Award winning leaders Learning from the best/media/Confederation/Files... · 2014-06-12 · Mindset...
Transcript of Award winning leaders Learning from the best/media/Confederation/Files... · 2014-06-12 · Mindset...
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Award winning leaders – Learning from the best
Event supported by@nhsc_conference
#confed2014
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Leadership
David Dalton
Chief Executive
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a high performance and values based culture,
in which autonomy is earned by Divisions,
in pursuit of the highest standards
of reliable, person centred care
Have a Clarity of Purpose
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Remember: who holds onto the string?
Avoiding a
disconnected
hierarchy
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Leadership
Mobilising the attention, resources and practices of
others towards particular goals, values or outcomes.
It requires:
• presence and visibility
• first hand knowledge of reality of front line
• learning from and remaining connected with those
for whom you are responsible.
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The Leadership Role
Culture change and continual improvement
comes from what leaders do:
- through their commitment, encouragement,
compassion and modeling of appropriate
behaviors.
NB - The currency of leadership ……….
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The Leadership Framework
If leadership is not
rooted in
Values
Mindset
Behaviours
then you will never
deliver the goals you
have set.
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Effective Modern Leadership Leaders at all levels are crucial in creating the culture of care and compassion in the NHS. Today’s effective leaders in the NHS demonstrate their leadership by:
Clarity of Purpose • Aims & Values• What, how much,
when• Assess & Measure
Behaviours• Hear Patient voice & listen to Staff• Authenticity – Signal Generator• Defer to expertise• Adopt a coaching approachMindset
• Avoid simplifying complexity
• Openness & Transparency
• Teamwork trumps hierarchy
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Leadership in Pictures
1. Leadership Visibility2. Reluctance to
Simplify
+ measurement
3. Deference to
Expertise
5. Deep Staff
Engagement
Share the Learning
4. Accountability
- Reward
- Address bad behaviours
6. Teamwork
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Award winning leaders – Learning from the best
Event supported by@nhsc_conference
#confed2014
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Dr Nick Harding
ChairMB ChB BSc FRCGP MFLM DRCOG DOccMed PGDip
Award winning leaders –Ladybirds, Lego and Leadership…
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Belief spells RISK
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Our health challenges
1. Smaller new specialist hospital
2. Prevention and early intervention
3. Care closer to home – for people with
chronic conditions e.g. diabetes
4. Wider range of services available locally
including specialist clinics
Our priorities:
•Areas of health inequalities•Inner city population - 530,000•Health conditions – Long term conditions: stroke, heart disease, respiratory disease (COPD), diabetes; frailty•Wellbeing – mental health •Lifestyle related conditions obesity, smoking, alcohol•Cancer•Infant deaths
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Evolution versus Revolution
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Our journey
2014 Our RCRH health economy a feature by Sir David Nicholson for BBC TV Newsnight for big scale transformation.
2013 Health Service Journal CCG Of the Year 2013 SWBCCG – first wave authorisation no conditions
2012 SWBCCG Clinical Commissioning Group shadow form Oct 2012
2011 New NHS reforms – GP consortia…
2010 5 GP Consortia form; 22 RCRH Care Pathway Reviews
2009 Partnerships form: Vitality Partnership, ICOF 10 Strategic Models of Care and clinical strategies agreed
2008 Primary Care Collaborative development
2007 Practice Based Commissioning
2003 Right Care Right Here Transformation Partnership forms
2002 PCTs arrive
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Black Country
LCG
HealthWorksLCG
ICOF
LCG
Pioneers For HealthLCG
Sandwell Health Alliance LCG
Local engagement – a new perspective
Sandwell and West Birmingham CCG
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Population Practices
530,000 111
5 Local Commissioning Groups each formed democratically by members and responsible for involving their GP practices
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Big and small
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Local Commissioning Group Clinical Commissioning Group
Local ownership Robustness at scale
Ideas into action quickly Resilience
Relevance Strong voice in the health economy and contracts
Patient representation and involvement
Ability to deliver through major partnerships
Ability to deliver improvements and efficiencies
Overview of system
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Finance & Performance
Quality & Safety
Strategic Commissioning &
RedesignAudit
Renumeration
Partnerships
Our governance
Sandwell and West Birmingham CCG Governing Body
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Organisational Development
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CliniciansPoor quality of care
Money
PatientsWhat is needed
The Commissioning “Tension-o-meter”
Not being aware of harm
No servicesUnwise spending
Everyone’s preference
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Patients
Managers and support
Clinicians
Three way relationship – essential
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Improving patient care
• Better prescribing – more effective cholesterol medication
• Prevention - AF screening
• Coordinated information enquiries management -time2talk
• Quality – clinically led improvements
• Redesigned and delivered new model of mental health services
• Improved estate in primary care
• Gateway portal - voluntary sector services available in primary care
v
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Clinical Commissioning Group
• Working in health economy – decreased beds, new smaller hospital
• Medicines management– QIPP savings £2.5 million
• Staff culture - values based appointments
• Primary care development – patient experience
• Organisational development – driving new models of working
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Local Commissioning Group
• Commissioning –informing specifications
• Service redesign -Community nursing
• Innovation - End of life pilot – first in the country (SEIF with Marie Curie)
• Integration health and social care
• Leadership – Over 30 Clinical leads
• Local Resilience –LCG structure
• Consistency – map of medicine
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Wider health economy
• Stroke – regional reconfiguration
• Two Health and Well Being Boards
• Clinical Commissioning Network – CCGs
• Urgent care• NHS111
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Introducing “push sites”
• CCG teams have been refocused in 2014/15• 12 enthusiastic groups of practices “pilot push sites”• Building on community multi-disciplinary teams• Locally driven change- what’s best for the community• Maximising self care• Prevention• Develop commissioning intentions• Ultimately 35 push sites • Over two years • 111 Better Care Fund plans
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