Developing the Role of the Ward Manager Denise Chaffer For Effective Ward Manager 16 th October 2014
Objective of session NHS England update for current and aspiring Ward Managers Developing the role of the Ward Manager Ensuring Ward Managers have the time they need and assuring the Ward Manager supernumerary and supervisory status
Changing Face of NHS The Role of NHS England 16 th October 2014
Changing Face of the NHS National scandals Mid Staffs and Winterbourne view Capacity in system to meet demand new ways of working Expectations and perceptions are changing patients, the public and politicians Great examples of great care and innovation to meet patient need led by nurses and midwives The NHS landscape has changed
Reflections on the challenging role faced by Ward Sisters Individual and organisational accountability and responsibility Leadership and management Delegation and its implications Competence and courage Service planning - designing competence into services New competencies information technology, promoting self care, integration with social care Ward Staffing - right care, right place, right time
Cultural Expectations Understanding our staff Understanding our communities and the people we care for Snowy White Peaks of the NHS Roger Kline, Middlesex University Press (2014) Exploring issues of race, workforce and leadership in Midwifery services in London A report of the outputs from the Catalyst Summit and resources to enable local discussion (June 2014) Copies available from jill.brockman@nhs.net
Key messages from the catalyst summit of relevance to Ward Managers Need for honesty and bravery to respond to these issues we may find ourselves in uncomfortable places and personally challenged about values, views and language we must move past this We must build our knowledge and understanding of each other see our colleagues and service users as individuals We do not have enough positive role models in leadership positions we must develop more
Compassion in practice To be a nurse, a midwife or member of care staff is an extraordinary role. What we do every day has deep importance. Jane Cummings 2012
6Cs - Values essential to Compassionate Care Care Compassion Competence Care is our core business and that of our organisations; and the care we deliver helps the individual person and improves the health of the whole community. Caring defines us and our work. People receiving care expect it to be right for them consistently throughout every stage of their life Compassion is how care is given through relationships based on empathy, respect and dignity. It can also be described as intelligent kindness and is central to how people perceive their care Competence means all those in caring roles must have the ability to understand an individual s health and social needs It is also about having the expertise, clinical and technical knowledge to deliver effective care and treatments based on research and evidence Communication Courage Commitment Communication is central to successful caring relationships and to effective team working. Listening is as important as what we say. It is essential for No decision without me. Communication is the key to a good workplace with benefits for those in our care and staff alike Courage enables us to do the right thing for the people we care for, to speak up when we have concerns. It means we have the personal strength and vision to innovate and to embrace new ways of working A commitment to our patients and populations is a cornerstone of what we do. We need to build on our commitment to improve the care and experience of our patients. We need to take action to make this vision and strategy a reality for all and meet the health and social care challenges ahead
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Compassionate Leadership What is it? Can you think of a Ward Sister who struck you as compassionate What was it about that person How did he/she make other people feel staff/patients Can you think of a ward sister who did not role model compassion What struck you about that person What was the culture in the ward?
Compassion in Practice How it relates to Ward Sisters 6 Action Areas AA4 Leadership Development Frontline leadership programmes Leadership Academy BME Leadership development Courage to challenge poor practice Care Cultural Barometer Catalyst Summit Issues for BME staff in Midwifery Think Tank
The 6 action areas, 6 leaders Helping people stay independent maximising wellbeing and improving health outcomes Working with people to provide a positive experience of care Delivering high quality care and measuring impact Ensuring we have the right staff, with the right skills in the right place Supporting positive staff experience Four: Building and strengthening leadership 1 3
Safe Staffing and Supervisory Status How is this for you in your Trust? How can you influence your directors and Trust Board to see the importance of this? What are the challenges facing you and your Director of Nursing? How can you work together to make the difference?
Thank you - any questions?