MIAA’s Post

Does your organisation deliver Commonwealth Home Support Program (CHSP) or other community care services? The merging of CHSP into Support at Home has been paused until 2027. Should your leaders: a) Wait, what, they are getting rid of CHSP at some point! No one told me! Panic!; b) Continue to focus on service delivery to clients; there will be time enough to work out what to do about Support at Home later; c) Continue to focus on service delivery to clients, whilst starting the process of understanding where your organisation is really at, and what Support at Home means for your organisation and its leadership, strategy, structures and systems? If your answer was B. join me, Michael Goldsworthy, Carole Wandin and Doug Kimberley for Reviewing and Strengthening Your Organisational Foundations to Support Development & Growth (Webinar 1). If you answered A. or C. join us too to hear about why your leaders should be taking a proactive approach to understanding where your organisation is at today and what it needs to operate in a managed market place where customers have choice and control. Webinar 1 Registration: https://lnkd.in/dPSQRxZp This is part one of a two part webinar series. Webinar 2 will will build on the content of this first webinar and explore the principles, practices, processes, and tools to support organisational development and growth. Webinar 2 Registration: https://lnkd.in/diYqTkJ8 These webinars are an initiative of CHSP Sector Support Officers from MDS, Eastern Sector Development Team, Central Gippsland Health, Orange City Council, Ethnic Communities Council of NSW (Marina Antonas) and Inner West Sydney Sector Support Development and Training Service. CHSP Sector Support and Development is funded Australian Government Department of Health and Aged Care.

Leadership matters. Ellwood Atfield recently held an event for senior corporate affairs practitioners, bringing together aspiring CEOs from across all sectors, financial services to life sciences. Participants learnt about what good and bad organisational leadership looks like, and how to be an effective leader of either a directorate or entire organisation. One area which has been brought into sharp focus with the change in government and Lord Darzi review is the leadership of the NHS. This Policy Exchange report shines light on the importance of leadership and management in improving NHS performance and productivity, at a time when the NHS faces significant challenges—ranging from operational pressures and long waiting times, to low levels of patient satisfaction and slow productivity growth since the pandemic. Key findings include: 📢 A large proportion of NHS managers in Acute Trusts are on lower pay bands, functioning more as administrators. 📢There is minimal correlation between the number of managers and overall performance, suggesting that simply increasing managerial roles is unlikely to lead to better outcomes. 📢Only 1 in 5 NHS Trusts dismissed a manager for gross misconduct or poor performance in the last year. The report puts forward 16 recommendations, including: 📢 Reducing layers of NHS management, including merging NHS England with the DHSC. 📢 Developing a unified feedback system for patients, called ‘NHS Patient View.’ 📢 Reforming NHS leadership and management training to ensure a core set of competencies, with greater responsibility placed on Integrated Care Boards for training delivery.

Completing the Leading Beyond Boundaries Course Reflection: I am thrilled to share that I have successfully completed the Leading Beyond Boundaries course delivered by the BLMK Primary Care Training Hub. This comprehensive program was designed to develop advanced leadership skills tailored to meet the unique needs of our local communities and services. Throughout the course, we delved into various leadership strategies, focusing on how to effectively lead across different boundaries—be it organizational, professional, or geographical. The program emphasized the importance of collaboration, innovation, and adaptive leadership in addressing the complex challenges we face in healthcare today. One of the key takeaways from the course was the development of a deep understanding of integrated care systems and how to lead initiatives that foster cooperation among diverse healthcare providers. This knowledge is invaluable as we strive to deliver seamless, patient-centered care. I am particularly excited to apply the insights and skills gained from this course to my role in advancing health and wellbeing initiatives. By leading beyond traditional boundaries, we can create more cohesive and effective healthcare systems that truly meet the needs of our communities. I would like to extend my gratitude to the BLMK Training Hub for this incredible learning opportunity. I look forward to continuing my journey in healthcare leadership, armed with new tools and perspectives to drive positive change. Find out about the programme here : https://lnkd.in/eAZaiRe2 #Leadership #ProfessionalDevelopment #HealthcareLeadership #BLMKTrainingHub #LeadingBeyondBoundaries #ARRSroles #healthcare #projects #primarycare #projectplanning #healthcaremanagement #projecttemplate #servicedelivery #patientcare #personalisedcare #healthcoach #healthandwellbeingcoach #socialprescriber #personalisedcareroles #personalisedcare #personcentredcare #PersonalizedCare #HypertensionManagement #PrimaryCare #HealthcareInnovation #PatientCenteredCare #personalisedcare #hypertensionmanagement #PrimaryCareNetworks #patientcenteredcare #healthcareinnovation #multidisciplinaryapproach #chronicdiseasemanagement

For many years it has been well known that great management and leadership teams can make all the difference in the success of Health and Social Care services. #swiftmangementserviceslimited #management #leadership https://lnkd.in/euYvatD3

The review will focus on the following key areas: 1. SharedDirectionandCulture(Well-ledWeStatement1) o Strategic Direction: Assess how effectively the board is setting the strategic direction in line with system and national priorities. o Strategy and Planning: Evaluate the credibility of the board's strategy for providing quality and sustainable services, including plans for the Trust's vision, QSIP, and service reconfiguration post-merger. o Cultural Leadership: Examine how leadership shapes the organisational culture through engagement with staff, service users, and stakeholders. o Supportive Leadership: Analyze how leaders promote cooperative and supportive relationships among staff. o Feedback Response: Review how the Trust has responded to feedback from CQC and RCS reviews regarding leadership. 2. Capable,Compassionate,andInclusiveLeaders(Well-ledWeStatement2) o Roles and Accountabilities: Assess the clarity of roles and governance structures within the organisation. o Leadership Skills and Experience: Determine whether the leadership team has the necessary skills and experience for effective governance. o Stakeholder Engagement: Evaluate how the Trust's strategy and plans are developed in collaboration with service users, staff, and system partners. o Risk Awareness and Mitigation: Assess the board's awareness of risks to quality and sustainability and the effectiveness of mitigation plans. o Quality Monitoring: Review how quality and outcomes are monitored and discussed across the organisation. o Clinical Involvement: Evaluate the extent of clinical involvement in service decisions and transformation. 3. FreedomtoSpeakUp(Well-ledWeStatement3) o Raising Concerns: Assess the culture around raising concerns and how staff are supported in doing so. o Investigation and Learning: Examine how concerns are investigated and how lessons are shared and acted upon. o Board Engagement with FTSU: Review how the board champions the FTSU process and engages with FTSU Guardians.

I am happy to share I am now retired from NHS England it certainly has been a journey over many years of improvement and transformation, my key message is don’t lose organisational memory, I have led and been part of numerous continuous improvement journeys, the same initiatives just dressed up by different names. Authentic co-design and co-production at system and region level is key, and learning the difference between operational performance management, assurance versus continuous mprovement is key. Authentic leadership for improvement takes time and is not a quick fix, unless entirely transactional, which often is unsustainable, a lesson to be learnt. This makes it difficult for authentic improvers which often may not deliver the results that performance managers require in months. To those colleagues striving to deliver continuous improvement, though sound improvement methodology at system, region and national level I applaud you, and encourage you to stay true to your improvement foundations and have the courage to lead the way forward for the sake of our users of health services. I hope in some small way I have left some principles in how to do this or inspired colleagues to act. It’s been a pleasure but now on to pastures new.

As a company we draw upon decades of quality improvement experience from our team members. We apply quality improvement methods to our own learning and programmes and consultancy so we practice what we preach. Our associates often work with Board Members and Senior Leadership teams on governing for quality. Leaders are anxious about the quality and safety of services for which they have responsibility. They care. Their worries are often underpinned by a concern the information they have is not the complete picture. They ask questions, request reports, more paper is produced. There is a belief that more information will provide greater certainty and reduce anxiety. And yet, the anxiety felt by the senior leaders remains – and may even increase as the volume of information does. “My advice, when faced with information anxiety in the future, would be to resist commissioning a new report and instead consider: What might we learn if we switched our usual board papers to 10 letters from patients and staff picked at random? How would that change our conversations about reporting and probing for assurance?” Heather Shearer, QIC Our coaches offer 1:1 coaching and bespoke organsational consultancy. In choosing us, we will be a cost-effective partner and a reliable partner with sessions that won’t get cancelled. Visit https://lnkd.in/estNhdjS

For any NHS Directors and Executive Teams out there wondering how to embed this, not just in appraisal, but also in a continuous performance improvement approach. workpal is totally customisable. If you’re looking to deliver genuine transformation, and embrace and empowered digital approach, for Directors and/or your whole organisation let’s talk. Drop an email to info@workpal.com and we can set up an exploratory conversation. #nhs #nhsengland #digital #culture #HPMA #HFMA #workforce

NHS ELECT - What's Happening to Leadership 2 - Managing Teams: The second webinar in this series will look at understanding how groups recover after emergencies. It will also consider how to create environments in which teams can be restored. #HealthcareLeadership #leadingteams

Enhancing digital skills across health and social care will benefit us all