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News and updates from today's Ward Manager Summit

Today's summit brings together current and aspiring Ward Managers together to understand current issues and the national context, and to debate and discuss key issues and areas they are facing in practice.  

The day is chaired and opened by Paul Rafferty Matron South Tees Hospitals NHS Foundation Trust Member Professionals Strategic Advisory Group for the NMC who focuses on the effective Ward Manager.  His presentation covers:

  • my experience as a Ward Manager 
  • the Ward Manager role in confirming revalidation and leading appraisal 
  • what support do Ward Managers need?

Full powerpoint presentation

In his presentation Paul stated: 

“How do I make it easy for my staff to do great work? How to I get my team to do this? because its not about me, its about how I make the team happy to work productively. I met with the team to discuss what we doing that’s really great, what we doing that is not so great, what can we do to make things better and improve patient safety.”

“Ward Managers need to take ownership for there are, their team and their patients.”

“The four themes for Appraisals and revalidation should be used to in-power our colleagues”

“A quality appraisal is key to staff development and care because it gives the team member: a clear understanding of their role and the part they play in their team and organisation, an agreed set of work objectives, a plan for acquiring and applying the knowledge and skills they need to do their job well and achieve their organisation's linked objectives and a plan for own self development into their chosen career path”

“I work with my team to develop a standard set of work objectives for the year”

“We are developing a PA role for our Ward Managers. Most Ward managers don’t have this support”

“Leadership development is key and the one thing that helped me with my role”

“360 degree feedback & team insight/ personal behaviours insight – this is so important”

“We are developing a Ward Manager development programme”

“The one thing that’s makes the biggest difference is having a mentor to support, guide and challenge you”

Paul Rafferty's Biography:

Paul graduated from Teesside University in 2006 with an Advanced Diploma in Nursing Studies, he then studied, for and attained first class honours in Bachelor of Science in Promoting Practice Effectiveness which included research into the effectiveness of care pathways and an advanced ECG interpretation module.

Paul has worked in several large University Teaching Hospitals in the North of England including both Leeds and Bradford and has also had experience of the Private Healthcare setting.  He has successfully led teams to achieving outstanding clinical standards and outcomes for patients, firstly at Bradford Teaching Hospitals NHS Foundation Trust where he led his team to winning “Team of the Year” for improvements to patient care which included:

  • A reduction in avoidable harm from pressure ulcers and falls,
  • Complaints and PALS reductions,
  • Increase in compliments and
  • Reduced staff turnover

Paul has also worked closely in improving standards at South Tees Hospitals NHS Foundation Trust where his ward was one of the first to undergo ward accreditation and achieve a green assessment for the quality and standards of care delivered.

Paul is also actively involved in National workstreams, two of which are with the Nursing and Midwifery Council advising on professional issues affecting the nursing profession and also  the Thought Leadership Group for changes to pre-registration education standards.  He has recently been invited to be a member of the national strategy group for reducing pressure ulcers which is being led by NHS Improvement.

He is currently Matron within Planned Care Services at South Tees Hospitals NHS Foundation Trust being based at the James Cook University Hospital, Middlesbrough and has recently achieved a Post Graduate Diploma in Quality, Safety and Governance.

Ann Ford Head of Inspection Care Quality Commission continued with a session on What does well-led mean at Ward level? covering:

  • 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

Full powerpoint presentation

In her presentation Ann stated: 

“We ask these questions of all services – is it safe, is it effective, is it responsive, is it caring and is it well led”

“All trusts have now had comprehensive inspections and rating of outstanding, good, requires improvement and inadequate”

“We have found that most Hospitals have compassionate care”

“Culture may be difficult to define but relatively easy to recognise. The staff survey and staff sickness levels give a good indication of culture, which can then be explored at focus groups”

Outstanding features for a trust include:

  • Consistent leadership that embraces common goals and aligns activities through out the organisation. This is about the leadership of your ward and your service.
  • An important part of the success comes from leaders that are able to identify larger forces that shape the environments and the  response effectively
  • Quality and system improvement as a core strategy
  • Organisational capacities ad skills to support perf
  • Promoting professional cultures that support team work
  • Effective learning strategies and method to test improvements
  • Providing an enabling environment
  • Using performance metrics wisely
  • Information as a platform for guiding improvement
  • Engaging patients in their care and in the design of care

“The first thing we look at is for safety is your incident reporting – high incident reporting but low harm. It’s about reporting, learning and embedding. We will look at infection prevention and control and staffing”

“Staffing – you must report low staffing – we are short staffed, we are short staffed – you must report it at all times”

“For effective we will look at  audit, national and local, outcome performance, Nutrition and hydration, MDT culture and mental capacity act and how you are supporting patients making important decisions”

“Caring is everyone’s business. We will look at high level of user satisfaction, staff going the extra mile, holistic care and staff motivated to put patients first”

“For responsive we look at patient flow integration of services, access targets. Meeting individuals needs and local population needs”

“For well led we look for a frim leadership grip, embedded and consistent system, strategic coherence to safety, an open culture and staff pride”

“If you are the best you can be your team will be the best they cane be – so make sure you think about you leadership development and get the time to develop yourself”

“We will be doing a well led review annually and at least one core service as an announced review”

Ann Ford's Biography:

I qualified as a nurse in 1981. I worked in renal medicine and Intensive/high dependency nursing before joining the school of nursing as a nurse tutor.

I left nursing for a while to run my own business.  On my return to nursing I commissioned a number of services for older people within the independent sector.

I joined the Registration and Inspection Team at Liverpool Health Authority in 1996, moving from there to lead a joint Registration and inspection Team for Liverpool Health Authority and Liverpool City Council. I then joined the National Care Standards Commission in 2001 as an area manager responsible for regulating health and social care services in the Merseyside area. Since then I have always worked in the regulation of services, joining the Care Quality Commission in 2009.

I was appointed Head of Hospital Inspection in November 2013; I am now responsible for the regulation of acute NHS and Independent Health Care in the North West of England.

I am passionate about high quality care for patients and the value of good leadership and the power of regulation in securing service improvement.

I am a football fan and support Liverpool FC; my other hobbies include Film, Theatre, Music and Reading.

Paul Jebb Assistant Chief Nurse (Projects) University Hospitals of Morecambe Bay closed the morning session with an update on the Ward Managers Guide to Leading Change, Adding Value including:

  • 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

Full powerpoint presentation

In his presentation Paul stated: 

“It is important to read the 3 year review of compassion and practice which came out last year”

“Leading Change Adding Value has been develop of the back of the 6 c’s and the review of compassion and practice”

“Leading Change Adding Value is align with Five Year Forward View”

“There are lots of challenges which are not going to go away. What we need to do is meet these challenges head on to influence the health and care landscape of the future”

“We should also be asking ourselves, how do we value our nurses, how do we value ourselves – take this forward and look at how you can change this and the impact”

“Focus on activity that creates ‘high value’ and having the courage to stop activity that results in ‘low value’ for those whom we care.”

“We need to look at triple aims – outcomes, experiences and use of resources”

“In the Leading Change adding value framework there are 10 Commitments – that you should read and look at”

How do you:

  • Close the health and wellbeing gap by promoting health and preventing ill health, long term conditions, complications, patient safety issues etc.
  • Close the care and quality gap by providing evidence based care which involves patients and wider support systems
  • Close the funding and efficiency gap by supporting joined up working across sectors/shared resources etc.
  • Meet the triple aim and reduce unwarranted variation locally for collective benefit of populations that you serve

Paul Jebb's Biography:

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.

In April 2016 Paul became an International Fellow of the England Centre for Practice Development at the Faculty of Health and Wellbeing, Canterbury Christ Church University.

In February 2014 Paul was honoured to be offered an Honorary Senior Lectureship at the University of Central Lancashire.

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.

Paul has also been the Assistant Chief Nurse (Head of Workforce) for St John Ambulance (England & the Islands), and has held other voluntary roles. In 2012 he was honoured with the award of ‘Officer of the Order of St John’.

Paul has developed his managerial skills and has completed an MA in Health Service Management. Paul also completed the Dept. of Health/RCN leadership Course for Nurses Working with Older People in 2005, and he was a Fellow of the NHS Institute Faculty of Improvement. And in 2016 completed the ‘Aspirant Executive Nurse Leaders’ sponsored by NHS Improvement at London South Bank University.

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