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Succession Planning for Nurse Directors in Wales

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Succession Planning for Nurse Directors in Wales Ian Govier Development Manager Nursing Leadership – PowerPoint PPT presentation

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Title: Succession Planning for Nurse Directors in Wales


1
Succession Planning
for Nurse
Directors in Wales
  • Ian Govier
  • Development Manager Nursing Leadership

2
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3
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4
As leaders in NHS Wales, our job is
to deliver the highest quality
healthcare and create the
world class services as
detailed in
Ann Lloyd
Chief Executive,
NHS Wales
5
Developing the leaders of today and
identifying those for tomorrow is crucial to
delivering national priorities
and the change agenda
6
Developing talent and
building the capacity and
capability of
both existing
and future leaders
  • Leadership Development and
    Succession Planning

7
Succession Planning Scoping Exercise
HEIs
CNMC
8
Future leaders must be those who
can meet the challenge
of consistently
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.
9
Aspiring Nurse Director Programme
10
Increase corporate knowledge
and understanding, political
awareness and influencing skills
Key Outcomes
Enhance professional and executive
level decision making abilities to improve
patient care
11
Core Academic Programme
  • Key Features and Benefits

Action Learning Sets
Patient Impact Project
E-leadership Skills
360o Feedback
Coaching and Mentoring
12
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What difference
has the programme
made?
15
'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.
'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.'
'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.'
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.'
16
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.'
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'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.'
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.
17
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 childrens 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.
18
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.
19
As we, the leaders, deal
with tomorrow, our task
is not
to try to make perfect plans. Our task is to
create organizations
that are sufficiently flexible and
versatile that they can take
our imperfect
plans and make
them work in execution. That is the
essential character
of the learning organization
(Harper and Sullivan, 1996)
20
Thank You
Please feel free to
ask questions?
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