CLINICAL STEWARDSHIP

I have spent much of my working life at the point where three duties meet and refuse to stay apart. As a priest I am answerable for souls; as a health and social care expert; as an administrator for a building, a budget, and a staff. For years I kept these as separate accounts, until the day a preventable death taught me that they are one account, and that the ledger is kept on the ward, not in the chapel or the boardroom.

This book is what I wish someone had handed me on the morning I first held keys I did not yet deserve. It is written for the leader of a nursing college, a teaching hospital, or a mission health institution — the matron promoted past her training, the young provost inheriting an accreditation crisis, the reverend sister asked to run a hospital on faith and a thin float. It assumes you are competent and short of time, and that what you lack is not effort but a way of seeing.