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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 cwitney@bchs.bc.ca 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 memberservices@hclabc.bc.ca
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: kate.lawrie@hclabc.bc.ca 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.
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