1. Looking Out for Leaders HEABC Conference 2005 Planned Career Progression A Leadership Development Strategy Seven key initiatives to address the emerging leadership capacity gap * In affiliation with

2. Simultaneously address recruitment and retention  Broader systems thinking  Planned career progression  Inter-sectoral partnering  Work/life balance  Pay compression  Involuntary retirement policies  Insidious criticism

3. Career Planning Today Personal responsibility. Uncommon to use mentors and coaches. Few internships. Opportunistic career development. Vertical career progression. Little focus on broader health system experience. Limited exchange with other sectors.

4. Planned Career Progression Involves: Joint personal and system responsibility. Health system as a complex interaction of multiple interests – some not often regarded as mainstream “health system”. System capacity-building - thinking beyond traditional employer or sector boundaries. Coaching and mentoring as developmental support processes. Customized academic and experiential opportunities. Multiple cohorts to assure continuous supply of future leaders.

5. Seven Initiatives 1. Governance & senior executive awareness 2. Coaching & mentoring 3. Inter-sectoral experience 4. International learning sets 5. Gateway program 6. Mid-age cohort 7. Graduate fast track

6. 1. Governance & senior executive awareness Increase governance, political and public understanding of, and support for current leaders and the need for investment in future leadership. Enhance governors’ capacity as leaders. Promote understanding of “post-Enron” governance accountabilities. Support to eliminate negative stereotyping of health leaders.

7. 2. Coaching and mentoring Beyond individual employers. Identify future leadership competencies Build on CCHSE mentoring program and pre-qualified coaches. Integral to “planned career progression” concept.

8. 3. Inter-sectoral experience Encourage large scale systems thinking. Build and develop relationships. Variety of short- and long-term attachments in multiple sectors –Different health systems –Provincial government –Municipal government –Non-profit sector organizations –Private sector corporations –Military –etc

9. 4. International learning sets Develop understanding of different leadership and management solutions. Encourage large scale systemic thinking. Partner with “learning set” teams from other health systems to address leadership and management issues.

10. 5. Gateway program Attract proven and emerging leaders from other sectors. Provide fast-track orientation and assimilation. Customize academic and experiential opportunities.

11. 6. Mid-age cohort Recognize that this age group is the logical cohort for future leaders. Develop strategies to attract new leaders (including addressing disincentives). Participate in system-wide planned career progression.

12. 7. Graduate fast-track Long term succession planning. Best and brightest graduates. Planned career progression into leadership positions in 10 years. Logistical support from NHS staff.

13. System-wide coordination. Partnering in action?? Planned, system-wide, career progression for future health leaders requires a focus that is broader than current employers and sectors : Consortium?Ministry? Health authorities? HEABC? Government Leadership Centre? HCLABC?Academia?