. https://doi.org/10.18744/PUB.001625

NETWORKS IN HEALTHCARE Managing Complex Relationships
Malby, R and Anderson-Wallace, M Malby, B (ed.) (2016). NETWORKS IN HEALTHCARE Managing Complex Relationships. Bingley, United Kingdom Emerald.

Innovation and sustainability in a large-scale healthcare improvement collaborative – seven propositions for achieving system-wide innovation and sustainability
Malby, R, Amoo, N and Mervyn, K (2016). Innovation and sustainability in a large-scale healthcare improvement collaborative – seven propositions for achieving system-wide innovation and sustainability. International Journal of Sustainable Strategic Management. 5 (2), pp. 149 - 179. https://doi.org/10.1504/IJSSM.2016.080465