MY LEADERSHIP JOURNEY

Transcription

1 MY LEADERSHIP JOURNEY HANNAH EVANS, DIRECTOR OF PLANNING & PERFORMANCE WELSH AMBULANCE SERVICES TRUST

2 My story Law 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

3 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 mentor What will you Argue for Fight for Die for

4 Message 2: Build/develop your team Get 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?

5 Message 3: Set a vision with staff and stakeholders Create a connection to the direction Internal and external communication

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7 Message 4: Plans vs Opportunities Set 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..

8 Message 5 : Face challenges

9 Message 6: Embrace the p/politics Don 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

10 Message 7: Remain curious Read Question Learn from different sectors Challenge your biases (conscious and unconscious) Improvement and innovation

11 The WAST Case Study

12 The Welsh Ambulance Service at a glance 3 million population More than ½ million 999 calls (454,356 verified cases) 327,695 calls to ,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

13 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)

14 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

15 2013 Operating Context (Our Burning Platform ) 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 Genuine doubt about the organisation s future!

16 The Catalyst for Change

17 Actions Creating my Team Embedding Setting the Pace Developing the Culture, Behaviours and Values Delivering Immediate Improvement Working in Partnership Developing the Vision Gaining Trust & Being Visible

18 Improved Media Profile

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20 Ministerial Support and Buy-in

21 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.

22 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.

23 Successes to Date Staff Survey 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 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

24 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

25 Successes to Date Increasing demand year on year Balanced budget Savings achieved 4.5m /16 6.2m 2016/17 4.9m 2017/18 (target and on track)

26 Freeing up Creativity and Innovation

27 Thank you Any questions?