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Hazel Mackenzie Acting Head of Leadership SEHD

Dancing on the Shifting Carpet. Hazel Mackenzie Acting Head of Leadership SEHD. Outline of session. Global focus on leadership Health care policy Challenges facing healthcare leaders Delivery through Leadership (Leadership Development Framework and Plan)

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Hazel Mackenzie Acting Head of Leadership SEHD

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  1. Dancing on the Shifting Carpet Hazel Mackenzie Acting Head of Leadership SEHD

  2. Outline of session • Global focus on leadership • Health care policy • Challenges facing healthcare leaders • Delivery through Leadership (Leadership Development Framework and Plan) • Key priorities over the next 12 months • Discussion

  3. Global focus on leadership

  4. Through leadership mankind has the capacity to enhance or irrevocably debase his environment thereby affecting the quality of life on the planet for many generations to come. Van Maurik, 2001

  5. Leadership; the 21st Century panacea? It is argued that in this changing global environment, leadership holds the answer not only to the success of individuals and organisations but also sectors, regions, nations. Richard Bolden, 2004

  6. If leadership is the answer….what is the question?

  7. The NHS in Scotland needs to change. Not because it is in a crisis as some would have us believe – it is not; but because Scotland’s health care needs are changing and we need to act now to ensure we are ready to meet the future challenges Prof. David Kerr (2005)

  8. The most important policy issue facing European Governments over the next 50 years is how to cope with ageing populations….For Scotland the future is now…its population is ageing faster and dying quicker than any other industrialised nation Scotland the Grave (2003)

  9. The biggest challenges we face – health improvement; eradicating poverty; environmental threats; creating a dynamic and entrepreneurial culture and regenerating our most deprived communities … High performance is not only dependent on good systems. It needs strong, visible and dynamic leadership Transforming Public Services (2006)

  10. Leadership with purpose

  11. To dance on the shifting carpet

  12. Developing and implementing radical service strategies to improve health and healthcare delivery • Delivering excellence in service quality, through staff who are ‘fit for purpose’ • Using resources wisely and accounting for their impact • Aligning services needs and the current and future workforce

  13. Moving from a focus on institutions to a focus on networks and the continuum of patient care • Working more effectively in partnership • Developing effective single- system arrangements and regional planning processes- which also support career management • Creating an infectious ‘can do ‘ culture Delivery through Leadership (2005)

  14. Current view Geared towards acute conditions Hospital centred Doctor dependent Episodic care Disjointed care Reactive care Patient as passive recipient Self care infrequent Carers undervalued Low tech Evolving model Geared to long term conditions Embedded in communities Team based Continuous care Integrated care Preventative care Patient as partner Self care encouraged Carers supported as partners High tech New ways of delivering care

  15. Challenges facing healthcare leaders • Be innovative but avoid mistakes • Think long term but deliver results now • Cut costs but improve morale • Reduce staff numbers but develop team work • Be flexible but respect the rules • Collaborate but compete • Decentralise butretain control • Specialise butbe opportunistic • Go for low cost butensure high quality

  16. If leadership is the answer….what is the question?

  17. LEADERSHIP DEVELOPMENT FRAMEWORK : OVERVIEW Strategic Team Development Leadership Capacity Front-line Leadership Succession Planning Future Focus CHP Development Personal Qualities Service Excellence Top Leaders’ Careers Single-system development Leadership Capability Career Development Culture and Behaviours Leadership in Managed Clinical / Care Networks Clinical Executives’ Development Local Career Management

  18. LEADERSHIP QUALITIES SUMMARY

  19. What is the purpose of the team? • To lead the implementation of Delivery through Leadership • To lead the development of leadership policy, strategy and it’s implementation across NHSScotland • To build leadership capability and capacity in support of Delivering for Health • To work with NHS Board Development Leads, professional leads and key stakeholders to ensure alignment of national and local efforts and manage resources

  20. To work with and support colleagues across SEHD to develop an inclusive approach to leadership development To build strategic partnerships with other NHS partners, wider public sector organisations, providers and research organisations in Scotland and across UK To provide advice on leadership theory and practice to support NHSScotland (individual, team, network, organisational and system) leaders to deliver service improvement and strategic goals To support the work of the Workforce Modernisation Division

  21. Who is in the team? • Val Dawson-Miles • Jill Sandford • Alison Hampton • Kay Young • Hazel Mackenzie (1 WTE admin support, 2.2 WTE secondees)

  22. Improve the overall standard of leadership qualities / behaviour • Commission 360 tool for NHSS • Code of personal governance embedded in recruitment and selection processes

  23. 2.Develop current leaders and teams • Board effectiveness • Chief Executive development • Top team development • Senior operational managers • Frontline leaders / managers

  24. 3. Ensure supply of future leaders • NHS Management Training Scheme • Strategic Clinical Leaders (Delivering the Future) • Career development for Executive Managers

  25. 4. Drive broader cultural change • CHP Development / SBC stream • Performance Management Arrangements • Diversity in leadership • Leadership and Innovation • Working across public service to ensure consistency • Malawi work

  26. 5. Establish governance and accountability arrangements • Continue to develop OD capacity and capability though the Board Development Leads Network and SLF Change Forum • Build capacity within the leadership team

  27. Instead of seeing the rug being pulled from under us, we can learn to dance on a shifting carpet Thomas Crum A way to go…

  28. Group work questions • What are the key leadership challenges that face you in relation to service delivery and improvement? • How is your organisation currently addressing these challenges? • What are the gaps? • What more needs to be done nationally / regionally/ locally? • How can we demonstrate that investment in leadership development is an investment in high quality patient care? • How can leaders from different professions / sectors work together to influence this agenda? • How can we ensure that we have effective leadership at every level?

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