MY LEADERSHIP JOURNEY · 2018-06-21 · MY LEADERSHIP JOURNEY HANNAH EVANS, DIRECTOR OF PLANNING...

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?