MY LEADERSHIP JOURNEY · 2018-06-21 · MY LEADERSHIP JOURNEY HANNAH EVANS, DIRECTOR OF PLANNING & PERFORMANCE WELSH AMBULANCE SERVICES ... Family life Strategic change Welsh Government
Post on 28-May-2020
4 Views
Preview:
Transcript
MY LEADERSHIP JOURNEY
HANNAH EVANS, DIRECTOR OF PLANNING & PERFORMANCE
WELSH AMBULANCE SERVICES TRUST
My storyLaw and French LLB
Aspirations of law
NHS Graduate Management Scheme
MBA – finally completed it
Operational management
Family life
Strategic change
Welsh Government
Welsh Ambulance Service
Lots of development opportunities
Message 1: Know yourself ….and be yourself
• Use tools available – psychometric tests, MBTI, 360 feedback
• Be authentic
• Be consistent in your behaviours
• Be consistent in your expectations
• Challenge and be open to challenge
• Take decisive action when necessary
• Back yourself
• Don’t apologise for yourself – but acknowledge mistakes
• Find a mentorWhat will you…
Argue forFight forDie for
Message 2: Build/develop your teamGet the right people “on the bus, in the right seats”
• Right Values – vibrant, caring and compassionate
• Right attitude – can do, ambitious, optimistic, art of possible
• Right approach – authentic and real, visible and connected
• Role models – leadership ability is more important than experience
• Passionate – set conditions of wellbeing and happiness in their team
• Blended team
Emmanuel Gobillot
• What people ask themselves when deciding to follow...
• 3 reasons why you would follow someone…
Values – Do they care about me?
Character – Do they have what it takes?
Achievement – Can they actually do it?
Message 3: Set a vision with staff and stakeholdersCreate “a connection to the direction”
Internal and external communication
Message 4: Plans vs OpportunitiesSet your (personal and organisational) compass
But accept the storm will come….
Need to be agile
Mistakes are opportunities
Think Marathon not sprint
But make some quick wins
Follow the leader…..
Message 5 : Face challenges
Message 6: Embrace the p/PoliticsDon’t underestimate the power of reputation of individuals, teams and organisations
Earn the right – make your case
Do your homework – know the Politics
The WAST example…
Message 7: Remain curious
Read
Question
Learn from different sectors
Challenge your biases (conscious and unconscious)
Improvement and innovation
The WAST Case Study
• 3 million population
• More than ½ million 999 calls (454,356 verified cases)
• 327,695 calls to 0845 46 47 4,545,133 visits to NHSDW
website
• Non Emergency Patient Transport Services make 816,097 journeys to 200+ treatment centres throughout England and Wales
• Volunteer network - 2,000 CFRs and 273 car drivers
The Welsh Ambulance Service at a glance…
Organisational Structure
Sovereign body operating with NHS delivery framework
Delivery organisation commissioned by the Emergency
Ambulance Services Committee
Close relationship with Welsh Government
Governed by Trust Board appointed by Welsh Ministers
Operationally lead by Chief Executive
7 Functional Directorates
3 Clinical Contact Centres
2 NHSDW and or 111 GPOOH Contact Centres
7 LHB Based Service Areas
135 Local Teams each lead by a Clinical Team Leader
3 Administration Hubs (St. Asaph, Swansea &
Cwmbran)
There’s more to WAST than people think!
Non-Emergency Transport Service
HART
NHS Direct Wales /111/GPOOH
Air Ambulance
Patient Experience and Community Involvement
Research and Development
Community First Responders
Emergency Medical Response
Increasing demand and acuity;
Structural funding gap;
Deteriorating performance;
Flawed operating model;
Regular senior management turnover;
Weaknesses in corporate governance;
Challenging industrial relations climate;
Talented but disengaged workforce;
Loss of confidence and introspection;
Intense political and media scrutiny;
Repeated review and re-organisation
2013 Operating Context (Our ‘Burning Platform’)
• Genuine doubt about the organisation’s future!
The Catalyst for Change
Actions
Creating my Team
Setting the Pace
Delivering Immediate Improvement
Developing the Vision
Gaining Trust & Being Visible
Working in Partnership
Developing the Culture ,
Behaviours and Values
Embedding…
Improved Media Profile
Ministerial Support and Buy-in
Changing the Narrative
Ambulance performance going up - outstripping every other country in the UK. The
average response time to emergency calls is now less
than five minutes. Conference, let’s thank the ambulance
service for that remarkable turn-around.
De-Escalation
“ Overall, we have
found that WAST has
been able to
demonstrate effective
governance and
leadership in relation
to the areas that we
examined”.
Successes to Date
• Staff Survey 2016 - The best improvement across all NHS Wales organisations
• Decreasing sickness absence
• Achievement of near to full establishment in Paramedic and EMT numbers
• Achieved ‘routine monitoring’ in 2016. The only NHS Wales organisation to be ‘de-escalated’
• Management of Concerns – from worst to best performing NHS Wales organisation
• Partnership working with Trade Union colleagues – including one of our union partners winning an award for ‘Approach towards Partnership at the UNISON Cymru Wales Health Awards Implement
• The Cabinet Secretary’s decision to make permanent the new Clinical Response Model rather than chase inappropriate targets
Successes to Date
• Red performance consistently above 65% target. At least 70% since April 2016, 75% for 10 out of the last 12 months and 80% in April 2017
• Amber performance improving (but more to do). Patient experience measured in published Ambulance Quality Indicators.
• Reduction in vehicle allocations per incident. It is estimated that over 5,500 unnecessary allocations have been avoided since October 2015
• Launch of Trust Purpose, Vision and Behaviours
• Influencing other Ambulance Services in United Kingdom and abroad
Successes to Date
• Increasing demand year on year
• Balanced budget
• Savings achieved
£4.5m - 2015/16
£6.2m – 2016/17£4.9m – 2017/18 (target and on track)
Freeing up Creativity and Innovation
Thank youAny questions?
top related