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CNO Conference 2010CNO Conference 2010Celebrating Nursing and Celebrating Nursing and
MidwiferyMidwifery
Safe and effective care
How can we tell?
William McKee
Mervyn KingMervyn King
“ never… has so much been owed by so many to so few….”
$9 trillion to bail out banks$9 trillion to bail out banks
$1500 dollars from every women child and man on the planet
1/90th would bring every slum dwelling up to a minimum standard
What do service users want?What do service users want?
Flawless Personalised Immediate care
What they really want is Respect and Dignity
Profound and sustained Profound and sustained uncertainty.... A perfect publicuncertainty.... A perfect publicsector stormsector storm
Exponential change in 21th century Public finances Demography, lifestyle diseases,
globalisation and sustainability Public expectation and public confidence
Safety and Quality
Cost control
Productivity
Access
Responsiveness
Expectations
The Iron Triangle of Health and Social Care
Purpose and businessPurpose and business
Our purpose; Improve health and wellbeing and reduce
health inequalities Our business; In partnership with others and by engaging
with staff, deliver safe, improving, modernising, cost effective health and social care
Improve health and wellbeing and reduce health inequalities
PURPOSE
BUSINESS
In partnership with others, and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care
5 CORPORATE OBJECTIVES
VALUES AND BEHAVIOURS
MODERNISATIONReform and renew our health and socialServices•Access•“Localise where possible, centralise where necessary”•Service reviews•Aligned capital plans
PARTNERSHIPSImprove health and wellbeing through partnership with users, communities and partners
•Citizen centred•Joint working•Civic leadership
STAFFShow leadership and excellence throughorganisational andworkforce development•Investors in People•Staff engagement•Leadership•Learning + development•Team effectiveness
RESOURCESMake best use ofresources by improvingperformance andProductivity•MORE•Workforce diagnostics•Process improvement•Resource utilisation•VFM•Performance management
SAFETYProvide safe highquality effective care
•Standards•Outcomes•HCAI•Continuous improvement•Assurance
Our Vision; The Belfast Way
Respect and dignity
Accountabilities
Openness and trust
Learning and development
Grieving for an old, long gone NHS with vague accountabilities and standards, bale-outs and places to hide.
get over it!
Improve health and wellbeing and reduce health inequalities
PURPOSE
BUSINESS
In partnership with others, and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care
5 CORPORATE OBJECTIVES
VALUES AND BEHAVIOURS
MODERNISATIONReform and renew our health and socialServices•Access•“Localise where possible, centralise where necessary”•Service reviews•Aligned capital plans
PARTNERSHIPSImprove health and wellbeing through partnership with users, communities and partners
•Citizen centred•Joint working•Civic leadership
STAFFShow leadership and excellence throughorganisational andworkforce development•Investors in People•Staff engagement•Leadership•Learning + development•Team effectiveness
RESOURCESMake best use ofresources by improvingperformance andProductivity•MORE•Workforce diagnostics•Process improvement•Resource utilisation•VFM•Performance management
SAFETYProvide safe highquality effective care
•Standards•Outcomes•HCAI•Continuous improvement•Assurance
Our Vision; The Belfast Way
Respect and dignity
Accountabilities
Openness and trust
Learning and development
Better; a surgeon’s notes on Better; a surgeon’s notes on performance performance Atul GawandeAtul Gawande
In health and social care lives are saved or lost on slim margins…the difference between getting it right 99.5% and 99.95% of the time
Diligence…. steady earnest application
Audentes fortuna juvat
Boldness has genius power and magic in it
Building a community of leadersBuilding a community of leaders
“Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those you lead.
The work of leaders is to create leaders.”
Mary Parker Follett
By our deeds we shall be knownBy our deeds we shall be known Respect
– Zero toleration of abuse disrespect ruthlessness callousness arrogance
Integrity– Openness honesty credibility
Communication– An obligation to make time to talk and listen, information moves
people
Excellence– Nothing less than our best and from others
Rosebeth Moss Kanter
Zen Koan…. Juxtaposition of apparently contradictory concepts to provide insight
Zen and the art of management
Think strategically, invest in the futureBut Mind the shop today
Be entrepreneurial and take risks But Don’t cost the business anything
by failing Continue to do everything you are doing even
better And spend more time communicating
with staff serving on teams and launching new projects
Know every detail of our businessBut Delegate more responsibility to others
Become passionately dedicated to visions and committed to carrying them through
But Be flexible, responsive and able to change direction quickly
Speak up, be a leader, set directionBut Be participative, listen well, co-operate
Throw yourself wholeheartedly into the new future and succeed And
Stay fit and raise terrific children
AND HAVE FUN