The Pan-Canadian Health Systems Leadership Capabilities Framework: Moving Localized Innovations into Broader Strategies for System Improvement

Transcription

1 The Pan-Canadian Health Systems Leadership Capabilities Framework: Moving Localized Innovations into Broader Strategies for System Improvement A Workshop for the Safer Healthcare Now! Conference Dr. Don Philippon (CHLNet) Dr. Graham Dickson Royal Roads University Purpose of Workshop To introduce CHLNet to participants To link quality leadership practice guidelines i.e., Pan- Canadian Framework to the challenge of creating change in support of improved patient safety, system-wide To engage participants in applying leadership practice guidelines to their individual safety projects, and To assist individual participants in identifying some key steps they could take to initiate effective leadership of change. 1

2 CHLNet: Pan-Canadian Leadership Development How to raise the profile of Health leadership in Canada How to develop a more coherent approach towards leadership development How to build on existing strengths but increase sharing of resources, best practice, and research From Concept to Reality The Founding Steering Committee Elma Heidemann, Co-Chair, Consultant, past Executive Director, Canadian Council on Health Services Accreditation, former chair of CHA, Ontario Hospital Association and International Society for Quality in Health Care Don Philippon Co-Chair, Professor and Special Advisor, University of Alberta, Special Advisor to Saskatchewan Academic Health Sciences Network and former Deputy Minister, Alberta Health and ADM, Saskatchewan Health Lucille Auffrey, CEO, Canadian Nurses Association (CNA) Glenn Brimacombe, CEO, Association of Canadian Academic Healthcare Organizations (ACAHO) Don Atkinson, President, Canadian Society of Physician Executives(CSPE) Pamela Fralick, Chair, Health Action Lobby, and President & CEO, Canadian Healthcare Association (CHA) Amy Boudreau, Emerging Health Leaders Ray Racette, President of Canadian College of Health Service Executives (CCHSE) Joe Mapa, President and CEO of Mount Sinai Hospital in Toronto Patricia O Connor, Academy of Canadian Nurse Executives (ACEN) Geoff Rowlands, Executive Director, BC Health Care Leaders Association Sharon Sholzberg-Gray, Member at large Bill Tholl, Secretary-General and CEO, Canadian Medical Association (CMA) John Hylton, Member at large 2

3 Change Requires Leadership Reports on system change needs single out timportance of fleadership But references to Leadership are often very obscure Very little focussed attention on leadership Understanding Leadership Research project initiated by CHLNet to identify capabilities/competencies t i of effective leaders. Funding provided by CHSRF Project undertaken by Dr. Graham Dickson, Royal Roads University 3

4 CHLNet Outputs 1. Health Leadership Competency Framework Completed Pan-Canadian Health Leadership Capabilities Framework (Major RRU/CHSRF study - Nov 2007) Implementation phase of Capabilities Framework including Pilot Studies (current) Evaluation of Capabilities Framework (2010) 2. Inventory of Health Leadership Development Programs Funding Secured to Begin Development of Inventory (2008) CHLNet Outputs 3. A Network for Leaders and Managers to Share Best Practices through Special Events and Programs Development of a values based awards program (Fall 2008) Development of a mentoring program (Winter 2008) Development of fellowship programs (Winter 2008) Development of a Best Practices in Leadership recognition program (2009) Continuation of the CHLNet Annual National Leadership Summit (ongoing) 4

5 CHLNet Outputs 4. Link to Leadership Development Programs Internationally Established relationship with the UK (2007) Pursuing a cooperative venture with New Zealand, UK, Canada (2008) Established US-based relationships in leadership (2007) Potential collaboration between CHLNet and ISQuA CHLNet Outputs 5. Resource Clearing House for Case Studies in Leadership Portal Development (Fall 2008) Based on trilogy of Research, Tools and Dialogue Features case studies and other curriculum in leadership 6. Promotion Strategy Focuses on Leadership Development and its Alignment with a Pan- Canadian HHR Strategy Patient Safety Leadership to promote inter-professional care 5

6 CHLNet Outputs 7. Key Research Questions Affecting the Development of Leaders and Managers Resources obtained to create research forum to identify what research is ongoing and what gaps exist (April 2008) Evaluative research regarding implementation of Pan-Canadian Health Leadership Competencies (2010) CHLNet Portal T d l i l k f f To develop a virtual network of centres of health leadership development in support of excellence, while acknowledging Canada s distributive or federated system. 6

7 CHLNet Outcomes Improved and continuing education for leaders Widespread implementation of leadership best practices Increased opportunities for leadership dialogue and support Increased attractiveness of careers in health leadership Increased research on leadership issues Integration of leadership in Pan-Canadian HHR Strategy Next Steps Implementation of Pilot Studies for Pan-Canadian Capabilities Framework (Summer 2008) Host Health Leadership Research Forum (April 2008) Creation of e-chlnet (web-based portal) (Fall 2008) Host 2008 CHLNet Annual Leadership Summit (Fall 2008) Develop Inventory of Canadian Health Leadership Programs (June 2008) Develop National Health Leadership Awards Program (Winter 2008) 7

8 Next Steps for Capabilities Framework New research initiative to explore how each domain (5 C s) Cs) is made practical in a variety of health settings: Academic Setting Health Care Delivery Setting Health Care Charities Regional Health Authorities / Local Health Integration Networks National Health Organizations Provincial and Federal Health Ministries Pan-Canadian Health Capabilities Framework Findings Three components of exceptional leadership: 1.Being - leader s values, beliefs 2.Caring - leader s dedication to caring 3.Doing - leader behaviors 8

9 What is a leadership capability? Caring (health purpose) I N T + = E N + Doing (action) = Leadership Capability Being (who the leader is) T I O N Five Domains of Exceptional Leadership 1. Champions caring i.e. Inspire and encourage a commitment to health 2. Cultivates self and others i.e. Demonstrate self-awareness and self-management 3. Connects with others- i.e. Communicate effectively with a wide variety of stakeholders 4. Creates results- i.e. Develop a shared vision and translate it into action 5. Changes systems i.e. Build personal and organizational understanding of the complexity of health systems 9

10 We are asking you to think as a leader Goal: To influence others to Goal: To influence support safety projects in the others to support workplace safety projects in the workplace Your Department The Provincial and/or National Health systems Your health organization You Where is your focus of influence? Sometimes we can be a bit delusional about what works do we really know how to do good leadership? Why Should anyone be led by you? 10

11 What is leadership? Leadership is the capacity to influence others to work together to achieve a constructive purpose. The constructive purpose in this instance is to lead change based on projects that improve healthcare delivery by focusing on patients and their safety while in the care of health providers. Framing our mindset to leadership The leader s job is always to overcome success The nature of innovation is changing at a pace unheard of in modern history -- it is now increasingly open, collaborative, multi-disciplinary and global. And to reap the benefits of this evolution, an leader's processes and practices must adapt. 11

12 Thank you! For more information, please visit 12