Empowering Sisters/ Charge Nurses Programme Jackie Parsons Senior Manager - Nurse Education Cardiff and Vale UHB.

Transcription

1 Empowering Sisters/ Charge Nurses Programme Jackie Parsons Senior Manager - Nurse Education Cardiff and Vale UHB. RCN International Education Conference June 2011

2 Session Aims Outline context and Free to Lead, Free to Care recommendations (WAG 2008). Explain the portfolio based Empowering Ward Sister / Charge Nurse Programme and links to KSF. Identify ESWP learning outcomes and objectives. Share In house development opportunities: Skills2Manage - Empowering Sisters / Charge Nurses Outline accreditation opportunities Cardiff University SoNMS module Leading through Empowerment.

3 it's tough trying to keep your feet on the ground, your head above the clouds, your nose to the grindstone, your shoulder to the wheel, your finger on the pulse, your eye on the ball and your ear to the ground this is what we seem to be asking our nurse managers, at all levels, to do Rosemary Kennedy (2008) Ref: Journal of Nursing Management 16 ( 8)

4 Free to Lead, Free To Care (WAG 2008) Key recommendations : 1. Development of an All Wales Ward Sister/ Charge Nurse Preparation/Development Programme (WAG & HEI) 2. Those in existing posts to complete the approved development programme and/or APEL. (UHB). Newly-appointed ward sisters/charge nurses should complete as compulsory component of induction. (UHB) 4. Aspiring ward sisters/charge nurses should undertake the development programme as part of their CPD (UHB)

5 Free to Lead, Free to Care The All Wales work group determined the content of the Empowering Ward Sister/Charge Nurse Programme (EWSP) to fall under three themes: Managing ward performance Managing people and resources Empowerment

6 Empowering Ward Sisters & Charge Nurses Portfolio A portfolio of evidence of achievement will be the vehicle of assessment, to include the diagnostic needs analysis and learning contract, reflective elements and evidence linked to both AfC banding competencies and patient outcomes where possible. Melanie Jasper, Chair, Education, Development and Support Work Group, Free to Lead, Free to Care.

7 Ward Sister/Charge Nurse Development A leading principle of the EWSP is that it is individually designed to meet learning and development needs. It is flexible and can be adapted according to an individuals stage of career, unique knowledge, skills and experiential background.

8 SISTER / CHARGE NURSE MANAGEMENT/ LEADERSHIP DEVELOPMENT PATHWAY The pathway outlined would be the desired route for nurses new to management roles or developing towards a management role (may have some delegated responsibilities already). Experienced managers who are competent in elements of their role may access at any point to meet identified skill gaps. MANDATORY HR Policy Training & Awareness including and as appropriate: Sickness and Absence / Special Leave Dignity at Work Disciplinary Capability Recruitment & Selection Professional Registration ILM Award in First Line Management./ Vital Signs Either / Or SKILLS2MANAGE Empowering Sisters/ Charge Nurses Self Management & Critical Reflection Understanding the Organisational and Political context RCN CLINICAL LEADERSHIP PROGRAMME Equality & Diversity Personal Development Review Training ESR Manager Training POVA Level 2 / (As appropriate) BSc/MSc Module in Management/ Leadership Managing Ward Organisation and Quality of Care Managing Service Improvement/ Development Managing Resources (Rostering & Budgeting) BSc Clinical Leadership (60 Credits - UniGlam) Child Protection Level 2/ (As appropriate) People Management Coaching Shadowing Coaching Shadowing Coaching Shadowing

9 Ward Sisters/ Charge Nurse Development ILM 16 1% Skills2Manage 28 21% RCN CLP 9 0% Aston 15 12% Other 17 1% n=11

10 Staff in post - ability to meet expectation for the EWSP. a. b. c. Due to my attendance on formal training I consider that I would be able to provide evidence of my competence to undertake the role of Ward Sister/ Charge Nurse effectively. Although I have attended formal training I still consider I have some skill/ knowledge gaps to be addressed and would require further development before I could provide sufficient evidence of my competence to undertake the role effectively. I have not attended any formal development course but consider that I will require some formal training before I am able to provide evidence of my development and competence in the areas outlined. d. I have not attended any formal development courses and consider that I will require some formal training before I am able to provide evidence of my competence in all areas of responsibility as outlined in appendix 1. 57% 0% 5% 8% 50% response rate)

11 Learning outcomes to be achieved through the Cardiff and Vale UHB programme: 1. Demonstrate effective management skills required to deliver quality care through individual/team performance to ensure safe and efficient positive patient outcomes. 1. Demonstrate the application of knowledge and skills required to effectively manage self, people and resources in the clinical environment.. Demonstrate empowerment in practice through effective clinical leadership.

12 Managing Ward Performance Learning Outcome 1- Demonstrate effective management skills required to deliver quality care through individual/team performance to ensure safe and efficient positive patient outcomes Objectives: KSF Dimension Level Level Indicator Define role accountability and responsibility and demonstrate it in action. C2 C5 4 a, b, c, d, e, f, g, h a, b, c, d, e, f, g Explore patient experience demonstrating reflection on practice and challenging norms C1 C4 4 2 a, b, d, e, f a, e, f Demonstrate the ability to use the ward dashboard, review and audit practice and make improvements as appropriate to deliver a quality service utilising a range of tools and techniques C C4 C5 2 a, b, c, d, e a, b, c, d, e,f a, d, e, f, g Ensure patient participation in care and service development and safe handling of complaints and clinical incidents. C1 C5 C6 4 2 a, b, c, d, e, f a, b, c, d, e, f, g a, b, c, d Understand Organisational and Divisional objectives and demonstrate the ability to develop local objectives which are aligned. C4 C5 2 a, c, e, f f, g Demonstrate the knowledge and skills to lead change effectively. C1 C4 2-4 a, b, c, d, e, f a, b, c, d, e, f

13 Managing People and Resources Learning Outcome 2- Demonstrate the application of knowledge and skills required to effectively manage self, people and resources in the clinical environment Objectives: KSF Dimension Level Level Indicator Demonstrate sound financial knowledge and ability to manage a budget Understand the systems and processes involved in the supply of material and human resources to the ward and demonstrate the ability to utilise both effectively, ensuring value for money. Understand and demonstrate ability to manage relationships within the ward setting, successfully dealing with conflict where it arises. Increase knowledge and confidently apply HR Policy Develop skills to participate in and chair team meetings effectively Develop effective communication and delegation skills. G4 1 a, b, c. G4 G6 C2 C6 G6 C1 C6 G6 C1 C6 G6 C1 G a, b, c a, b, a, b, c, d, e, f, g, h a, b, c, d c, d a, b, c, e, f a, b, c, d b, e a, b, c,d,e,f b, c, d c a, b, c, d, e, f e, f, g,h

14 Empowerment Learning Outcome - Demonstrate empowerment in practice through effective clinical leadership Objectives: KSF Dimension Level Level Indicator Development of reflective skills and the ability to review practice. C2 C5 4 a, b, c e, f, g Identify and display behaviours consistent with empowerment which ensure patient safety pertaining to all elements of the Fundamentals of Care. C5 C HWB5 4 a, b,c, d,e,f,g a,b,c,d,e a, b, c, d, e,f, g Understanding own management style and its impact on team and organisation C5 C6 G6 2 a, b, c b, c c, d, e, f, g, h Develop skills in influencing and negotiating, understanding leadership power and the value of being proactive. C1 4 a, b, c, d, e, f Increasing political awareness both internal and external to the organisation C5 C4 2 a, b a, f Understand the strategic implications and demonstrate the ability to justify a course of action. C1 4 b, c, d, f

15 Empowering Ward Sister/ Charge Nurse Programme Pathway Register intention to undertake the EWSP with the Learning, Education and Development (LED) Department Upload to ESR (OLM) Self assessment against learning outcomes (using Portfolio template) Identified: Competence achieved and evidence available Identified: skills & knowledge or evidence gap. Training/development requirement. Portfolio evidence contract agreed with Line Manager. Learning Contract: Action plan and evidence contract agreed with Line Manager Progress Review with line manager 6 months Completion of Portfolio of evidence assessed by Line Manager 12 months or sooner Certificate of completion signed by learner and line manager Send to LED, completion recorded on ESR Formal Certificate issued

16 UHB Implementation Process Portfolio guidelines and templates provided (hard copy and electronic versions on disc). Assessment based on meeting learning outcomes, cross referenced to KSF competencies. Line Manager will assess competence and sign off. Learning, Education and Training Dept. will maintain quality control.

17 UHB Implementation Process Those in post provide portfolio of evidence using previous experience/development - RCN CLP and S2M mapped across to EWSP Aspiring & Newly Qualified will attend the Skills2Manage Empowering Sister/ Charge Nurses programme.

18 Skills2Manage Empowering Sisters/ Charge Nurses An 8 day programme/series of workshops Content identified from key management and leadership competencies within the: Leadership Qualities framework (LQF) Knowledge Skills Framework Feedback from Clinical Leadership cohorts. Free to Lead, Free to Care (WAG 2008) recommendations

19 Workshop themes: Managing Self and Critical Reflection Understanding the Organisational and Political context Managing Ward Organisation and Quality of Care (2 days) Managing Resources (Rostering & Budgeting) Managing Service Improvement/ Development People Management (2 days)

20 Managing Self & Critical Reflection Introduction to Skills2Manage Responsibility & Accountability Personal Management Time and Energy Prioritisation. Hersey and Blanchard Management Styles. Reflective Writing Workshop. Understanding the Organisational and Political context The Big Picture: Overview of NHS /NHS Wales configuration UHB Structures & Nursing/UHB Agendas Politics with a Big P- Welsh Government Leadership Power & Influencing Skills

21 Ward Organisation and Quality of Care Workshop 1 The UHB Quality & Safety Agenda Responsibilities for ward organisation: Cleaning standards & Inspections Fundamentals of Care: Nutrition & Hydration - Regulations, Protected Mealtimes Measuring Quality of Care: Ward Dashboard Workshop 2 Managing Complaints/Concerns Patient Flow Patient Access & Discharge/ Continuing Health Care Regulations Transforming Environments - Well Organised Ward Procurement Systems and Processes

22 Managing Resources (Rostering & Budgeting) Managing Finances and Budgetary Issues Workforce Planning & Staffing Establishment Use of Temporary Nursing Resource Principles of Electronic Rostering Work life Balance and Self Rostering techniques Off Duty Roster Managing Service Improvement/ Development Building and Nurturing an Organisational Improvement Culture Improvement Tools and Techniques e.g Process Mapping Saving 1000 Lives+ & the Improvement Model The Patient Factor, Little Things Make a Big Difference (Patient Stories awareness training pack)

23 Workshop 1 Effective Teams Diversity and Values Clarification Role Set Analysis People Management Conflict Resolution Workshop 2 HR Aspects and application of Policy Meeting Chairmanship skills FISH Philosophy Staff Motivation Academic credit opportunities

24 Evaluation of impact Undertaken via : Workshop Evaluation forms Reflective accounts following each workshop Service Improvement Plan using PDSA cycle

25 I really enjoyed the course, learnt a lot and realise I have a lot more learning ahead Excellent course which will help and has helped me reflect effectively on my style of management, I am reassured but will change some aspects of my behaviour.

26 Leading through Empowerment School of Nursing and Midwifery Studies. Aim of the module Recognises work based learning Enhance the skills of: inquiry, networking, change management and creativity (Moore 2007) allowing the use of professional experiences in the learning process (Chapman 2004).

27 Module registration The portfolio will need to have been completed within 12 months from registering commencement with the Health Board. Registering for the module can be undertaken within 18 months of UHB registration and commencement of portfolio compilation.

28 Module structure Part of the BSc Clinical Practice programme 12 weeks in length Level, 0 credits Students will have the opportunity to discuss their portfolio and an assessment of the portfolio made to ensure it meets academic requirements Three workshops underpinned by student needs analysis will be offered to develop the students skills further towards achievement of the learning outcomes.

29 Assessment Formative 15 minute presentation consisting of critical reflection of their personal and professional progress towards achieving their learning outcomes. Summative Portfolio: Based on the clinical learning outcomes Presentation: 0 minute Conference Style presentation achieving the theory outcomes of the module. Weighting: Portfolio 50% Presentation 50%. The mark awarded will be based on an aggregated score however; both parts of the assessment must be passed.

30 References Kennedy R (2008) How do we get the managers we need and the leaders we want? A personal View. Journal of Nursing Management 16 pg Royal College of Nursing (2009) Breaking down barriers, driving up standards. The role of the ward sister and charge nurse. Royal College of Nursing: London Welsh Assembly Government (2008) Free to Lead, Free to care - Ministerial task and finish group report Empowering ward sisters/charge nurses. Welsh Assembly Government

31 THANK YOU ANY QUESTIONS?