Leadership in Public Sector supported by Academi Wales

The shortlistclick on a name

Rhian Evans – (Team Manager Mental Health Resources), Flintshire County Council
Andrew Falvey – (Commercial Director), DVLA
Ann-Marie Harkin – (Financial Audit Director), Wales Audit Office
Rhian Huws Williams – (Chief Executive), Care Council for Wales


Rhian Evans

Role: Team Manager, Mental Health Support Services
Organisation: Flintshire County Council

How has your life experience made you the leader you are today?

I realised as a child that I wanted to be able to make some kind of difference to people. In my early 20s following my training as a Social Worker my first managerial role involved working within the charity sector, managing staff and volunteers and assisting service users in running their own project. I always wanted to be able to work creatively, developing services to benefit people within the community. I have never lost sight of this goal and I hope the way in which I lead people in achieving this reflects the core values and principles which are so important to me.

What have been the main highlights and challenges since taking up your leadership role with Flintshire County Council?

I was nominated for this award because of my involvement in the transformation of one of the services I managed, from a social services run work scheme to an independent social enterprise. There were many challenges throughout the process in ensuring that all of the stakeholders were genuinely involved and on board with the change. This took time and determination but the outcome is that people with mental health issues in Flintshire now have the opportunity to undertake training and real work experience within a graphic design and print business setting. It has also resulted in some people securing paid employment within the business.

What have been the most helpful things you have learnt from these highlights and challenges?

I have learned that commitment, patience and determination pays off! I have also learned the importance in leadership in recognising one’s own strengths but also one’s own limitations. It is vital to call upon and appreciate the valuable skills of others in achieving success in any program of change.

What do you think is the biggest issue facing leaders in Wales in 2016?
As my leadership role is in social care, I consider the biggest issue to be the current economic situation facing the public sector. However I believe that within this difficult climate we can still aim to make a difference by leading creatively and making best use of the resources and skills we have within our teams.

Which other leaders in Wales do you admire and why?

Throughout my career, a colleague called Rosemarie Williams has been an inspiration to me. She has held leadership roles within social services, community development and the voluntary sector. Rosemarie is now retired but is still committed to enabling people with mental health problems to have a voice and valued role in society.

What is one word that sums up leadership for you?

Enabling

 


Andrew Falvey

Role: Commercial Director
Organisation: Driver and Vehicle Licensing Agency

How has your life experience made you the leader you are today?

I started work at 17 having spent insufficient time and effort on my A Levels – a big life lesson. After working for a while, I realised the importance of self development and embarked on a long and sometimes difficult journey of obtaining vocational and professional qualifications. Having worked in several public bodies and the private sector, I’d like to think that my wide and varied set of experiences enable me to support and advise my team in a more rounded and helpful way. As a Swansea boy, I’m passionate about helping to promote the city as a great place to work.

What have been the main highlights and challenges since taking up your leadership role with DVLA?

Since arriving here six years ago, a highlight has been inheriting a great team and being able to work with them to introduce new initiatives, enabling us to provide an even better service to our customers. DVLA is transforming into a leading digital business and supporting the change from a commercial perspective has been both exciting and demanding. A key challenge has been setting up a new Business Development function from scratch. This is quite different for the Public Sector, and we’ve brought in income exceeding our target in year one, which is a great start.

What have been the most helpful things you have learnt from these highlights and challenges?

As ever, good communications is key to good leadership, and keeping staff informed and involved in the constant change of this business is vital. I have also learned about the challenge of being a seller to the public sector as opposed to a buyer – interesting times!

What do you think is the biggest issue facing leaders in Wales in 2016?

For me, the biggest issue is the continued pressure on public spending and the need to maintain excellent services and develop staff in such testing times. This demands innovative leadership and greater emphasis on soft skills to get the best from people.

Which other leaders in Wales do you admire and why?

As a Swans fan I have to say Ashley Williams! He’s such a consistently good player and leader, plus a great role model. I’m also a rugby fan and admire the way in which players like Sam Warburton lead from the front in such a physical sport.

What is one word that sums up leadership for you?
Authentic

 


Ann-Marie Harkin

Role: Financial Audit Director
Organisation: Wales Audit Office

How has your life experience made you the leader you are today?

My parents were hugely supportive when I said that I wanted to go to University and then on to study for a professional accountancy qualification. Both of them had to leave school at 15 and to work really hard to give me opportunities. The understanding I developed of what that support meant for them, and the difference the educational opportunities I was being given meant to my life, have completely influenced my outlook on life and leadership.

What have been the main highlights and challenges since taking up your leadership role with Wales Audit Office organisation?

The establishment of a Finance Skills Development Group comprising Senior Finance Leaders from publicly funded organisations across Wales presents us with a wonderful opportunity to develop the next generation of finance professionals. The secondments between public bodies, which are due to take place from autumn 2016, will help to provide our finance students with a greater understanding of the challenges facing public bodies and the skills and expertise needed to deal with them.

It can be challenging sometimes to persuade employees to focus on their professional development when they are already busy and resources are scarce, but the benefits to be gained for the individual and the employer definitely make it worthwhile.

What have been the most helpful things you have learnt from these highlights and challenges?

Communicate and engage. There is no point having a vision if you can’t persuade others of the merits of it! And be patient- change isn’t achievable overnight.

What do you think is the biggest issue facing leaders in Wales in 2016?

Looking beyond today’s problems! For those of us in the public sector, the need to achieve financial savings against a backdrop of increasing demand and public expectations can cause us to focus on short term financial priorities rather than invest in training for the longer term.

Which other leaders in Wales do you admire and why?

It’s impossible to single out any one leader. In my role as an auditor I have been lucky to work with a wide range of inspiring and dedicated professionals at all levels, helping to influence the future shape and direction of the Welsh Public Sector.

What is one word that sums up leadership for you?

People


Rhian Huws Williams

Role: CEO
Organisation: Care Council for Wales

How has your life experience made you the leader you are today?

I am driven by social justice. I was brought up in a Welsh speaking rural community. We were encouraged and supported to take responsibility and to make things happen at quite an early age within the chapel, the Eisteddfod and the Young Farmers and school. Through my involvement from those days in improving the opportunities to use Welsh in day to day living and with public services and also later my role as a social worker I was prepared to set out what needed to be different, was prepared to stand up for and drive forward what I felt needed to change.

What have been the main highlights and challenges since taking up your leadership role with Care Council for Wales?

Highlights are many and include:

  • The positive reputation within the social care sector and beyond – as value based, inclusive, totally bilingual and trusted to deliver organisation.
  • Broke new ground – people using services equal partners in our governance and regulatory work.
  • Acting on what they wanted –learning from regulation informing practice improvement (“regulation for improvement not just describe failure”).
  • National collaborative social work training strategy with universities, employers and people using services resulted in improved retention, and professionalism.
  • The Accolades – showcasing good practice. Raised profile and confidence in social care.
  • Care Council staff – low turnover and passionate about values and outcomes.
  • Working across public services – “joining the dots”, to improve public services.

Challenges

  • Balancing the quick and slow
  • Breaking through the silo working of public services, recognising the change journey takes time
  • Lack of appetite to innovate

What have been the most helpful things you have learnt from these highlights and challenges?

The value of collaborative leadership focused on shared purpose – it can be hard, but there is greater ownership and success. Change and improvement in public services is continuous. It needs a sustained focus on the long term vision, good communication about purpose and progress….and energy.

What do you think is the biggest issue facing leaders in Wales in 2016?

Balancing ambition with financial constraints. The potential preoccupation with structures and systems at the expense of cultural change and a focus on improved outcomes for people. The need to maintain a long term focus whilst recognising the political context and potential implications on future priorities and budgets.

Which other leaders in Wales do you admire and why?

Tricky question. There are many who have leadership qualities which I admire. Our Accolades last year had fab examples of a range of national, local and community leaders. Look them up on our website (http://www.ccwales.org.uk/news/2015/06/18/2015-accolades-winners-announced/). I guess the leaders I admire in Wales are those who are genuine in their commitment to improving the lives of people in Wales and are prepared to invest in the long game.

What is one word that sums up leadership for you?

The one word that sums up good leadership is integrity.

Disclaimer: All details included in these leadership stories have been provided by the finalists themselves. All information has been accepted in good faith. Any references to individuals or circumstances have been relayed in the finalist’s own words and have not been verified by the Leading Wales Awards Directors or its Consortium. Any views expressed are those of the individuals concerned and are not necessarily the views of the Leading Wales Awards Directors or Consortium members.