Page 9 - International Women's Day Magazine: The Yorkshire Post

It is with great excitement and from DeMontfort University in to show vulnerability and taught me money - that equation is quite simple
sense of pride that I write this as a female Chief Executive and as a Nurse. 2020 is
both the International Year
of the Nurse in recognition of the bicentenary of the birth of Florence Nightingale, and St Leonard’s Hospice 35th anniversary - to be able to celebrate both of these landmarks this year as a female leader makes me feel very honoured.
As a nurse I’ve worked in a variety of clinical and nursing leadership roles and I consider myself very lucky to have been inspired by a number of strong role models. I have never been shy of taking opportunities that perhaps didn’t fit my overall plan ...although I’m genuinely not sure I had a plan for how my nursing career would unfold when I graduated in 1996
About
St Leonard’s Hospice
St Leonard’s Hospice is an independent charity, providing specialist palliative care and support for local people with life limiting illnesses. We have an In-patient Unit, Sunflower Centre and Hospice@Home service.
In this relaxed and friendly environment, every patient is recognised and treated as an individual. With our support patients are able to enjoy the best possible quality of life. Our care also extends to support families and carers.
Tel: 01904 708 553 www.stleonardshospice.org.uk
Leicester as a degree trained nurse. In 2012, I left the NHS
(and my relative comfort zone) to join the team
at St Leonard’s
Hospice in York
as the Director of Clinical Services. Following my appointment the learning curve was steep, but I met the challenge head on and have never looked back.
When I was
appointed as CEO,
I used a professional
coach to build my
confidence who focussed on
my strengths, gave me permission
to quieten my inner doubting chimp. Here I am a year into the post
feeling confident, enthusiastic
and optimistic for the future.
As the Hospice enters its 35th
anniversary year, we are starting to
operationalise our strategic vision and develop services to meet the needs of
more patients. We know that in order to be more responsive in
the future we need to simultaneously support
and develop our staff
and volunteers and increase income. We need to care for
more patients but that will cost more
isn’t it? As a charity that receives only a third of its funding from the NHS, we rely heavily on voluntary income particularly from legacies. The aspects of our future that are priorities for me as CEO relate to inspiring teams and modernising our culture. We need to position ourselves as an organisation with
a modern ‘can do’ collaborative approach to supporting patients and raising income to ensure we are financially secure for the future.
As CEO I know what is important and I hold many plates in the air (some of which are spinning nicely and some that feel like they are falling at times) but as a nurse I know what should remain at the centre of everything we do – that
is our patients and I’ll never compromise on that.