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MindMap showing my personal and professional development through the Work…

- - - - Explored different uses for SWOT
        
        SWOT used to critique policies, different approaches or tools (Hollingsworth & Reynolds, 2020)
        
        Personal SWOT (Sincy, 2016) pertinent to own development
    - - New tool to broaden knowledge and skills
        
        'Blind Spots' (Jack & Smith, 2007) - Identified previously unrecognised strengths
        
        Networking skills
        
        Linked to creating space for Work Based learning (Helyer et al., 2021) for others
  - - - Building professionalism and trust (NMC, 2018)
      - Supporting the workforce by increasing resilience (Hassan & Elsayed, 2025)
      - Psychological safety of others (Edmondson, 2019)
    - - Borton's (1970) framework 'What’ - sensing, ‘So what’ – transforming, and ‘Now what’ – acting.
        
        User friendly concept, simple to use and adaptable to given situation
      - Fish et al. (1991) Strands of Reflection Model
        
        Adaptive across other professions and not just Allied health professions as originally written for
  - - - Ability to analyse information through synthesising information
        
        Gathered information from a variety of sources to inform practice
    - - Ability to critically evaluate information
        
        Assessed the credibility of the information in the literature
    - - Ability to critique a subject through exploration of the literature and write in an evaluative way
        
        Developed critical thinking and writing skills by avoiding descriptive accounts of the literature
  - - - requirement to be disciplined
        
        Ensured that boundaries are not blurred
        
        Delegation and collaborative working across the team
        
        Time management strategies e.g. effective prioritisation of workload (Nayak, 2019)
        
        Increased use of digital tools and platforms to support organisation i.e. viva engage
        
        Allocating dedicated time within the schedule for WBL Sessions
  - - - Broadened my knowledge, skills and expertise through each of the modules and different subject areas
      - Practice is consistent, contemporaneous and relevant (Bettany-Saltikov, 2012)
      - Used critical appraisal tools to ensure relevance, reliability and applicability, such as CASP (Purssell, 2020)
- - - - Ambivert Type (Petric, 2022) - new concept to me
        
        Adaptive to the situation (Richards, 2020)
        
        Aware of my limitations (NMC, 2018)
  - - - Moral compass (Schulte, 2013) - able to have the challenging conversations in a compassionate way
      - Awareness of accountability and professionalism (NMC, 2018)
        
        Promote professionalism and trust - emphasises maintaining professional standards, acting with integrity, and building trust with patients, colleagues and the public (NMC, 2018)
  - - - Use of diverse self- assessment tools following my personal use of the Johari window (Luft & Ingham, 1955; cited in Halpern, 2015)
      - Use of constructive and concise feedback (Brown et al., 2016; Geisler, 2023)
      - Use of performance enhancing techniques
      - Improved staff retention as an outcome of improved staff experience
        
        Knowing that i am supporting my staff also supports my own wellbeing
        
        Staff reported feeling valued, listened to, better job satisfaction and autonomy
        
        Ensures that I am better prepared for my own PADR
        
        'Mastery' of the PADR processes for myself and team members - Novice to Expert (Benner, 1980)
      - Setting mutually agreed clear SMART aims and objectives
      - Creating space to enhance psychological safety (Edmondson, 2019)
      - identifying shadowing and buddying opportunities for others to prioritise their development (Gopee & Galloway, 2017)
  - - - Identification of Risk in maintaining patient safety and improving patient experience
        
        Review of Risk processes
        
        Development and embedding of processes through use of ratified Risk Flowchart including embedded links to key documents
        
        Cleansed Risk Register for the Service Group and Health Board
        
        Justification and scrutiny of the rationale for ongoing Service Group risks
        
        Working with other Service groups where Risk identified that straddles both i.e. Allied Health Professionals sit within another Service group
        
        Collaboration, engagement, influence and consistency
        
        Developed and sustainability of the Risk Scrutiny Meetings at a senior level
        
        Reviewed Governance structure and meeting memberships
        
        As risk is fluid and dynamic, this impacts on the contemporaneous review of risks and provides real-time learning to support across the HB
        
        links to DoC
      - Internal and External inspections
        
        Nurse Director Quality Unannounced Reviews
        
        Revised templates as more areas of learning and improvement identified
        
        Progressing to have AMaT as the desired monitoring platform for the reviews and action planning
        
        Visible, decreases duplication, easier to compare and contrast with other areas, and identify trends and themes over time
        
        Developed a 'speaking up safety' tool via MS Forms for staff to engage anonymously with the review process
        
        Staff feel listened to and psychologically safe
        
        Promoting the essential elements of Just Culture (Dekker, 2017)
        
        Health Inspectorate Wales Announced / Unannounced Reviews
        
        Ensuring that governance processes are in place for the timely review and updates to improvement plans are signed off and shared
        
        Use of digital platforms such as MS Teams Channels and AMaT to capture and monitor progress
        
        Dashboards/Spreadsheet/Database outlining the programme of work and frequency of reviews and target compliance deadlines
        
        Increased collaboration, cohesion and ownership of the plans and assurance
        
        1 more item...
        
        HB Corporate Assurance review
        
        Identified that the Corporate tool was more relevant to the other service areas of the HB
        
        A review conducted of the Corporate tool, to ensure the efficacy and relevance of the audit criteria appropriate for the speciality
        
        More relevant to the speciality and the feedback is positively received by staff as is pertinent to service provision
        
        Meaningful reviews resulting in improved patient care
        
        Identified that the clinical understanding of the speciality was lacking by the reviewing team
        
        Senior clinical member of the specialist team now participates in all reviews to advise and guide on service specific requirements
        
        Feedback sessions were being provided to the senior team and clinician at ward level were not present
        
        Clinicians now present for the feedback sessions
        
        Receive the feedback on areas for improvement and able to have a voice in influencing appropriate actions for their areas
        
        Empowered Ward Managers and Ward Clinicians
        
        Ward and Directorate level Assurance Reviews
        
        Providing assurance by ensuring consistent reporting and closing the learning and improvement cycle
        
        Implemented sessions by the Quality Improvement Lead within my team to support the Directorate leads with the digital system, its configuration and the expectations around the rationale and importance of quality assurance
        
        Consistent approach to reviews, ability for directorate leads to support and provide peer reviews across the service
    - - Quality Assurance
        
        Ensure systems operate correctly to uphold quality
      - Quality planning
        
        Outlined clear goals and standards
        
        Completed scoping and benchmarking using the All Wales Maturity Matrix
        
        Enabled a strategic overview of current positions and allowed for assessment, gap analysis and reflection in our QMS journey
        
        Which has provided demonstratable evidence of Quality services
      - Quality Control
        
        Implement strategies to prevent incidents and clear mechanism to monitor
      - Quality Improvement
        
        Identify areas of improvement by triangulating data, audit and feedback
      - Both National and HB requirement to implement a QMS
- - - - Counteracted against my thoughts of imposter syndrome (Fowler & Villanueva, 2023)
  - - - Chair SGs Policy Review Group
        
        Developed the Governance Checklist for Policy and related documents (Colebatch, 2009)
        
        Strengthened Governance processes and clear responsibility/accountability identified
        
        Improved safety for patients, staff and organisation
        
        Developed database of all policies, review/expiry dates, and review leads; thus increasing governance
        
        Ensuring that Policies and procedural documents are contemporaneous, relevant, and fit for purpose
        
        Improved Terms of Reference for the group, outlining purpose, function and robust processes
      - Became member of the HB Policy governance meeting
        
        Impacting on the reviews, and ensuring that the SG specific requirements are included
      - Developed links operationally and strategically with the HB leads
  - - - 2025/26 - training being implemented to meet the requirements of Listening to People Regulations
      - 2023 - training implemented to meet the requirements of Duty of Quality and Candour (Welsh Government, 2021)
    - - Statutory and Regulatory requirements
        
        Implementation of the Welsh Government Quality and Safety Framework to ensure statutory duty across HB
        
        Annual Quality Reporting
        
        Publication of an Annual report on how the duty has been applied within the Health Board
        
        "Always on" Reporting
        
        Regularly updating on quality aspects including providing data on key metrics, feedback, clinical outcomes, through quality and performance reports
      - STEEEP framework (Welsh Government, 2021)
        
        Safe Care
        
        Prioritising safety by management of risk, preventing harm and safeguarding from abuse
        
        As a Quality Lead within the Senior Management Team, ensuring quality impact assessments are carried out at every opportunity
        
        Ensures that all decisions relating to changes in process, service provision and opportunities for improvement have a quality lens at the forefront, positively impacting on patient experience and safe and effective care
        
        Timely
        
        care is offered throughout unnecessary delay to streamline processed and reduce waiting times
        
        Effective Care
        
        care informed by robust evidence to enhance patient outcomes
        
        Efficient
        
        Making the most of available resources to enhance value and reduce waste
        
        Equitable Care
        
        Quality care that minimises inequalities and meets the persons individual needs
        
        Person centred
        
        Care is provided with dignity and compassion, tailored to the individual
    - - Ensured all complaints, incidents and claims raised are addressed timely, with transparency, compassion, and in a just restorative (Dekker, 2017) approach
        
        A proactive approach which is transparent and consistent. Covers complaints, incidents, and potential redress claims
        
        Duty of Candour (WG, 2021)
        
        Understanding the need to support those involved and mechanism for doing so
        
        Service User and family involvement
        
        Learning and improvement needs to be the key focus
        
        It is ok to apologise even if there have been no failures
        
        Accurate and relevant records - robust and thorough investigations using a just culture approach
        
        Open, truthful and transparent conversations about the event
        
        Claims and Redress
        
        Welsh Risk Pool
        
        Identify Learning, Improvement and evidence of sustainable practice
        
        Established Serious Incident Review of Learning (SIRL) process
        
        3 more items...
        
        Revised workforce structure to enhance Quality Improvement (QI) capability and oversight
        
        1 more item...
        
        Identify and implement the necessary actions
        
        Provide evidence of incremental improvement in practice and sustainability of the changes
        
        Established Quality and Safety Networks
        
        3 more items...
        
        Breach of Duty - continually asking if there is a breach?
        
        Required at every juncture in the process and not just at incident reporting stage i.e. post investigation, post Coroners, and when new learning is identified.
        
        1 more item...
        
        Complaints
        
        New Listening to People Regulations to be implemented from April 1st 2026
        
        Required extensive input in order to clear backlog of overdue complaints ahead of implementation of LtP
        
        Reviewed Q&S workforce and analysis of capacity to complete
        
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        Proposals for completion and clear trajectories mapping out progress for assurance
        
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        Carried out Training needs analysis ahead of the implementation
        
        All Incidents of all levels (No harm through to catastrophic)
        
        Review of structure to post incident strategy meetings to inform the scope and terms of reference for each investigation using a just restorative approach (Dekker, 2017) with all involved, family, staff members and contributors
        
        Just restorative culture (Dekker, 2017)
        
        Psychologically safe (Edmondson, 2019)
        
        1 more item...
        
        Open and transparency
        
        1 more item...
        
        increased engagment in investigations
        
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        improved reporting culture
        
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        identification of organisational learning
        
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        Reporting mechanism (DATIX) hinders reporting and transparency, as unable to capture key components to inform thematic analysis e.g. subcategories relating to restrictive practices
        
        Identified as a pilot site for the All Wales reducing restrictive practices project
        
        Influencing HB and National changes in incident reporting processes to ensure robust and consistent approach and outcomes - closing the loop
        
        1 more item...
- - - - Recognising diversity
        
        Enabling a diverse workforce to meet the needs of a diverse patient group
        
        acknowledging cultural differences in providing care whilst maintaining safety
    - - Changes to the PDN role and input into clinical areas to develop practice within the preceptee workforce for IENs and Streamliners
        
        Adopting an experiential learning approach which is key to WBL (Helyer et al., 2021)
    - - Implemented additional sessions to encourage advanced careers for the IENs
        
        Leadership skills
        
        Coaching, mentoring and supervision
        
        Role clarity and career progression options
        
        Sense of achievement, accomplishments and true recognition (Skene, 2021)
  - - - Business case completed to extend the current service provision following analysis of the need
      - Promotion of TRiM across the service group as the recognised approach for staff who have experienced trauma and vicarious trauma
        
        Increased ability to self-manage and recognition of trauma (Wilson et al., 2023), in others increasing peer support networks
- - - - Link to the Fish, Twinn, and Purr (1991) strands of reflection model - Strand B
        
        Challenge beliefs and assumptions
  - - - Using digital stories to enhance SU/staff voice
      - Using feedback from patients to inform educational programmes and training resources
        
        WARRN training
        
        Care and Treatment Planning training
    - - Effective and efficient in practice
        
        Team of PDNs able to roll out training across the service
    - - Current classroom training approach to WARRN not effective in practice
        
        WARRN Trainers changed approach to support MDTs providing direct input at ward level, informing and influencing clinical practice
        
        WARRN Risk Assessment facilitators support group
        
        Peer support and Reflective practice implemented (Rolfe et al., 2011)
        
        Group clinical supervision implemented (Driscoll, 2007)
        
        Shared learning
      - PDNs now work clinically promoting experiential learning
    - - Informed annual training plan
  - - - Being transparent and identifying learning
      - Upholding and communicating clear expectations and ensuring good practice around professional standards
      - Empowers others to learn for shortfalls within investigations and to prevent future deficits in these areas
      - Debrief and reflective sessions for the teams following the outcome of investigations
    - - Links with partnership forums
      - Established patient involvement forum within HB
      - Health Education and Improvement Wales (2022) - National Mental Health Workforce Strategy - lived/living experience workforce strategy
        
        Employed two people with lived/living experience
        
        Developing HB Lived Experience strategy
        
        Stronger patient voice
  - - - Clinical pathway development for individuals with Emotionally Unstable Personality Disorder
        
        Established Core Working Group
        
        Clinical experts, Lived experience experts, multi-professional
        
        Maximises efficiencies, patient centred and inclusive