CNO Conference 2010 Celebrating Nursing and Midwifery Safe and effective care How can we tell? William McKee.

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