1. Fiona Jenkins and Dr. Robert Jones Hamilton, New Zealand 1 st April 2014

2. Ballooning topics Leadership Management Management quality matrix The added value of allied health Ballooning issues

3. Great Leaders Can you think of a great leader? Think about men and women whom you believe have led organisations, communities or nations to greatness? Who do you know? How well do you know what they stood for?

4. “All that separates, whether of race, class, creed, or sex, is inhuman, and must be overcome.” Kate Shepherd

5. “Success is not final, failure is not fatal: It is the courage to continue that counts.” Sir Winston Churchill

6. One goal – to uplift the Maori race spiritually, culturally, and economically Sir Āpirana Turupa Ngata

7. “Kind words can be short and easy to speak, but their echoes are truly endless.” Mother Theresa

8. “A good head and a good heart are always a formidable combination.” Nelson Mandela

9. Incarcerated ………..

10. Long walk to freedom ………..

11. “Memories are fallible and a timer can save a lot of hard work from going out of the window”

12. Characteristics of Great Leaders 1. Honest 2. Forward-Looking 3. Inspiring 4. Competent 5. Fair Minded 6. Supportive 7. Broad-minded 8. Intelligent 9. Straightforward 10. Dependable 11. Courageous 12. Co-operative 13. Imaginative 14. Caring Kouzes and Posner 1995 n=20,000 Asia, Europe, Australia & US

14. What is Leadership? “Where there is no vision, the people perish.” Proverbs 29:18 “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” —Lao Tzu

15. What is Leadership Effectiveness?

17. What sort of leader are you? AutocraticBureaucraticDemocraticLaissez Faire Sees themselves as sole decision maker Strictly by the bookJoint decision making Hands off approach Shows little concern for others’ opinion Relies on rules and regulations Shares responsibilityTurns over control, delegates authority Focuses on goal completion Act like a police officer Collaborates opinions Works well when employees are self motivated Dictates tasksAppropriate when employees are given no discretion A concerned coachEach to his own

19. Roles Task CentredPeople Centred Leader directs employee work to goals Spends time Giving instructions Planning Focusing on deadlines Developing schedules Leader respects individual ideas and feelings Spends time Listening Establishing trust Developing teamwork

20. The Importance of Geese

21. Geese Lessons 1. The Importance of Achieving Goals 2. The Importance of Team Work 3. The Importance of Sharing 4. The Importance of Empathy and Understanding 5. The Importance of Encouragement

23. The Tools of a Leader 1. This is the situation 2. Here is the plan 3. What’s the evidence? 4. Tell me more 5. Remember our values 6. I trust you 7. You can count on me 8. We can do better 9. You’re doing OK 10. Let’s celebrate

25. Team work

26. Why teams? Greater than the sum of its parts A range of talents and capabilities Innovation & Creativity Improves communication Learn from each other Provide mutual help and support Team culture, energy, drive, commitment In healthcare……..reduces mortality and harm Start a trend for others to follow

27. How to start a movement

29. The Efficient Manager Good organiser Process driven Problem solver Collects data Saves money Come in on budget Target achiever Puts out bush fires Is a thermometer

30. The Effective Manager Applies evidence base Develops knowledge Exploits opportunities Sees an opportunity in every problem Interprets data Makes money Poses the right questions Sees from a helicopter Inspires others Develops fire prevention measures Is a thermostat - and anticipates change

31. What have people said… “To be a good leader you have to show they you are a capable manager” Filochowski “You can't manage what you can't measure” Deming “What's measured improves” Drucker “There is nothing so useless as doing efficiently that which should not be done at all.” Drucker “Management is, above all, a practice where art, science, and craft meet” Mintzberg

32. “ Leadership is the capacity to translate vision into reality.”

33. Manager and Leader Management focuses on specifics not generalities. Focus on specific things, implement specific solutions Leadership often less specific, a wide range of situations, circumstances and requirements Process People

34. Ballooning Issues Cash strapped Demographic changes – ageing society Public health issues Workforce efficiencies Cultural needs Patient safety and quality Data to drive decision- making Workforce Pathways of care

35. Ballooning solutions for Allied Health The Sky is the limit Opportunities Keeping people healthier...for longer Key to keeping people out of hospital Key to minimising hospital stay Support long term condition and end of life The cost effective and efficient solution Define AH career framework Advance practice Role substitution Better use of support staff 7 day working Management quality

36. Efficient and Effective Allied Health Efficient Effective Quality Efficiency - best outcomes for least cost Access to care Equity Healthy lives Evidence-based Outcome focussed PROMs PREMS

38. “Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.” William A. Foster

39. Making the health and care systems fit for an ageing population 1. Healthy, active ageing and supporting independence 2. Living well with simple or stable long-term conditions 3. Living well with complex co-morbidities, dementia and frailty 4. Rapid support close to home in times of crisis 5. Good acute hospital care when needed 6. Good discharge planning and post-discharge support 7. Good rehabilitation and re-ablement after acute illness or injury 8. High-quality nursing and residential care for those who need it 9. Choice, control and support towards the end of life http://www.kingsfund.org.uk/publications/making-our- health-and-care-systems-fit-ageing-population

40. Career Framework for Health Workforce NZ

41. Relationship of Specialist and Advanced Practice http://www.wales.nhs.uk/sitesplus/829/pag e/43256

42. 7 day working If we are needed 5/7, why not 7/7? Do you do some already? It needn’t cost more $ Can be a good solution for staff with carer needs Raises profile of your service Its intuitively right

43. Management Quality Matrix 1. Strategy 2. Patient and service user experience 3. Clinical excellence 4. Finance 5. Information/metrics 6. Activity 7. Staff resource effectiveness 8. Staff management and development 9. Service improvement and re-design 10. Leadership and management development 11. Risk management 12. Corporate governance 13. Communications and marketing 14. Key performance indicators

44. How the Matrix is Constructed Standards Components Systematic review and evaluation Measurement Targets are not goals in themselves

45. Does Your Service Have Alignment? Between : Strategy Vision Desired Outcomes Performance

46. Standard 2 Patient and Service User Experience, Patients’ views and experiences are actively sought and incorporated into service redesign 2.1 Does your service use patient survey data to benchmark its services to patients If yes, can you provide evidence where you have used this to improve services? 2.13 Do you have a web site that the public can access information about your service?

47. Standard 10 Leadership and Management Development The service has effective leadership and management arrangements in place 10.1 Does the organisational structure support effective leadership and management? 10.4 Is leadership and management development programme in place for your staff? 10.10 What % of staff in leadership/ management positions have undertaken management training?

48. How its used Share with your team Completed standard by standard Evaluation Summary Action plan USE

49. What is the special contribution of AHP managers and leaders? Leadership of integrated care Facilitation of safe timely discharge Skilled in capacity management Innovative solutions Culture of effective team working Ability to re-design clinical systems Clinically credible Understand the evidence -base Comprehensive understanding of illness, disease and long term management Wide understanding of public health agenda Problem solving skills Cost effective

50. Allied Health Leaders Can Deliver Workforce, skilled flexible and efficient Highly skilled clinicians, and well trained support staff Staff who promote self care and reduced dependency Leaders who can prioritise for efficiency gains Team workers with a “can-do” culture

51. Use Positometry

52. Some Resources for you

53. Ka kite anō