Shared by: drg42279
M O N T H LY NEWSLETTER The Health Care V O L U M E 1 , I S S U E 1 7 J U L Y 6 , 2 0 0 9 Leaders‘ Association of British Columbia Our Vision—“Great leadership for a better health system.” HCLABC / CCHSE mutually achieved, what is fourteen members including the INSIDE THIS working and what is not, and four BC Chapter Chairs (or their ISSUE: Partnership Agreement what is in the strategic nominees) and the CCHSE – Your Views Please interest of the two Provincial Representative. organizations individually HCLABC Events 2 and together as the next In December 2009 the current The Board has invited Ray decade unfolds. Given the partnership agreement Racette, the recently appointed changing circumstances in between the College and the President and CEO of the our industry, what are the Member Article 3 Association ends. College, to a meeting in optimal future roles and Originally it was a three year Vancouver in July to explore the relationships? ―affiliation agreement‖, which possibilities. We would hope to CCHSE Events 4 bring the resulting thoughts to was renewed with some changes in 2007 to become a BC is the only province that both organizations‘ Boards in ―strategic partnership has this kind of arrangement. September to allow for any Emerging Health Leaders 4 agreement‖ for a further two The College and the potential major changes to be years. But even after five years Association share the same brought to the members at the there are still occasional i n d i v i d u al membership AGM in October. This would Leader for Life Update 6 roster, which resulted in the then enable us to ensure questions from members about the nature of the largest one-time increase in continuity into 2010 and Member arrangement. membership of each beyond. Insurance 8 organization when the Benefits agreement was signed. National Few of HCLABC‘s current I would be very pleased to hear Individual (but not Corporate) HealthCare from members about what they Leadership 9 Board members were on the Members within the Province Conference Board when the original believe is working; what‘s not; receive conjoint membership agreement was signed ―way what can be strengthened; and of both organizations if they back‖ in 2004. Similarly there where are opportunities for satisfy the College‘s has been a change in the partnerships. requirements for admission. College‘s board and senior leadership. And so, as we consider a potential renewal This inter-locking national, or change, it is a good time to provincial and chapter/ Geoff Rowlands, Chief Executive reflect on whether and to what regional presence is created extent the goals were in part through HCLABC‘s Board, which comprises PAGE 2 EVENTS ***Please note date change*** SAVE THE DATE HCLABC Leadership Conference: Calendar of Events October 19 & 20, 2009 July 10 Last Chance for Nominations for BC Patient Quality and Safety Awards For more information, please click here. September 14– 15 British Columbia Healthcare Workplace Health, Safety & Wellness Conference Kelowna, BC http://www.bchealthauthoritiesconference.com/ October 19th & 20th Health Care Leaders‘ Association of BC Annual Leadership Conference ‗Leading Health Care: Inspire and Achieve‘ Vancouver Fairmont Waterfront Hotel Registration and program information will be available in early July 2009. October 28th & 30th 2009 Canadian Home Care Summit The Fairmont Banff Springs – Banff, Alberta http://www.cdnhomecare.ca/content.php?sec=8 VOLUME 1, ISSUE 17 MEMBER ARTICLE PAGE 3 LEVERING EXECUTIVE ALIGNMENT Roxanne Harms, Principal and Senior Consultant, Workforce Edge Consulting Inc. and Susan Schincariol, Vice President, Consulting Services of Workforce Edge In today‘s health care environment, never has it been more important to demonstrate value for dollar spend – particularly labour spend. Health services are pressed to ―do more with less‖ and executives across the board are actively seeking ways to make substantial gains in this area. The challenge lies in the fact each CxO has his or her own, independent view on the drivers to the labour supply and demand equation. The real gold, however, lies in aligning those independent views such that each understands the upstream and downstream aspects of workforce deployment – and its relevance to their functional accountability. Let‘s consider the COO‘s first. The COO must work to optimize organizational capacity -- and that capacity‘s agility – in his quest for demonstrating productivity gains. In a health care setting, this will require getting the right number of RNs, nutritionists, and medical technologists, to name a few, in the right place at the right time, and ensuring their time is spent on tasks requiring their level of expertise rather than on tasks needing less. Determining the optimal workforce staffing model – which includes how and where a properly managed contingent workforce is engaged – helps improve his chances of positively impacting overall patient outcomes. And, proper workforce analytics at the macro level will help him gauge his overall workforce effectiveness. However, if he overemphasizes the productivity, he‘s likely to draw unwanted attention from the CNO in the professional practice office, or the unions. If that‘s the case, the CHRO may be looking for signs of a distressed workforce: increased sick leave, resignations, escalating health and safety claims, and so forth – things that a union can leverage against the organization. Ultimately, she needs to strategically position the workforce with an appropriate skill level and stay a step ahead of the demand, whether it be for patients in a hospital or residents in a group home setting providing disability services. With a proper staffing model, she will be better able to forecast the demand for both permanent and contingent workforce, which helps first line management – NUMs and house managers, in our example – ensure their staff schedules are tuned according to patient or resident need. With workforce deployment processes designed around scheduling best practices (including consistent interpretation and application of collective agreements), the fewer shifts that do require backfill will be dealt with earlier, thereby decreasing the incidence of overtime and eventually easing the burden on the workforce itself. Reducing overtime spend is usually high on the list of priorities for the CFO. All too often, last minute shift filling consumes a significant amount of productive time for front-line staff, and ends in the less-than-desirable solution of paying overtime – or worse yet, external agency fees. Instead, by approaching workforce deployment from a strategic angle – with a staffing model that fits his organization‘s geographic and demographic setting – lower cost segments of the workforce can be better utilized in a more timely manner. And, improving the staffing model such that last- minute relief filling is the exception rather than the rule, also helps reduce the amount of manual payroll error follow- up and adjustments. Finally, the CIO wants to enable a business architecture that provides an integrated, intelligent view to workforce data, scheduling, timekeeping, and payroll to help clarify when and where both strategic and tactical workforce-related decisions are required. Despite the criticality of workforce deployment and its complex interdependencies with core functions, few if any CxO‘s claim accountability for it. Yet aligning these related perspectives with a strategic workforce deployment approach can result in a 1% reduction in labour spend. As attention to this area grows, consider whether such accountability exists in your own organization. Determining where it should be is part of the journey we encourage you to take. PAGE 4 EVENTS Links to CCHSE BC Chapter Events can be found at: BC Interior Lower Mainland Northern BC Vancouver Island If you are looking for national events, National CCHSE events can be found on the College‘s website: Vision To develop emerging health system leaders across Canada Mission To provide opportunities to support the development of emerging health leaders through the creation of knowledge exchange networks, educational events, mentoring relationships and informed health care and related discussions. Emerging Health Leaders (EHL) was founded in Ottawa as a network of new health leaders. Now EHL nodes exist across the country: in Vancouver, Edmonton, EHL VANCOUVER CONTACTS Halifax, Montreal and Toronto. This network was built for new health Lori Beach, MHA professionals by new health professionals. Joanne Shum, MHA Chapters generally meet every 6 - 8 weeks EHL Vancouver Co-Chairs and have formal leadership development events, leaders‘ speaker series, and informal Email: EHLVancouver@emerginghealthleade social networking. rs.ca Some chapters also circulate relevant job Website: postings, external professional www.emerginghealthleaders.ca development opportunities (conferences, seminars, etc.), and policy documents of interest. VOLUME 1, ISSUE 17 ARTICLES PAGE 5 Learning from others: can other systems teach us anything about the way we lead? By Karen Lynas, Kings Fund, UK From the What can we learn from other health systems whose solutions are contextual, cultural and built to meet their Leaders needs of their populations and operate within their political and economic environment? Transplanting solutions for Life that seem to work in one system, into another very different health care environment is prone to problems and Diablog. failure, and we have many examples of doing just that. Yet having just returned from such a visit I find myself reminded of the very real value this learning experience offers. The visit I have just returned from was in South Africa, a very mixed environment in health care which offers everything you might possibly want at one end of the spectrum and less than that needed to meet basic health needs at the other. And yes, of course, we learnt so much more from the latter. Join the That the answer to every question doesn‘t need to be, ―not without more resource.‖ premier leadership That it is possible to lead with energy and enthusiasm sustained not by reward and incentive but by deliver- ing the very best care you can within the resources you have. in health blog in That the standards you set can be stretching and uncompromising and still achievable if those standards are Canada shared and embraced by all members of the team. for more That leadership can be natural and instinctive as well as taught and developed. articles We learnt much as well from the organization of their health system, where some services were truly focused like this around patients, but we also saw examples of where system and process became dominant and purpose and meaning became lost - the patients voice drowned out by a sea of conflicting demands for meaningless infor- plus links mation and data collection. to Much of this will seem so obvious, and why would we need to travel so far to find examples of this kind of lead- resources. ership? My view is that the energy and engagement you get from transplanting people from one culture to an- Go to other helps them open their minds in ways which is difficult to do at home. More receptive to learning when it is delivered in such a starkly different environment, the lessons you learn are held more deeply and last longer as Leaders they are so bound up by the powerful emotional response participants get in much more testing situations such for Life as working abroad. All of the participants have committed to introducing change in their practice drawn from what they have learned abroad, and the conversation about differences in leadership have been lively and fruit- to get ful. connected My guess though is that what will stay with them is the inspirational leaders they met in the most unlikely of . places - if all these participants, as I believe they will, adopt some of this practice as their own then they will have learned something important, lasting, meaningful and significant to their practice which may change the working experience of their colleagues, teams and patients. Now that is worth some investment! Leaders for Life Update PAGE 6 New Team Member: Libby Rush, Director, Learning Services Libby is Seconded to Leaders for Life from the Ministry of Housing & Social Development, where she was Director, Organizational Development and Learning. In this capacity, she was responsible for corporate leadership development and learning initiatives as well as succession planning. In addition, Libby worked with a number of senior government managers as an internal executive coach. Libby has expertise in the areas of organizational development, performance management, 360‘s, career planning, strategic planning, We welcome leadership development, adult education, executive coaching and organizational learning. Libby Rush to Libby is available to coach through a combination of phone, email or face- to-face. She holds a Master of Arts in Leadership and Training through the Leaders for Royal Roads University, a post degree Diploma in Adult Education from the University of British Columbia, a Bachelor of Arts with a major in Life Team. Psychology from the University of Calgary, as well as being certified in a number of psychometric instruments such as the Myers Briggs Type Inventory. She is also a graduate from RRU as an Executive Coach. Libby is We would like to thank Shauna Fenwick for her work as a member of the original team that took the responsible for Leaders for Life idea from concept to reality. Shauna has moved out of her development role in Leaders for life to provide consultant and facilitation services. Shauna has been instrumental in the development of the Leaders for life Learning Framework and is to be commended for her passion and rigour. Learning Services. EMBA (Executive Masters of Business Administration) Update The 2010 class of the Executive MBA in health care dove into their pre-core studies in January. The class has 23 participants, made up of a wide range of healthcare professionals from various sectors. All of the participants come from senior positions within their organizations which include the BCNU, VHA, VIHA, Interior Health, Fraser Health, PHSA and the BC Cancer Agency. Many of the participants come with a strong clinical background including family and general practice medicine, psychiatry, nursing, and social work. Four of the participants are from the private healthcare sector and their backgrounds include research, information technology, and business development and sales. While the majority of the cohort is from the lower mainland, two are attending from Vancouver Island, two are attending from the Interior of BC, one participant is from New Brunswick, one is attending from Alberta and one participant is from India. The pre-core and core classes are held during intensive, week-long sessions once each month during the winter, spring and early summer. Students then complete their specialized electives and a project over the next year. Information about the EMBA program is available at www.sauder.ubc.ca/AM/Template.cfm?Section=EMBA_in_Healthcare. *Re-printed with permission from The UBC Centre for Health Care Management (CHCM) VOLUME 1, ISSUE 17 PAGE 7 Harvard University at Your Fingertips by Monique Cikaliuk Strategic Alliances and Knowledge Mobilization The Leaders for Life Program Imagine the opportunity to have the resources of There are 19 Harvard ManageMentor Plus modules Harvard University at your fingertips—just a click away that are related to Engages Others. Some of these anytime you need them. The Health Care Leaders‘ module titles include: Assessing Performance, Monique Cikaliuk Association of BC has made this possible for you. Giving and Receiving Feedback, Keeping Teams on Monique.cikaliuk@leadersforli The Health Care Leaders‘ Association of BC presents Target, Managing Difficult Interactions, and Harvard ManageMentor® Plus, a Harvard Business Managing Workplace Stress. School Publishing suite of e-learning modules to its There are 11 Harvard ManageMentor® Plus members at a special rate of $179 per person/year. modules that have management content related to This exceptionally relevant just-in-time online resource the Capability of Achieves Results. These titles typically is available at $358 per per/year plus hosting. include Finance Essentials, Making Business We are providing savings of 50%--a special offer to our Decisions, and Measuring Business Performance If you would like members. among others. to discuss how The name of the online resource is a combination of Of the five modules in the Systems Transformation Harvard two words ‗management‘ and ‗mentor‘ with the ‗Plus‘ domain, the titles include Capitalizing on Change, ManageMentor indicating the customization of the materials exclusively Thinking Strategically, and Implementing a Plus can be for the health sector. The health care services edition Strategy, Managing for Creativity and Innovation accessed as a resource for you, was developed with direct input from health care plus Thinking Strategically. your unit, a practitioners and experts from organizations across The Harvard ManageMentor® Plus allows you to department or North America including the Canadian Medical track your own progress through tools, quizzes, entire Association, the Ontario Hospital Association, the New scenarios, tips, and practice sessions along with organization, England Baptist Hospital, and the Sioux Valley Hospitals related articles from Harvard Business Publishing. please contact & Health System. All this can be done at your own pace on your own Libby Rush by Each of the 41 Harvard ManageMentor® Plus topics schedule. email at provides a top-quality combination of the latest theory Libby.Rush@leader Here‘s what one of our pilot participants had to and practical information. Each topic is matched to the sforlife.ca or by say about the Harvard ManageMentor® Plus LEADS Capability Framework. Harvard ManageMentor® telephone at (250) modules: ‗Previously, I tended to plunge right into Plus modules take 45 minutes to 1.5 hours to complete 383-4252 to a situation and sometimes got mired in needless depending on your familiarity with the topic. arrange for a details. Now I try to look at things from a broad demonstration. Modules contain the following features: perspective and determine just what information I really need to gather to make good decisions that Core concepts – key concepts covered in the will benefit my organization‘. module Steps – suggestions for the best systematic ways to accomplish tasks We conducted a survey evaluation in 2008 with 139 participants from across British Columbia who Tips – suggestions for implementing concepts tried out Harvard ManageMentor® Plus as part of Leaders for Life. Based on a 34% response rate, the Practice – A scenario-based activity that applies learning overall satisfaction for Harvard ManageMentor Plus was 86.9%. This high satisfaction rate was coupled Tools – checklists, forms and worksheets related to with an actual change in the workplace the topic performance of the pilot participants by an Self tests – short, interactive tests that reinforce impressive 55%. As one participant commented, key points ‗Using the charts and forms in the tools section gave an objective way to approach issues‘. What would you do? – Scenarios with audio that Another participant noted that the ‗Writing for enable users to listen and learn as potential problems Business‘ module provided ‗the tools to improve are encountered and solved on this and I had comments from my director on Learn more – 2 related articles from Harvard Business the improvements he has seen‘. Publishing PAGE 8 Reminder to Members Health Care Leaders‘ Association of BC would like to remind members of our Benefits and Insurance Program, supported by Mardon Vanguard Insurance and BC Health Services (BCHS). A growing number of our members are in independent or small firm settings, leading us to seek out quality product in the areas of Extended Health and Dental, as well as Professional Liability. This allows us as a group to realize savings over individual coverages. The following coverage is available to members: Professional Liability Insurance Brokered by Insurance By Mardon Vanguard Insurance has assembled options for coverages for Errors & Omissions also known as Professional Liability, as well as, Comprehensive General Liability and small office/home office packages that meet both the independent operators‘ needs. These products the minimum Insurance requirements now being demanded by the Risk Management Branch of the BC Government, Health Authorities and affiliates. All these at very competitive rates well below individual plan pricing. For more information or to request an application form contact Health Care Leaders. Extended Health, Dental and Prescription Drug Plan Pacific Blue Cross is our preferred provider and is offering discounted savings over individual plans. If you would like information on coverages and plan options, BC Health Services will be acting as our administrative partner. Click here to download the brochure and the rate sheet. Critical Illness Critical Illness Insurance will provide you with a lump sum cash benefit upon diagnosis of up to 22 conditions including cancer, heart attack and stroke. Also, 100% of your premium is returned if you never make a claim. Click here for more details and rates. This is a trial offer for our Greater Vancouver Area members (including Abbotsford, Mission and Chilliwack). For questions or additional details please feel free to contact email@example.com or by calling her at the number below. Cathy Witney, Director, Benefits & Insurance Programs BC Health Services Ltd. Tel: 604-806-5328 or Toll-free: 1-866-335-1182 VOLUME 1, ISSUE 17 PAGE 9 Warm Welcome in Newfoundland Report from the National HealthCare Leadership Conference Having just returned from the conference in Newfoundland, I wanted to do more than review my notes and hoped to take a few words of wisdom from trusted and experienced leaders to share with others. The following are a few highlights from the conference and the plenaries that I attended. Those attending the conference may initially feel slightly intimidated by titles such as ―Lord, General, Minister, Your Worship.‖ This was not so. Titles quickly disappeared and the message became clear. ―It‘s all about the people.‖ The Theme of ―Accountability in Health System Leadership: the Balancing Act‖ resonated with many and was evident throughout the numerous sessions. What, in my opinion, was even more present was a ―culture of caring.‖ Difficulty to put words to, there was a feeling of connectiveness that I have not observed in some time. There was a genuine appreciation of the contributions of others. Perhaps the combination of people attending, the sunshine, and the Newfoundland hospitality created a perfect opportunity. Such opportunity was enhanced by conference ―superhost‖ Joan Dawe, Chair of Eastern Integrated Health Authority, Newfoundland. Joan was a constant gleaming smile in the crowd. She also, like myself, enjoys the dance floor, however far exceeds my dancing skills. Now down to the business of leadership. Lord Nigel Crisp, a Member of the House of Lords is committed to quality of healthcare internationally and is passionate about lessons learned from his work in developing countries. He discussed ―trying to involve the public in decision making as much as possible‖, and draws upon his experience working in Africa. Lord Crisp also discussed high impact wins and the ―importance planning 5-10 years ahead, as ideas that will work five years out will be good for business.‖ He spoke of the importance in identifying young new leaders to help plan for future leadership needs. In a personal meeting with ―Nigel‖ I also recall his recommendation for all to ―Go to Africa. Spend time there volunteering in healthcare. It will improve your perspective.‖ General (retired) Rick Hillier‘s inspiring closing plenary session, made me proud to be both a Newfoundlander and a healthcare leader. General Hillier is the Former Chief of Defense Staff for Canadian Forces and now Chancellor, Memorial University of Newfoundland. General Hillier is considered one of Canada‘s top three most trusted individuals in a recent Reader‘s Digest survey. His passion for leadership and for people were evident. ―It‘s all about the people. ―People first as his examples resonated with the audience including his words about the importance of providing people with psychological hope in the toughest of times. ―Leaders need to know when to say stop. This is no longer a good idea thereby stopping the damage from going further. ― His inspiring, reflective, and often humorous presentation resounded with me personally and I would predict touched each of the 800+ audience members judging by the three standing ovations his words solicited. Certainly a remarkable ending to ―Accountability in the Health System Leadership: The Balancing Act.‖ Paul Gallant, CHE Board Member, HCLABC Membership in HCLABC Gain the Edge with HCLABC. the industry. management in a variety of industry settings and career stages. As a member in the HealthCare Leaders‘ Communication and Networking Association of BC you‘ll attain the tools, Representation guidance and support you need to We offer a wide array of networking Collectively, our senior leadership and gain an edge in the field. Membership opportunities to connect with your Board of Directors ensure your voice is will enhance your marketability, colleagues on a less formal basis. All heard at national and provincial levels. relationships, knowledge and leadership members are immediately notified so you can excel. when events are taking place. ACTIVE Membership - $425.00/yr STUDENT Membership - $50/yr Benefits Professional Development ASSOCIATE Membership - $220/yr HealthCareleaders has a variety of Conjoint membership learning opportunities from just-in- *Please see full details of When you join HealthCareleaders, you time on-line learning to regular membership and/or download the 2009 are automatically enrolled in the professional development events to Membership Application Form at: Canadian College of Health Service formal learning through our Leaders http://www.hclabc.bc.ca/about/ Executives, as well as becoming a for Life Program. membership member of your CCHSE regional Chapter. Peer Recognition Feel free to contact HCLABC member Publications and Information Our Awards Program recognizes services inquiries (250) 383-4252 or e- Receive regular newsletter and policy excellence in leadership and mail firstname.lastname@example.org papers on current topics of interest in Vision Great leadership for a better health system. Mission Health Care Leaders' Association of Develop, support & recognize excellence, and unify British Columbia health system leaders & managers as a strong resource for BC‘s communities. 2009 marks the 61st anniversary of the 105 - 19 Dallas Rd. organization. Healthcareleaders has been Victoria, BC on the scene with a variety of names since 1948. V8V 5A6 HCLABC is uniquely positioned in Canada Phone: 250-383-4252 as a provincial member driven association Fax: 250-383-4262 and we have a strategic partnership with Email: email@example.com the Canadian College of Health Service Executives that together provides for a national, provincial and chapter/regional Great leadership for a presence. better health system.