ICN Leadership for Change Programme

Assessment + Evaluation covers measurement of participant learning and programme impact. Assessment and Certification: formative assessment throughout programme (reflective journals + ALP progress + peer feedback + facilitator observation); summative assessment at programme conclusion (ALP final report + presentation + competency demonstration + portfolio); ICN-recognised LFC Programme certificate per ICN Leadership Centre criteria; CPD credit per national regulator + ICN Continuing Professional Development. Post-Programme Evaluation: Kirkpatrick 4-level evaluation (Reaction + Learning + Behaviour + Results) + Phillips ROI model; participant satisfaction + learning gain + workplace behaviour change + organisational impact; immediate + 6-month + 12-month + 24-month follow-up. Longitudinal Impact Tracking: alumni career progression + leadership role attainment + influence on national healt

• Formative + summative assessment design + participant performance + portfolio
• ICN-recognised certification + CPD credit per national regulator + ICN Continuing Professional Development
• Kirkpatrick 4-level evaluation (Reaction + Learning + Behaviour + Results) + Phillips ROI
• Longitudinal impact tracking 6-24 months + career progression + workplace + policy influence
• Reporting to ICN Leadership Centre + regional aggregate + Congress reporting + WHO integration

• Assessment summative-only (no formative)
• Certification without CPD credit pathway
• Evaluation Kirkpatrick L1-2 only (no behaviour or results)
• Longitudinal tracking inactive after 6 months
• Reporting to ICN ad-hoc (no agreed cadence or metrics)

Leadership and Management Skills competency area covers core operational leadership capabilities for nursing leaders. Effective communication and influence including: persuasion + negotiation + storytelling + presentation + cross-cultural + intergenerational; communication adapted to executive + clinical + policy + community + media contexts. Decision-making and problem-solving in complex healthcare contexts: evidence-based decision-making + ethical decision frameworks + clinical risk + financial trade-offs + safety + quality balance. Team building and collaborative leadership including: interprofessional team + matrix organisation + virtual team + remote work; team development models (Tuckman) + Belbin team roles + team psychological safety + Lencioni 5 Dysfunctions. Conflict resolution and negotiation skills: principled negotiation + interest-based + Harvard model + cultural negotiatio

• Communication artefact (presentation + policy brief + executive summary) demonstrating influence
• Decision-making framework application in workplace ethical or operational case
• Team building intervention + 360-feedback + team performance assessment + outcome
• Conflict resolution case study + Thomas-Kilmann assessment + difficult conversation reflection
• Mentoring relationship + GROW or coaching framework + mentee development outcomes

• Communication training without measurable application
• Decision frameworks taught but not used in workplace cases
• Team building one-off event (no sustained intervention)
• Conflict resolution role-play only (no real case application)
• Mentoring informal without structure or outcomes

Leading Change competency area covers nursing leader capabilities to drive transformational change in healthcare systems. Establishing vision for nursing and healthcare transformation aligned with organisational + national + global health agendas; leading organisational change using evidence-based change models (Kotter 8 Steps + Lewin Three Stage + ADKAR + McKinsey 7-S + transtheoretical model); building coalitions and partnerships for healthcare improvement involving multi-stakeholder + interprofessional + community engagement; strategic thinking and environmental analysis using SWOT + PESTLE + scenario planning + systems thinking; design thinking and innovation in nursing service redesign; change leadership + sponsorship + sustaining change beyond pilot. Learning outcomes: develop vision-setting + change leadership + coalition building + strategic thinking competencies applicable to nu

• Participant vision development project + alignment with WHO + national health priorities
• Change model application (Kotter + Lewin + ADKAR + 7-S) in workplace project
• Multi-stakeholder coalition development + partnership agreement + outcome evidence
• Strategic thinking artefact (SWOT + PESTLE + scenario plan) for nursing service or system
• Change sustainment evidence + post-programme follow-up + organisational adoption

• Vision statements generic not tied to evidence or priorities
• Change models cited but not applied in workplace project
• Coalitions paper-only without operational outcomes
• Strategic analysis static (one-time exercise)
• Change initiatives pilot-only without sustainment plan

Networking and Partnerships competency area covers building professional networks across nursing + healthcare + policy + community boundaries. Networking and relationship building including: professional network development + LinkedIn + ICN platforms + national professional networks; nursing organisational membership + ICN-affiliated networks; alumni networks. Intersectoral collaboration and partnership development across health sectors (acute + primary care + public health + private sector + NGO + research + academia + government + regulatory + insurer + technology + pharmaceutical); partnerships with non-health sectors affecting health (education + housing + social services + employment + environment) per WHO Health in All Policies (HiAP) framework. International engagement and cross-cultural competence: ICN Congress + WHO Assembly + regional nursing congresses; cross-cultural communic

• Professional network development + ICN + NNA + alumni network engagement evidence
• Intersectoral partnership project with non-health sectors (education + social + employment)
• International engagement evidence (ICN Congress + WHO event + bilateral partnership)
• Community engagement project + primary care + nurse-led + civil society + indigenous
• Partnership outcome evidence (improved access + health metric + policy influence)

• Networking limited to nursing-only (no intersectoral)
• International engagement passive (attendance without contribution)
• Community engagement consultation only (no co-design)
• Partnerships without measurable outcomes
• WHO HiAP framework cited but not applied

Operations + Sustainability covers programme delivery infrastructure and ongoing viability. Data Protection and Privacy: participant + alumni + mentor personal data per applicable privacy laws (GDPR + national DPL + Swiss DPA for ICN Geneva HQ + national for delivery countries); data minimisation + retention + secure storage + access control; informed consent for data use + research + impact tracking; sensitive data (health + protected characteristic) safeguards; data sharing with funders + WHO + NNAs only with consent + anonymisation. Sustainability and Funding: diversified funding (ICN core + donor grants + foundation support + participant fees + corporate sponsorship + bilateral cooperation); financial planning beyond initial grant cycle + endowment + reserves; participant fee structure with LMIC subsidy + scholarship; in-kind contributions from regional partners + faculty + employers

• Data protection programme + GDPR + Swiss DPA + national DPL compliance + consent + retention
• Diversified funding plan + multi-year financial sustainability + reserves + endowment
• Scholarship + LMIC accessibility + cost subsidy + participant fee structure equity
• WHO Strategic Directions alignment matrix + ICN-WHO collaboration evidence + WHA representation
• 2024-2025 pipeline readiness (digital health + AI + climate + workforce + 125th anniversary)

• Data protection partial (GDPR for EU only, not Swiss DPA or national)
• Funding grant-dependent without sustainability beyond cycle
• Scholarship limited (no operational LMIC access)
• WHO alignment paper-only (no operational integration)
• Pipeline issues not addressed in current curriculum

Participants + Modules covers the learner pathway through the LFC programme. Participant Selection: target population is mid-career to senior nurses with current or imminent leadership responsibility; selection criteria include nursing qualification + clinical/policy experience + organisational sponsorship + leadership aspirations + cohort diversity + LMIC priority; NNA endorsement + supervisor support letter; equity-based selection beyond academic-only. Pre-Programme Assessment: baseline leadership self-assessment + 360-degree feedback + manager/peer input + competency gap analysis + individual development plan (IDP) co-developed with mentor. 4 Programme Modules typically delivered over 12-18 months in blended format: Module 1 Health Systems and Policy (national + global health architecture + WHO + ICN + UHC + SDH + health financing); Module 2 Leadership and Management (covered separate

• Participant selection criteria + NNA endorsement + sponsorship + diversity tracking
• Pre-programme self-assessment + 360-feedback + IDP + competency gap analysis
• 4 module delivery evidence + curriculum + duration + blended format + attendance
• Cultural adaptation + translation + locally relevant case studies + regional orientation
• Module content alignment with WHO Strategic Directions + ICN Code of Ethics + UHC + IHI

• Selection academic-only without leadership readiness assessment
• Pre-programme assessment one-time without IDP integration
• Module delivery without blended learning + workplace application
• Localisation translation-only (no cultural case study adaptation)
• Modules theoretical without WHO + ICN integration

Personal Development and Resilience competency area covers nursing leader internal capacities. Self-awareness and reflective practice for nursing leaders: Gibbs Reflective Cycle + Kolb experiential learning cycle + reflection-in-action + reflection-on-action + leadership development self-assessment + 360-degree feedback + Johari Window. Emotional intelligence and interpersonal effectiveness per Goleman 4-domain framework (self-awareness + self-management + social awareness + relationship management); EQ assessment + development. Resilience and self-care for sustained leadership: stress management + burnout prevention + WHO Mental Health at Work + WHO Operational Framework for Primary Health Care; specifically for nursing leadership burden during COVID-19 + healthcare worker wellbeing + WHO Healthcare Worker Safety; mindfulness + meditation + healthy boundaries + work-life integration. Li

• Self-awareness reflective practice journal + Johari Window + 360-degree feedback + personal insights
• EQ assessment (e.g. Goleman) + development plan + behavioural change evidence
• Resilience + self-care plan + wellbeing intervention + reduced burnout indicators
• Individual development plan + CPD record + ICN CPD Position alignment + lifelong learning evidence
• Ethical leadership case + ICN Code of Ethics 2021 application + decolonising nursing leadership reflection

• Reflection journaling without insight or behaviour change
• EQ assessment one-time (no development plan)
• Resilience training without organisational support
• CPD record without skill development pathway
• Ethical leadership generic (no ICN Code of Ethics specific application)

Policy and Advocacy competency area covers health policy analysis and engagement for nursing influence. Health policy analysis: policy cycle (problem identification + agenda setting + formulation + adoption + implementation + evaluation); policy actor + stakeholder mapping; policy instruments (regulation + economic + information + organisational); advocacy strategies for nursing workforce and patient care including: workforce shortage + working conditions + scope of practice + nurse-to-patient ratios + safe staffing + workplace violence prevention + mental health support; evidence-based positioning using research evidence + practice-based evidence + economic analysis + WHO statistics + Nursing Workforce Database; stakeholder engagement and political awareness in healthcare; ICN member association (NNA) roles and obligations to ICN constitution + contributing to ICN global positions + ICN

• Policy analysis using policy cycle framework + stakeholder mapping for a national nursing issue
• Stakeholder engagement plan + political awareness + advocacy targets + influence outcomes
• Advocacy strategy for nursing workforce issue + evidence-based positioning + measurable advocacy outcomes
• NNA role implementation + ICN constitutional obligations + Congress participation + national representation
• ICN Position Statement application (workforce + workplace violence + UHC) in workplace + national context

• Policy analysis theoretical without practical national application
• Stakeholder mapping static (no engagement plan)
• Advocacy without outcome measurement
• NNA representation passive (no national contribution to ICN)
• ICN Position Statements not integrated into national positions

Programme Foundation covers the structural elements of the ICN LFC programme. Programme Governance: ICN Leadership Centre oversight + Programme Advisory Committee + regional steering committees + curriculum review + standards setting; ICN Council of National Representatives input; relationship between ICN + accredited regional partners + International Centres delivering the programme; clear governance documentation + Memorandum of Understanding (MoU) + Service Level Agreement (SLA) with delivery partners. Faculty Selection and Accreditation: faculty must demonstrate senior nursing leadership experience + national/international leadership roles + advanced education (typically doctoral) + facilitation skills + cultural competence; accreditation per ICN Leadership Centre criteria + periodic reaccreditation + continuous development. Equity, Diversity and Inclusion (EDI): participant diversit

• Programme governance documents + MoU with partners + Advisory Committee + ICN oversight
• Faculty CV + accreditation evidence + reaccreditation cycle + development plan
• EDI policy + scholarship + LMIC accessibility + diverse participant demographics tracking
• Programme QMS aligned with ISO 21001 + ISO 9001 + audit + improvement
• Periodic programme review + benchmarking with peer programmes + external evaluation

• Governance documented but ICN oversight passive
• Faculty selected without standardised criteria or reaccreditation
• EDI policy without operational scholarship or LMIC funding
• QMS clause-based without continual improvement
• Benchmarking absent (no comparison with peer programmes)

International Council of Nurses (ICN) Leadership for Change (LFC) Programme is a leadership development programme for nurses developed by the International Council of Nurses (ICN). ICN is a global federation of more than 130 National Nurses Associations (NNAs) headquartered Geneva Switzerland founded 1899. ICN works on behalf of nurses globally to advance the profession of nursing + advocate for nurses + promote health for all. LFC Programme builds capacity in nurse leaders to influence health policy + lead nursing services + shape healthcare systems; offered in cohort format combining classroom + online + workplace application + action learning + mentorship. The programme is delivered through accredited regional partners + member NNAs + International Centres + ICN Leadership Centre. Programme strengthens nursing capacity in low and middle income countries (LMICs) particularly. Alumni in

• LFC programme membership + NNA engagement evidence + regional partner participation
• WHO Strategic Directions for Nursing and Midwifery 2021-2025 alignment matrix
• ICN Code of Ethics for Nurses (2021) integration into programme content + assessment
• Regional partner + International Centre + ICN Leadership Centre accreditation + quality assurance
• Alumni network engagement + Chief Nursing Officer + national policy leader follow-up + impact tracking

• LFC participation without NNA endorsement
• WHO Strategic Directions referenced but not operationalised in curriculum
• ICN Code of Ethics treated as appendix not integrated
• Regional partner accreditation expired or quality assurance gaps
• Alumni network passive (no engagement or impact tracking)

Strategic and Business Planning competency area covers organisational and system-level planning capabilities. Strategic planning and implementation for nursing organisations + nursing services + national nursing associations: vision + mission + values + SWOT + PESTLE + strategic priorities + balanced scorecard + Hoshin Kanri + strategy execution. Business case development and resource mobilisation: needs assessment + cost-benefit + cost-effectiveness + return on investment (ROI) + cost-utility + economic evaluation for nursing services + advocacy proposals + WHO Health Financing principles; donor relations + grant application + bilateral funding + foundation support + corporate partnership. Financial management and sustainability planning: budget + revenue management + cost control + financial reporting + audit + accounting standards (IPSAS for public + nonprofit + IFRS for private + nat

• Strategic plan for nursing organisation/service + balanced scorecard + execution evidence
• Business case for nursing initiative + cost-benefit + ROI + funded outcome
• Financial management + budget + sustainability plan beyond initial grant cycle
• Performance dashboard + KPIs + nursing-sensitive indicators + benchmarking + improvement evidence
• Workforce planning + succession planning + WHO Workforce 2030 alignment + capacity outcomes

• Strategic plan exists but no execution measurement
• Business cases without ROI methodology or funding outcomes
• Financial management without sustainability beyond grant
• KPIs operational only (no nursing-sensitive or outcome indicators)
• Capacity building without workforce planning integration

Workplace Application covers translation of learning into practice through real workplace projects. Action Learning Projects (ALPs): participants identify a workplace leadership challenge + design improvement intervention + implement during programme + evaluate impact + present learning to cohort + faculty; ALPs grounded in evidence + aligned with organisational strategy + measurable outcomes + sustainability beyond programme; supported by mentor + sponsor + project budget where applicable. Mentorship and Coaching: each participant paired with experienced nursing leader mentor for programme duration; mentor provides career guidance + project sponsorship + network access + reflection space; mentorship aligned with ICN Mentoring position; GROW or similar coaching framework; structured mentorship sessions + reflective journaling. Peer Learning and Cohort Networks: cohort-based learning enab

• ALP charter + workplace challenge + intervention design + outcome measurement + presentation
• Mentor pairing + structured session log + mentee development outcomes + sponsor engagement
• Peer learning circle records + critical friends + Community of Practice engagement + alumni network
• Organisational sponsor MoU + project budget + protected time + executive sponsorship
• ALP sustainability beyond programme + scaled adoption + organisational endorsement

• ALP theoretical (no real workplace implementation)
• Mentor pairing informal without structured engagement
• Peer learning ad-hoc without facilitated structure
• No organisational sponsor (participant pays own way)
• ALP one-off (no sustainment or scaling)