The practice of system leadership: Being comfortable with chaos – King’s Fund – 20 May 2015

Posted on May 21, 2015. Filed under: Health Mgmt Policy Planning | Tags: , |

The practice of system leadership: Being comfortable with chaos – King’s Fund – 20 May 2015

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A formative evaluation of Collaboration for Leadership in Applied Health Research and Care (CLAHRC): institutional entrepreneurship for service innovation – Health Serv Deliv Res Sept 2014;2(31)

Posted on October 14, 2014. Filed under: Evidence Based Practice, Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

A formative evaluation of Collaboration for Leadership in Applied Health Research and Care (CLAHRC): institutional entrepreneurship for service innovation – Health Serv Deliv Res Sept 2014;2(31) “Background Collaborations for Leadership in Applied Health Research and Care (CLAHRCs) are a time-limited funded initiative to form new service and research collaboratives in the English health system. Their aim is to bring together NHS organisations and universities to accelerate the translation of evidence-based innovation into clinical practice. In doing so, CLAHRCs are positioned to help close the second translation gap (T2), which is described as the problem of introducing and implementing new research and products into clinical practice. Objectives In this study, we draw on ideas from institutional theory and institutional entrepreneurship to examine how actors may engage in reshaping existing institutional practices in order to support, and help sustain efforts to close the T2. Our objective was to understand how the institutional context shapes actors’ attempts to close the T2 by focusing on the CLAHRC initiative. Methods The study employed a longitudinal mixed-methods approach. Qualitative case studies combined interview data (174 in total across all nine CLAHRCs and the four in-depth sites), archival data and field notes from observations, over a 4-year period (2009–13). Staff central to the initiatives were interviewed, including CLAHRC senior managers; theme leads; and other higher education institution and NHS staff involved in CLAHRCs. Quantitative social network analysis (SNA) employed a web-based sociometric approach to capture actors’ own individual (i.e. ego) networks of interaction across two points in time (2011 and 2013) in the four in-depth sites, and their personal characteristics and roles. Results We developed a process-based model of institutional entrepreneurship that encompassed the different types of work undertaken. First, ‘envisaging’ was the work undertaken by actors in developing an ‘embryonic’ vision of change, based on the interplay between themselves and the context in which they were situated. Second, ‘engaging’ was the work through which actors signed up key stakeholders to the CLAHRC. Third, ‘embedding’ was the work through which actors sought to reshape existing institutional practices so that they were more aligned with the ideals of CLAHRC. ‘Reflecting’ involved actors reconsidering their initial decisions, and learning from the process of establishing CLAHRCs. Furthermore, we employed the qualitative data to develop five different archetype models for organising knowledge translation, and considered under what founding conditions they are more or less likely to emerge. The quantitative SNA results suggested that actors’ networks changed over time, but that important institutional influences continued to constrain patterns of interactions of actors across different groups. Conclusion The development of CLAHRCs holds important lessons for policy-makers. Policy-makers need to consider whether or not they set out a defined template for such translational initiatives, since the existence of institutional antecedents and the social position of actors acted to ‘lock in’ many CLAHRCs. Although antecedent conditions and the presence of pre-existing organisational relationships are important for the mobilisation of CLAHRCs, these same conditions may constrain radical change, innovation and the translation of research into practice. Future research needs to take account of the effects of institutional context, which helps explain why many initiatives may not fully achieve their desired aims.”

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Developing collective leadership for health care – The King’s Fund – 21 May 2014

Posted on May 22, 2014. Filed under: Health Mgmt Policy Planning | Tags: , |

Developing collective leadership for health care – The King’s Fund – 21 May 2014

“With the NHS facing bigger challenges than ever before, leaders must ensure that cultures within health care organisations sustain high-quality, compassionate and ever-improving care. Key to shaping these cultures is leadership.

This paper argues that collective leadership – as opposed to command-and-control structures – provides the optimum basis for caring cultures. Collective leadership entails distributing and allocating leadership power to wherever expertise, capability and motivation sit within organisations. NHS boards bear ultimate responsibility for developing strategies for coherent, effective and forward-looking collective leadership.

This paper explains the interaction between collective leadership and cultures that value compassionate care, by drawing on wider literature and case studies of good organisational practice. It outlines the main characteristics of a collective leadership strategy and the process for developing this.”

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Building a Leadership Team for the Health Care Organization of the Future – American Hospital Association, Health Research & Educational Trust – April 2014

Posted on May 13, 2014. Filed under: Health Mgmt Policy Planning | Tags: , |

Building a Leadership Team for the Health Care Organization of the Future – American Hospital Association, Health Research & Educational Trust – April 2014

“Moving from a volume-based payment model to a value-based payment model requires a new set of management skills that encourage systems thinking and align clinical and operational resources to improve outcomes and efficiencies. Today’s leaders must implement strategies to:

Improve cost management and efficiency
Increase clinical integration and expand coordinated care
Improve quality and patient safety
Integrate information systems
Foster innovation and change management
Increase patient engagement”

 

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Leadership – easier said than done – CIPD – May 2014

Posted on May 9, 2014. Filed under: Workforce | Tags: |

Leadership – easier said than done – CIPD – May 2014

“Our previous research has suggested that organisations’ efforts to improve leadership might be misplaced, if efforts are focusing only on training the capability of individual leaders. This new report explores the capacity of individuals at all levels of an organisation to buy into and lead on the organisational agenda, highlighting how misaligned organisational structures and processes can get in the way of leadership.”

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Health Care & Climate Change: An Opportunity for Transformative Leadership – Health Care Without Harm – April 2014

Posted on April 22, 2014. Filed under: Climate Change | Tags: , |

Health Care & Climate Change: An Opportunity for Transformative Leadership – Health Care Without Harm – April 2014

“The reversal of climate change will pivot around fundamental realignments in the ways that energy is created and consumed. The report provides detailed guidelines and case studies to help hospital leaders and facilities’ staff develop comprehensive strategies to reduce their reliance on fossil fuels through the use of “clean technology.” Its overarching conclusion is built on the premise that the health sector has a critical role to play in helping lead the transition to a fossil fuel-free and sustainable economy.”

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High-Impact Leadership: Improve Care, Improve the Health of Populations, and Reduce Costs – Institute for Healthcare Improvement – 6 December 2013

Posted on December 18, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , |

High-Impact Leadership: Improve Care, Improve the Health of Populations, and Reduce Costs – Institute for Healthcare Improvement – 6 December 2013

Swensen S, Pugh M, McMullan C, Kabcenell A. High-Impact Leadership: Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2013.

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Strategic transformation: How the Best Companies for Leadership excel at both innovation and operational excellence – Hay Group – October 2013

Posted on October 2, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , |

Strategic transformation: How the Best Companies for Leadership excel at both innovation and operational excellence – Hay Group – October 2013

“The Best Companies for Leadership identified in Hay Group’s 2013 survey avoid intermittent revolutions that are normally forged by periodic strategic reviews.  Instead, these companies are as adept at innovation as they are at operational excellence. These are the twin peaks they must ascend simultaneously – a feat that requires an unusual but crucial mix of leadership skills.”

 

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Are We There Yet? Models of Medical Leadership and their effectiveness: An Exploratory Study – NHS National Institute for Health Research – April 2013

Posted on April 30, 2013. Filed under: Health Mgmt Policy Planning, Medicine | Tags: , |

Are We There Yet? Models of Medical Leadership and their effectiveness: An Exploratory Study – NHS National Institute for Health Research – April 2013

Executive summary

Dickinson H, Ham C, Snelling I, Spurgeon P. Are We There Yet? Models of Medical Leadership and their effectiveness: An Exploratory Study. Final report. NIHR Service Delivery and Organisation programme; 2013

Chris Ham: Models of medical leadership and their effectiveness – King’s Fund – 29 April 2013

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Exploring the Dynamics of Physician Engagement and Leadership for Health System Improvement: Prospects for Canadian Healthcare Systems – 4 April 2013

Posted on April 23, 2013. Filed under: Health Systems Improvement, Medicine | Tags: , |

Exploring the Dynamics of Physician Engagement and Leadership for Health System Improvement: Prospects for Canadian Healthcare Systems – 4 April 2013

Prepared for the Saskatchewan Ministry of Health  Also published on the Canadian Foundation for Healthcare Improvement site.

Extract from the key messages:

“Physician leadership and physician engagement are essential elements of high-performing healthcare systems, contributing to higher scores on many quality indicators. Likewise, physician participation in hospital governance can improve quality and safety.
Although much of the literature on healthcare reforms suggests the importance of physician engagement and leadership, this literature is less explicit about the processes by which health systems and organizations can convert physicians’ autonomy, knowledge and power into resources for health system performance and improvement.
Physician leadership is important at the apex of the organization, but leadership occurs at all levels of the system. Increasing attention is being paid to high-performing clinical microsystems as well as new leadership modalities (e.g. dyads of physician and manager leaders and other forms of distributed leadership) and processes (e.g. physician “compacts”) that are fostering what some refer to as “organized professionalism.”
Physician engagement does not happen on its own. Organizations must use diverse strategies and initiatives to strengthen physician engagement and leadership, including (but not limited to):”

… continues

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The Leadership Qualities Framework launched – Centre for Workforce Intelligence [UK] – 19 April 2013

Posted on April 22, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , |

The Leadership Qualities Framework launched – Centre for Workforce Intelligence [UK] – 19 April 2013

The National Skills Academy for Social Care has launched the Leadership Qualities Framework (LQF), described as ‘a one-stop shop for developing yourself, strengthening and differentiating your organisation and providing better services’.

The LQF provides a variety of benefits, as it
| is grounded in everyday practice and behaviours and underpinned by personalisation and co-production
| describes, in a clear and accessible way, what good leadership looks like in different settings and situations
| illustrates the attitudes and behaviours needed for high quality leadership at every level of the sector
| is for everyone in social care: private or not-for-profit sector service providers, large and small organisations, residential and home care providers, local authorities, personal employers and anyone working in the sector, at any level
| goes beyond social care, mirroring the NHS Leadership Framework so that it can be applied in integrated services.

Norman Lamb MP said the following at the launch of the framework.

Great leadership requires the right skills and values. The new leadership qualities framework…is a fantastic step in the right direction. This is about leadership at all levels and care workers leading from the front line. It provides clear guidelines enabling organisations to introduce training”

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Possibilities and Pitfalls for Clinical Leadership in Improving Service Quality, Innovation and Productivity – NHS Institute for Health Research – January 2013

Posted on January 14, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Possibilities and Pitfalls for Clinical Leadership in Improving Service Quality, Innovation and Productivity – NHS Institute for Health Research – January 2013

Storey, J., and Holti, R. Possibilities and Pitfalls for Clinical Leadership in Improving Service Quality, Innovation and Productivity, Final report. NIHR Service Delivery and Organisation programme; 2013.

Extract:

Background
The idea that something called ‘clinical leadership’ is the favoured ‘answer’ to many of the huge challenges facing the NHS has been advanced with increasing intensity. Inter alia, Lord Darzi in the Next Stage Review emphasised the importance of clinical leadership; the Health and Social Care Act (2012) puts clinicians to the fore; and the Royal Colleges have accepted the need for Medical Leadership Competences to be defined and developed.

Despite such emphasis and expectation, the reality of clinical leadership attempts to redesign services across the extant boundaries of the NHS and which reveal how the many barriers can be overcome, has not so far been studied.

Aims
The overall research question was:
What can be learned from the experience of enacting the Darzi model of clinical leadership in practice? What are the main
enabling and constraining conditions for its effective realization and performance?
Subsidiary research questions that feed-in to this main research question were:”

… continues

More
http://www.netscc.ac.uk/hsdr/projdetails.php?ref=09-1001-22

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Standards for members of NHS boards and CCG governing bodies in England – Council for Healthcare Regulatory Excellence – 7 November 2012

Posted on December 3, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Standards for members of NHS boards and CCG governing bodies in England – Council for Healthcare Regulatory Excellence – 7 November 2012

“We were commissioned to develop these Standards by the Secretary of State for Health in July 2011, and submitted our final advice over the summer. The Standards, which apply to NHS England, cover three domains: personal behaviour, technical competence, and business practices, and put compassion and respect at the heart of NHS leadership.”

… continues

CHRE now called Professional Standards Authority

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Leadership in a matrix – NHS Confederation – 15 November 2012

Posted on November 21, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Leadership in a matrix – NHS Confederation – 15 November 2012

“The NHS is facing its biggest ever challenge, with the £20 billion productivity requirement alongside the huge pressures facing the social care system and the need to continue to drive up quality of care and health outcomes. Exemplary leadership in the NHS is therefore required more than ever.

In response to this significant challenge, it is clear that there is a desire from leaders across the system to work closely together to build a shared leadership approach, using and developing a variety of leadership skills. This paper written by Ciaran Devane, the Chief Executive of Macmillan Cancer Support,  is the first in a series which will explore in detail the needs of future healthcare leaders in the new system.

Drawing on his own experiences of working in a matrix system, Ciaran Devane calls on NHS leaders to build a different set of core skills, covering conflict resolution and multi-party negotiation in order to lead through influence. He also highlights the importance of leaders being able to operate across the breadth of the new system and he makes it clear that he believes the future success of the NHS will be heavily reliant on the abilities of its leaders to build trust.”

… continues on the site

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Leadership and engagement for improvement in the NHS: Together we can – King’s Fund – 22 May 2012

Posted on May 23, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Leadership and engagement for improvement in the NHS: Together we can – King’s Fund – 22 May 2012

Summary

“The NHS faces a number of challenges – driving up quality of care, making significant productivity gains, ensuring the government’s reforms work. To meet these challenges, individuals and organisations need to rethink the way in which power and responsibility are shared within teams and organisations and  across the health and care system. Leaders need to cultivate a strong culture of engagement for patients and staff and to deploy a range of leadership styles and behaviours.

Leadership and engagement for improvement in the NHS: together we can makes the case for engaging staff, patients and boards and for building relationships across systems of care. Building on the work of The King’s Fund’s 2011 Leadership Commission, the 2012 review has taken evidence from a number of national and international experts. Their evidence makes a compelling case for leadership and engagement:”

… continues on the site

Press release: New style of NHS leadership could deliver better patient care and financial performance says The King’s Fund review

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Leading Practices and Programs for Developing Leadership Among Health Professionals at the Point of Care. Final Report – Nursing Health Services Research Unit, University of Toronto – March 2012

Posted on April 3, 2012. Filed under: Nursing | Tags: , |

Leading Practices and Programs for Developing Leadership Among Health Professionals at the Point of Care. Final Report – Nursing Health Services Research Unit, University of Toronto – March 2012

Extract from the Executive Summary:

“The Nursing Health Services Research Unit at the University of Toronto reviewed both nurse-specific evidence and evidence from other professions as well as models of leadership development initiatives at the point of care. This research is intended to support policy development and planning to improve Ontario’s health system.

The objectives of this study were to:

Conduct a comprehensive literature review of currently or recently implemented health professional leadership development initiatives around the world
Identify relevant leading practices and programs, or innovations of new nursing and allied health roles or models, with demonstrated evidence of quality work environment or quality patient care outcomes at the point of care
Engage with key informants knowledgeable about front‐line health professional leadership development initiatives for further research evidence
Analyze literature and consultations with key informants, to derive major themes throughout leadership initiatives with evidence of successful outcomes. Barriers and facilitators to building leadership capacity were also examined.
Formulate conclusions and recommendations that will provide evidence to support policy development and leadership opportunities for frontline nurses
Develop a chart of the leading frameworks, programs and practices for developing health professionals as leaders, with further details and key contacts for follow-up”

… continues on the site

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Department of Health [UK] Capability Action Plan for 2011-12 – 23 March 2012

Posted on March 27, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Department of Health [UK] Capability Action Plan for 2011-12  – 23 March 2012

The Department has published its latest Capability Review and action plan. The review, which is based on a self assessment, is intended to measure the Department’s capability in three broad areas:

leadership
strategy
delivery

The action plan will address the issues identified in the review and to improve the Department’s capability. Although the actions will support the delivery of our transformation and transition, they do not represent all the actions needed to deliver change.

Both the review and action plan have been subject to scrutiny by the Cabinet Office and discusion between the Head of the Civil Service, Sir Bob Kerslake, and Departmental representation from Una O’Brien, Sir David Nicholson and Catherine Bell.

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The National Institute for Health Research Leadership Programme: An evaluation of programme progress and delivery – RAND – 2012

Posted on March 16, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

The National Institute for Health Research Leadership Programme: An evaluation of programme progress and delivery – RAND – 2012

by Molly Morgan Jones, Watu Wamae, Caroline Viola Fry, Tom Kennie, Joanna Chataway

“RAND Europe evaluated the National Institute for Health Research Leadership Programme in an effort to help the English Department of Health consider the extent to which the programme has helped to foster NIHR’s aims, extract lessons for the future, and develop plans for the next phase of the leadership programme. Successful delivery of high-quality health research requires not only an effective research base, but also a system of leadership supporting it. However, research leaders are not often given the opportunity, nor do they have the time, to attend formal leadership or management training programmes. This is unfortunate because research has shown that leadership training can have a hugely beneficial effect on an organisation. Therefore, the evaluation has a particular interest in understanding the role of the programme as a science policy intervention and will use its expertise in science policy analysis to consider this element alongside other, more traditional, measures of evaluation.”

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Releasing Potential: Women Doctors and Clinical Leadership – 17 November 2011

Posted on December 9, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Releasing Potential: Women Doctors and Clinical Leadership – 17 November 2011

“While figures show that across England the number of female clinicians in leadership roles at emerging CCGs is very low, today (7 November 2011) NHS Midlands and East is setting out a range of solutions based on research undertaken by GP and Consultant in Public Health Dr Penny Newman. This research Releasing Potential: Women Doctors and Clinical Leadership was undertaken by Dr Newman as part of the east of England Senior Clinical Leaders Programme and supported by a bursary from the NHS National Leadership Council.”

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What makes a top hospital? Leadership – CHKS [UK] – 15 November 2011

Posted on November 22, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

What makes a top hospital? Leadership – CHKS [UK] – 15 November 2011

Authors: Dr Paul Robinson, Julian Tyndale-Biscoe   20 p.

“CHKS has launched the third report in its What makes a top hospital? series – focussing on leadership. Over the last 20 years CHKS has seen many examples of excellence in the delivery of healthcare. The idea behind this series of five reports is simply to share these examples of success in the hope that other organisations can take something from each of them. This latest report looks at the features of leadership that are found in top performing acute organisations.”

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Women in Leadership: Looking below the surface – CEDA – the Committee for Economic Development of Australia

Posted on September 29, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Women in Leadership: Looking below the surface – CEDA – the Committee for Economic Development of Australia
ISBN: 0 85801 276 6

Extract from the foreword:

“CEDA is Australia’s leading independent thought leadership organisation providing policy perspectives on the critical economic and social issues facing Australia. Women in leadership is an issue with implications for policy that influences everything from Board membership to gender equality.

The following document provides an overview of the key issues raised during CEDA’s Victorian Women in Leadership series during 2010/2011.

Reports such as this and other subsequent publications that will emerge from CEDA’s ongoing Women in Leadership series across Australia aim to drive the debate around gender equity, and in turn substantiate the business case for improvements for women in leadership roles. The need for action is indisputable and is also vital if Australia is to meet future skills and labour demand.

While this document draws together facts and figures which provide an irrefutable business case for resolving gender equity issues, it also aims to highlight some of the underlying unconscious biases that exist that are often unspoken and are hindering change.

By enabling our members to deconstruct this important but challenging issue, CEDA hopes to assist them to map a way forward so they can realise the economic benefits to their businesses, the economy and to society more broadly.”  … continues

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The Development of an Emerging Leader: Lessons from Sweden: Health Care and Leadership – 2011 Sweden Study Tour Report

Posted on September 20, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

The Development of an Emerging Leader: Lessons from Sweden: Health Care and Leadership – 2011 Sweden Study Tour Report 

“The Canadian College of Health Leaders, ARAMARK Healthcare and Emerging Health Leaders are pleased to jointly release Jennifer Duff’s report: The Development of an Emerging Leader: Lessons from Sweden: Health Care & Leadership.

Jennifer Duff, CHE was the recipient of the 2011 Emerging Health Leader Scholarship and was invited to participate on the Sweden Study Tour, which was held from May 1st to 6th, 2011. The study tour brought together a small group of Canadian health care leaders to explore the current developments in Sweden’s health services policy and the organization of their health care system. The intent of the study tour is to provide a forum for the exchange of information, ideas, and experiences that will foster relationships between Canadians and their Swedish counterparts.”

The report is available for free download

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NHS Leadership Framework – Self Assessment Tool – 9 September 2011

Posted on September 16, 2011. Filed under: Health Mgmt Policy Planning, Workforce | Tags: |

NHS Leadership Framework – Self Assessment Tool – 9 September 2011

“Leadership isn’t just for people who hold designated leadership roles. There is an unprecedented level of responsibility being devolved to frontline staff, and acts of leadership can come from anyone and anywhere in the NHS. The Leadership Framework is designed to ensure that the whole workforce can have the leadership knowledge, skills and behaviours we need to improve health and care.   …
 
Download the Self Assessment Tool here.

It’s an offline process, so results are private to the individual, and it shows where an individual’s leadership strengths and weaknesses lie. After completing the Tool, individuals can choose to generate an action plan to develop their skills – guidance is given at the end of the Self Assessment Tool, and access is available to a range of materials to support the development of leadership skills such as the free e-learning modules available through LeAD.”

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NHS Leadership Framework – 29 June 2011

Posted on June 30, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

NHS Leadership Framework – 29 June 2011

Media release

“New framework will develop the next generation of NHS leaders

A new NHS Leadership Framework, which will be the cornerstone for leadership across all professions in the NHS, was launched today by Health Secretary Andrew Lansley.

The framework sets out what is vital for clinicians and other professionals to lead and inspire. It will fundamentally underpin the new structures that have already been announced as part of the modernisation plans for the NHS.

In particular, by giving more support and power to frontline staff, and encouraging new skills and behaviour, the framework will create a focus for leadership development within all NHS organisations. This will give clinicians the freedom to organise themselves so that they can design better services and outcomes for patients.”

… continues

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The future of leadership and management in the NHS: No more heroes – King’s Fund – 18 May 2011

Posted on May 20, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

The future of leadership and management in the NHS: No more heroes – King’s Fund – 18 May 2011

“Summary
At a time of enormous change in the NHS, leaders and managers have a crucial role to play. But what sort of leaders does the service need?  Does the model, prevalent in public service over recent years, of the ‘hero’ chief executive still hold sway?

The King’s Fund set up a commission on leadership and management in the NHS with a brief to:

take a view on the current state of management and leadership in the NHS
establish the nature of management and leadership that will be required to meet the quality and financial challenges now facing the health care system
recommend what needs to be done to strengthen and develop management and leadership in the NHS.”

… continues on the site

38 pages ISBN: 978 1 85717 620 9

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Engaging the next generation of health leaders: Perspectives of emerging health leaders – Healthcare Management Forum – Spring 2011

Posted on May 4, 2011. Filed under: Health Mgmt Policy Planning, Leadership | Tags: |

Engaging the next generation of health leaders: Perspectives of emerging health leadersHealthcare Management Forum – Spring 2011

“Abstract
Identifying and engaging the next generation of Emerging Health Leaders (EHLs) is a foremost challenge for the Canadian healthcare system. If intellectual capital is the currency of the 21st century, identifying and developing EHLs must be a strategic objective of innovative and progressive health organizations. We have integrated our experiential knowledge with some relevant findings from the literature and data collected from a cohort of EHLs to assist senior leaders and organizations with this challenge.”

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Enhancing Engagement in Medical Leadership Project – NHS Institute for Innovation and Improvement – March 2011

Posted on March 24, 2011. Filed under: Health Mgmt Policy Planning, Medicine | Tags: , |

Enhancing Engagement in Medical Leadership Project – NHS Institute for Innovation and Improvement – March 2011

Other info:

Enhancing Engagement in Medical Leadership

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Doctors who become chief executives in the NHS: from keen amateurs to skilled professionals – Journal of the Royal Society of Medicine 2011

Posted on March 24, 2011. Filed under: Health Mgmt Policy Planning, Medicine | Tags: |

Doctors who become chief executives in the NHS: from keen amateurs to skilled professionals – Journal of the Royal Society of Medicine 2011

A paper by John Clark, Director of Leadership at the NHS Institute for Innovation and Improvement, Chris Ham, Peter Spurgeon, Helen Dickinson and Kirsten Armit*, has been published in the Journal of the Royal Society of Medicine.

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What’s leadership got to do with it? Exploring links between quality improvement and leadership in the NHS – The Health Foundation, Evaluation report – January 2011

Posted on February 4, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: , |

What’s leadership got to do with it? Exploring links between quality improvement and leadership in the NHS – The Health Foundation, Evaluation report – January 2011

“In December 2007, the Health Foundation commissioned ORCNi Ltd to undertake an in-depth evaluation of the Health Foundation’s leadership programmes, including an exploration of the links between leadership and quality improvement (QI).

The three core enquiry questions for the study were:

What are the links between QI and leadership behaviour?
Do different types of QI require different leadership behaviours?
What are the lessons for leadership development generally and for the Health Foundation specifically?

This report presents a detailed account of the two-year study and the conclusions that emerged. It contains insights into how leadership development can support QI in the NHS. In addition, our findings contribute to what is known about the links between leadership and improvement in the NHS, and provide new ways of understanding the nature of this improvement work.”

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A Call for Collaborative Leadership: Implementing Information and Communications Technologies in Canadian Health Systems – conference Board of Canada – September 2010

Posted on October 15, 2010. Filed under: Health Informatics | Tags: , |

A Call for Collaborative Leadership: Implementing Information and Communications Technologies in Canadian Health Systems – Conference Board of Canada – September 2010

Canada lags international peers in its uptake of information and communications technologies (ICTs) in the health system. A collaborative leadership is needed to overcome existing barriers to ICT implementation and improve health system performance.

Executive Action by
The Conference Board of Canada, 8 pages, September 2010

Document Highlights:
The implementation of information and communications technologies (ICTs) in the Canadian health system offers the potential to improve health outcomes, enhance system performance, and generate cost savings. Yet Canada lags its international peers in implementing ICTs. Canadian hospitals, for example, allocate only 1.5 per cent of their budgets to ICTs compared with the 4.4 per cent average across the Organisation for Co-operation and Development. In A Call for Collaborative Leadership, the Conference Board outlines the main challenges facing ICT implementation in Canada and reveals how a collaborative leadership approach can help overcome these hurdles and improve health system performance. Critically, the briefing identifies four specific actions that health organizations can take to facilitate the emergence of a collaborative leadership approach to implementing ICTs.

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Innovation Takes Leadership: Opportunities & Challenges for Canada’s Health Care System – Ivey: Centre for Health Innovation and Leadership – 2010

Posted on October 14, 2010. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , |

Innovation Takes Leadership: Opportunities & Challenges for Canada’s Health Care System – Ivey: Centre for Health Innovation and Leadership – 2010

Anne Snowdon, Jeremy Shell, K. Kellie Leitch

Extract from the introduction:

The health of a population is directly related to its productivity and a country’s economic, growth and competitiveness. Yet, Canada’s health care future is uncertain. Our system faces a rapidly rising demand for quality health care services that are timely and accessible to an aging population experiencing increasing rates of chronic illness1. To ensure Canada’s future economic competitiveness, we must work to ensure the sustainability of a strong health care system. How? The Ivey Centre for Health Innovation and Leadership believes the answer lies in health system innovation: technological, procedural and cultural.

So, if that’s the answer, how are we doing? In short, not so well. A 2008 McKinsey & Company report found that Canada earns a “D” grade in innovation, placing 13 among 17 developed nations in this economic and future prosperity indicator2. Further, according to the Conference Board of Canada, “Canada ranks near the bottom of its peer group on innovation, ranking 14th among the 17 peer countries. Canada’s low relative ranking means that, as a proportion of its overall economic activity, Canada does not rely on innovation as much as some of its peers. Overall, countries that are more innovative are passing Canada on measures such as income per capita, productivity, and the quality of social programs.”

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Leadership needs of medical directors and clinical directors – King’s fund – 19 August 2010

Posted on September 7, 2010. Filed under: Health Mgmt Policy Planning, Medicine, Workforce | Tags: , |

Leadership needs of medical directors and clinical directors – King’s fund – 19 August 2010

Download publication (pdf 184kb)
12 pages ISBN: 978 1 85717 599 8

“Summary

The National Health Service (NHS) is facing one of the toughest financial periods of its history during which it will need to maintain the quality of care. Clinical leadership will be critical as the service faces this challenge. The King’s Fund has a wealth of experience in developing the skills of leaders in the NHS, and is constantly adjusting its approach to meet the needs of those leaders. With this in mind, we conducted a survey of clinical and medical directors to find out what skills they believed they need to face these challenging times.

Leadership needs of medical directors and clinical directors includes the following findings.

Both medical and clinical directors embrace the quality agenda articulated by Lord Darzi in High Quality Care for All (Darzi 2008), and are committed to preserving it.
Both medical and clinical directors are eager to work with their managerial colleagues as equal partners to maintain clinical quality, ensure patient safety and improve patients’ experience in the face of reduced resources. They see an urgent need for clinicians and managers to share a single mindset on maintaining quality efficiently.
Clinical directors believe that they are largely cut off from the decision-making and planning processes, and view this as a critical challenge that must be overcome.
Clinical directors and medical directors have high levels of confidence in their influencing, negotiation and communication leadership skills, and in their ability to use resources to maintain the quality of care.”

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Medical Leadership Competency Framework – UK – 19 August 2010

Posted on August 20, 2010. Filed under: Educ for Hlth Professions, Medicine | Tags: , |

Medical Leadership Competency Framework – Third edition published.

The Medical Leadership Competency Framework: Self assessment tool – 2012

The third edition of the Medical Leadership Competency Framework (MLCF), which describes the leadership competences doctors need to support the transformation of health services, is now available.

First published by the NHS Institute for Innovation and Improvement in May 2008, as part of the joint Enhancing Engagement in Medical Leadership (EEML) project with the Academy of Medical Royal Colleges, the EEML project team has worked with regulatory bodies and medical education organisations throughout the UK to integrate leadership skills into each stage of a doctor’s training and career. The third edition incorporates feedback received from users.

John Clark, Director of Medical Leadership at the NHS Institute, explains that: “Doctors need particular leadership skills to enable them to become more actively involved in the planning, delivery and transformation of health services. The MLCF applies to all medical students and doctors throughout their training and career, and helps NHS organisations design effective leadership development programmes, appraisals and recruitment processes. It can also support doctors with personal development planning and career progression.”

The MLCF can be downloaded from the project documents part of the website.

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Leadership Commitments to Improve Value in Healthcare: Finding Common Ground – workshop Summary from the Institute of Medicine – 14 June 2010

Posted on June 15, 2010. Filed under: Health Mgmt Policy Planning | Tags: , , |

Leadership Commitments to Improve Value in Healthcare: Finding Common Ground – workshop Summary from the Institute of Medicine – 14 June 2010

Full text online of the workshop summary

Released: June 14, 2010
Type: Workshop Summary

Note: Workshop Summaries contain the opinion of the presenters, but do NOT reflect the conclusions of the IOM. Learn more about the differences between Workshop Summaries and Consensus Reports.

“The U.S. health care system is large, dynamic, complex, and multifaceted. It consists of many participants—including doctors, patients, hospital administrators, insurers, health product companies, and regulators—who have vital roles. Although each of these groups seeks to improve patient health and well-being, they often work in unassociated or fragmented ways that compromise the quality and value of care. The IOM hosted a workshop that brought together stakeholders to discuss opportunities and cooperative strategies to improve the efficiency and effectiveness of care throughout the nation.”

Table of contents

PART ONE: Finding Value in Common Ground (37-38)
1 Guiding Perspective: The Learning Healthcare System (39-58)
2 Foundation Stones in the Common Ground (59-66)
3 Transformational Opportunities (67-78)
4 Moving Forward (79-94)
PART TWO: Leadership Commitments to Improve Health Care (95-96)
5 Patients (97-116)
6 Healthcare Professionals (117-148)
7 Healthcare Delivery Organizations (149-186)
8 Healthcare Product Developers (187-216)
9 Clinical Investigators and Evaluators (217-236)
10 Regulators (237-268)
11 Insurers (269-296)
12 Employers and Employees (297-308)
13 Information Technology (309-320)

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Leadership Commitments to Improve Value in Healthcare: Toward Common Ground: Workshop Summary – National Academies Press – 2009

Posted on August 1, 2009. Filed under: Evidence Based Practice, Health Mgmt Policy Planning, US Health System Reform | Tags: , |

Leadership Commitments to Improve Value in Healthcare: Toward Common Ground: Workshop Summary
Authors: LeighAnne Olsen, W. Alexander Goolsby, and J. Michael McGinnis; Roundtable on Evidence-Based Medicine, Institute of Medicine Published by National Academies Press, 2009 – title is forthcoming

“This volume reports on discussions among multiple stakeholders about ways they might help transform health care in the United States. The U.S. healthcare system consists of a complex network of decentralized and loosely associated organizations, services, relationships, and participants. Each of the healthcare system’s component sectors–patients, healthcare professionals, healthcare delivery organizations, healthcare product developers, clinical investigators and evaluators, regulators, insurers, employers and employees, and individuals involved in information technology–conducts activities that support a common goal: to improve patient health and wellbeing. Implicit in this goal is the commitment of each stakeholder group to contribute to the evidence base for health care, that is, to assist with the development and application of information about the efficacy, safety, effectiveness, value, and appropriateness of the health care delivered.”

ISBN-10: 0-309-11053-X
ISBN-13: 978-0-309-11053-2

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Future of leadership – UK NHS

Posted on April 16, 2009. Filed under: Health Mgmt Policy Planning, Health Professions | Tags: |

Future of leadership – UK NHS

This report is based on interviews with members of NHS Confederation and other health leaders and explores two important questions: what are the real issues with NHS leadership and what solutions can best be provided by central or regional action.

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