1. Succession Planning for Nurse Directors in Wales Ian Govier Development Manager – Nursing Leadership

4. As leaders in NHS Wales, our job is to deliver the highest quality healthcare and create the world class services as detailed in: As leaders in NHS Wales, our job is to deliver the highest quality healthcare and create the world class services as detailed in: Ann Lloyd Chief Executive, NHS Wales

5. Developing the leaders of today and identifying those for tomorrow is crucial to delivering national priorities and the change agenda

6. Developing talent and building the capacity and capability of both existing and future leaders Leadership Development and Succession Planning

7. Succession Planning Scoping Exercise CNMC HEIs

8. Future leaders must be those who can meet the challenge of consistently delivering results and improvement. ‘Care to Lead’ is designed to develop a talent bank from which to draw such leaders. Meeting our succession goals is a critical imperative for the delivery of ‘Designed for Life’.

9. Aspiring Nurse Director Programme

10. Increase corporate knowledge and understanding, political awareness and influencing skills Enhance professional and executive level decision making abilities to improve patient care Key Outcomes

11. Core Academic Programme Key Features and Benefits Action Learning Sets Patient Impact Project E-leadership Skills 360 o Feedback Coaching and Mentoring

14. What difference has the programme made?

15. 'The Aspiring Nurse Director Programme has equipped me to challenge things in the NHS that no longer work. I've realised that you can't expect to do the same thing and get a different outcome! The multi-professional approach to leadership development has been refreshing, especially with the programme emphasis on improving patient care.’ ‘As a newly appointed Nurse Director, the programme has given me a renewed focus on the patient experience in my organisation, especially when influencing board decisions that impact on patient care.' 'For me, the Care to Lead Aspiring Nurse Director Programme has been about what I can take back to my organisation that makes a difference not only to myself and my team, but most importantly to inform and improve patient care.' 'I have been able to apply the principles learned on the Aspiring Nurse Director Programme and apply these to making organisational changes which have improved services for patients.'

16. ‘As a newly appointed Nurse Director, the programme has given me a renewed focus on the patient experience in my organisation, especially when influencing board decisions that impact on patient care.' 'I'm finding that when I'm delivering in the workplace, I can hear the Care to Lead AND programme coming out of my mouth. There are things that I've taken and internalised from the programme that have helped me deal with complex situations within my organisation.' ‘The Action Learning sets enabled the group to share and work through their service development experiences, develop deeper understanding of emerging issues and become more effective as individuals and team members. They were both challenging and supportive with positive learning outcomes.’ ‘I think we have all come through a very meaningful learning journey and from a career perspective, I am at a point where I have never been before. My development over the past couple of years has enabled me to achieve my professional ambition to be a Nurse Director and if this is as good as it gets, then I am very content.’

17. Patient Improvement Projects Paul Labourne (Powys LHB) Restructured secondary care services thus enabling release of resources to community / primary care in order to more effectively manage patients with long term conditions / chronic disease. Anne Mills (Velindre NHS Trust) Engaged with the 4 main cancer charitable partners in using resources more effectively to organise and implement cancer care. Meinir Williams (Conwy LHB) Introduced a clinical governance framework into the independent sector in preparation for future service demands linked to the ongoing management of patients with complex long term conditions / chronic disease. Carole Crocker (Gwent Healthcare NHS Trust) Redesigned the community children’s’ team service in Gwent to support a 24 hour service. This has resulted in a reduction of acute admissions and delayed discharges, especially of children with long term conditions.

18. Martine Price (Cardiff and Vale NHS Trust) Demonstrated the outcomes of Clinical Nurse Specialist activity when managing patients with chronic disease. Carole Bell (Carmarthenshire NHS Trust) Developed and implemented an integrated care pathway for women with diabetes in pregnancy. Brian Green (Welsh Assembly Government – North Wales Region) Produced a strategy that will ensure a consistent approach across the North Wales healthcare region in the management of patients with chronic disease. Eiri Jones (Bro Morgannwg NHS Trust) Demonstrated the outcomes and benefits of specialist nurses in Bro Morgannwg NHS Trust who manage patients with chronic disease. Alison Kedward (Swansea NHS Trust) Redesigned and reconfigured cardiovascular / respiratory rehabilitation services across the trust and community with an emphasis on engaging the voluntary sector e.g. British Heart Foundation, Age Concern. This has also included streamlining Clinical Nurse Specialist roles in the management of patients with chronic disease.

19. As we, the leaders, deal with tomorrow, our task is not to try to make perfect plans. Our task is to create organizations that are sufficiently flexible and versatile that they can take our imperfect plans and make them work in execution. That is the essential character of the learning organization (Harper and Sullivan, 1996)

20. Thank You Please feel free to ask questions?