News and updates from today's Ward Manager Summit
Conference Chair Paul Jebb opens today's conference by discussing:
• my experience as a Ward Manager
• characteristics of an effective Ward Manager
• the Ward Manager role in confirming revalidation and leading appraisal
• what support do Ward Managers need?
- "As a Ward Manager I regularly challenging the Directorate and the Chief Executive
- Happy staff = happy patients, this is key
- Build thinking time into your busy role, key to leadership
- Think about how you make it easy for staff to do their jobs
- As nurses we are there to challenge convention
- Innovate and have an operational grip
- As a Ward Manager you need support, admin support is pivotal
- Our code is key to everything we do in our professional lives
- NMC is there to protect the public"
Paul qualified as a nurse in 1996 and worked in numerous posts within nursing, as well as a period in operational management, then in 2010 returned to nurse management as Assistant Director of Nursing & Head of Patient experience, then in October 2014, Paul undertook a secondment to the National Patient Experience team at NHS England as Experience of Care Professional Lead, leading on developing Always Events, aspects of the carers work stream and toolkit development to enhance experience of care
Paul has been involved and led on numerous quality improvement initiatives throughout his career, and has gained the extra mile award by the motor neurone disease Association, in 2012 Paul was winner of a national Patient Safety Award, and in 2014 Paul and his team won a national healthcare communications award for best engagement.
Paul is also a member of an NMC Professional Standards advisory panel, which aims to give strategic direction to the NMC Executive team and to improve the dialogue between the NMC and leaders in the professions and to ensure expertise, is brought to bear on NMC work. Paul is also part of the strategic group to refresh the NMC Education Standards. Paul has represented the Royal College of Nursing at local, regional, national and international levels, is a member of RCNi Editorial Advisory Board. Paul also judges several national nursing and health care awards.
Following Paul is Joanne McDonnell Senior Nurse for Mental Health NHS England who delivers a session on 'Ward Managers Guide to Leading Change, Adding Value - Implementing the National Framework for Nursing, Midwifery and Care staff' covering:
● explaining the national framework: implications for Ward Managers
● how the framework can be used in practice
● tools to support the framework
● meeting the 10 commitments to support action of nursing midwifery and care staff
"- You as Ward Managers need to know where you are within the NHS 'Five Forward View'
- Really important that you understand that there are several Five Year Forward Views.
- As a Ward Manager it's important to be more efficient with funding
- Need to do lots of work with value for money and procurement
- 'Leading Change, Adding Value (LCAV)' released in May 2016 is a progression from the 6Cs.
- 6Cs are the core values base of 'Leading Change, Adding Value'
- Commitment to use research and evidence. As nurses we need to educate & challenge using the framework."
Joanne's presentation abstract:
The presentation will outline the unique leadership role that nursing, midwifery and care staff have in driving change and improving outcomes. It will outline ‘Leading Change, Adding Value: a framework for nursing, midwifery and care staff’ that was launched in May 2016 by Professor Jane Cummings, Chief Nursing Officer for England.
The framework, positions nursing, midwifery and care staff as leaders, in designing the future of health and care and managing the challenges of today. It explains how staff can demonstrate leadership in reducing the gaps of health and wellbeing, care and quality, and funding and efficiency, whatever their role wherever they work.
The framework highlights the need to focus on quality and measurement, which aligns to the national priorities in England’s Five Year Forward View – showing why change is needed and what it will look like.
The focus is on reducing unwarranted variation, and delivering the ‘Triple Aim’ of improved outcomes, experience and better use of resources; the benchmarks for quality of services. Unwarranted variation is defined as differences that cannot be justified by geography, demography or infrastructure.
The framework offers ten commitments that all staff can make. They align efforts to areas where unwarranted variation is evident and support the transition needed to build sustainable services for the future. An example of the framework in practice is also provided.
A published writer and book reviewer, Joanne is Senior Nurse for Mental Health in the Nursing and Midwifery Team at NHS England. With broad ranging experiences in mental health and learning disabilities, she has won several national awards including Health Writer of the Year and Dementia Care Manager of the Year. She has starred in numerous promotional nursing films and has been a regular contributor to various national media such as Radio 4.
A CQC Expert Advisor, Royal College of Psychiatrists AIMS programme lead reviewer and a member of the Expert Advisory Board for RCN Mental Health Practice, Joanne also has extensive experience of presenting at local, national and international conferences.
Current work includes Mental Health Independent Investigations and work to reduce variation in smoking services offered to people with mental health conditions.
She is currently undertaking a second Master’s degree in Healthcare Leadership.
Nicola Wise Head of Inspection Care Quality Commission, continues with a session on 'What does well-led mean at Ward Level? ', discussing:
• what does well-led mean at ward level: learning from the CQC inspections to date and ward level findings
• outstanding and good wards: examples and what this looks like in practice
• what qualities to great wards have?
• what the inspections will look at on your ward: key lines of inquiry and an overview of the inspection process
"- Nicola spoke about how at the CQC our ambition over the next 5 years is to have a much more responsive and targeted approach to areas of risk.
- We are going to support areas of innovative care
- Patients will continue to be the centre of what we do
- We have seen improvement in quality of care
- We are seeing improvements after we have inspected, a shift in the right direction
- We have found compassionate care in all NHS hospitals
- Involving Commissioners and funders is really important to encourage improvement
- Culture doesn’t necessarily take years to change
- The NHS is changing and we have to constantly change & adapt as well
- Nicola Wise answered a delegate's question by saying that no the CQC doesn't influence funding but it can be an unintended consequence."
Nicola Wise joined the Care Quality Commission in October 2015 as Head of Hospital Inspections for the London region. Nicola has a background in NHS healthcare management and leadership, having held a number of senior operational management positions in London hospital providers. Nicola’s NHS experience has spanned a range of clinical specialities including A&E, acute and general medicine, surgery and specialist heart and cancer services. In her previous roles Nicola worked across organisational boundaries in the pursuit of progressing integrated care and transforming clinical pathways.
Nicola joined the CQC with the aim of embedding her extensive NHS operational experience and driving the healthcare improvement agenda through regulation.
Also of inteterst:
Nurse Clinics 2017
Monday 20 November 2017
Nurse Prescribing in Cardiology
Monday 18 September 2017
Nurse Prescribing for Pain
Friday 29 September 2017
14 July 2017