Succession Succession Planning Planning

for Nurse Directors in Walesfor Nurse Directors in Wales

Ian GovierDevelopment Manager – Nursing Leadership

As leaders in NHS Wales, our job is As leaders in NHS Wales, our job is to deliver the highest quality to deliver the highest quality healthcare and create the world healthcare and create the world class services as detailed in: class services as detailed in:

Ann Lloyd Chief Executive,

NHS Wales

Developing the leaders Developing the leaders of today and of today and

identifying those for identifying those for tomorrow is crucial to tomorrow is crucial to

delivering national delivering national priorities and priorities and

the change agendathe change agenda

Developing talent and Developing talent and building the building the

capacity and capacity and capability of both existing capability of both existing

and future and future leadersleaders

Leadership Development and Succession Planning

Succession Planning Succession Planning Scoping ExerciseScoping Exercise

CNMCCNMC

HEIsHEIs

Future leaders must be those who Future leaders must be those who can meet the challenge of consistently can meet the challenge of consistently

delivering results and improvement. delivering results and improvement.

‘Care to Lead’ is designed to develop a talent bank from which to draw such leaders.

Meeting our succession goals is a critical imperative for the delivery of

‘Designed for Life’.

Aspiring Nurse Aspiring Nurse Director ProgrammeDirector Programme

Increase corporate knowledge Increase corporate knowledge and understanding, and understanding,

political awareness and political awareness and influencing skillsinfluencing skills

Enhance professional and Enhance professional and executive level decision making executive level decision making abilities to improve patient careabilities to improve patient care

Key OutcomesKey Outcomes

Core Academic ProgrammeCore Academic Programme

Key Key FeaturesFeatures and Benefits and Benefits

Action Learning SetsAction Learning Sets

Patient Impact ProjectPatient Impact Project

E-leadership SkillsE-leadership Skills

360360oo Feedback Feedback

Coaching and MentoringCoaching and Mentoring

What What difference difference

has the has the programme made?programme made?

'The Aspiring Nurse Director Programme has equipped me to challenge things in the NHS that no longer work. I've realised that you can't expect to do the same thing and get a different outcome! The multi-professional approach to leadership development has been refreshing, especially with the programme emphasis on improving patient care.’

‘As a newly appointed Nurse Director, the programme has given me a renewed focus on the patient experience in my organisation, especially when influencing board decisions that impact on patient care.'

'For me, the Care to Lead Aspiring Nurse Director Programme has been about what I can take back to my organisation that makes a difference not only to myself and my team, but most importantly to inform and improve patient care.'

'I have been able to apply the principles learned on the Aspiring Nurse Director Programme and apply these to making organisational changes which have improved services for patients.'

‘As a newly appointed Nurse Director, the programme has given me a renewed focus on the patient experience in my organisation, especially when influencing board decisions that impact on patient care.'

'I'm finding that when I'm delivering in the workplace, I can hear the Care to Lead AND programme coming out of my mouth. There are things that I've taken and internalised from the programme that have helped me deal with complex situations within my organisation.'

‘The Action Learning sets enabled the group to share and work through their service development experiences, develop deeper understanding of emerging issues and become more effective as individuals and team members. They were both challenging and supportive with positive learning outcomes.’

‘I think we have all come through a very meaningful learning journey and from a career perspective, I am at a point where I have never been before. My development over the past couple of years has enabled me to achieve my professional ambition to be a Nurse Director and if this is as good as it gets, then I am very content.’

Patient Improvement Projects

Paul Labourne (Powys LHB) Restructured secondary care services thus enabling release of resources to community / primary care in order to more effectively manage patients with long term conditions / chronic disease.

Anne Mills (Velindre NHS Trust) Engaged with the 4 main cancer charitable partners in using resources more effectively to organise and implement cancer care.

Meinir Williams (Conwy LHB) Introduced a clinical governance framework into the independent sector in preparation for future service demands linked to the ongoing management of patients with complex long term conditions / chronic disease.

Carole Crocker (Gwent Healthcare NHS Trust) Redesigned the community children’s’ team service in Gwent to support a 24 hour service. This has resulted in a reduction of acute admissions and delayed discharges, especially of children with long term conditions.

Martine Price (Cardiff and Vale NHS Trust) Demonstrated the outcomes of Clinical Nurse Specialist activity when managing patients with chronic disease.

Carole Bell (Carmarthenshire NHS Trust) Developed and implemented an integrated care pathway for women with diabetes in pregnancy.

Brian Green (Welsh Assembly Government – North Wales Region) Produced a strategy that will ensure a consistent approach across the North Wales healthcare region in the management of patients with chronic disease.

Eiri Jones (Bro Morgannwg NHS Trust) Demonstrated the outcomes and benefits of specialist nurses in Bro Morgannwg NHS Trust who manage patients with chronic disease.

Alison Kedward (Swansea NHS Trust) Redesigned and reconfigured cardiovascular / respiratory rehabilitation services across the trust and community with an emphasis on engaging the voluntary sector e.g. British Heart Foundation, Age Concern. This has also included streamlining Clinical Nurse Specialist roles in the management of patients with chronic disease.

As we, the leaders, deal As we, the leaders, deal with tomorrow, our task is not with tomorrow, our task is not

to try to make perfect plans. to try to make perfect plans.

Our task is to create organizations Our task is to create organizations that are sufficiently flexible and that are sufficiently flexible and versatile that they can take versatile that they can take our imperfect plans and make our imperfect plans and make

them work in execution. them work in execution.

That is the essential character That is the essential character of the learning organization of the learning organization

(Harper and Sullivan, 1996)(Harper and Sullivan, 1996)

Thank YouThank YouPlease feel free Please feel free

to ask questions? to ask questions?