Leadership Development at Health PEIOverview and Progress UpdateOverview and Progress Update

December 20, 2011

Leadership Development 2008-2009Leadership Development 2008 2009

• Building an Agile Organization: A Health Resource Strategy 2008-2013 8 Emphasis on building a resilient and agile workforce that responds effectively to

a complex and fast-paced environment while maintaining quality care for Islanders

• Integrated Health System Review. 20088 Recommended investment in leadership development as a critical system

enabler to “support people as they learn to work in new models, with new systems, and potentially in new roles”

• Health System Strategic Plan. 20098 “S8 A priority under “System Enablers” to establish a sustainable leadership model,

including leadership skills development, succession planning, and effective management structures

Leadership Development 2010Leadership Development 2010

• Strategic Initiative. 8 In 2010, a set of initiatives to design and implement the Health PEI Leadership

model were formally launched under the auspices of the Advisory Committee on Organizational Development.

• Advisory Committee on Organizational Development.8 (ACOD) is a standing leadership committee of Health PEI and it reports to

Executive Leadership Team (ELT). ACOD is responsible for defining, planning, coordinating, and monitoring the emerging Health PEI Leadership Development Model

• LEADS in a Caring Environment• LEADS in a Caring Environment.8 The LEADS framework was adopted by Health PEI in 2010.

Leadership Development 2011 – 2012• HR Policy, Planning and Performance (G. Doyle). Ongoing.

• Quality Workplace (G. Doyle). Pre-Planning / Definition.

• Nursing Leadership (Mary Harris). Ongoing needs identification, 2010 course / cohort, designing 2011 approach.

• Allied Leadership (J. MacDonald) – fall 2011 development intakes. Strategy Development

• Enhancing Workplace Communities (G. Waite, K. Rayner) – partnering in research, evidence based design, evaluation

• Leading in Diverse Environments (M. MacRae). Conversational Workshops, Welcoming IEHP’s, Newcomer’s retention tool kit, Nursing Mentorship & IEN

• LEADS in Caring Environment (G. Waite). Completion of LEADS 360 and debrief middle managers

• Manager’s Community, including Resource Center on on-line forum (G. Waite). http://www.healthpei.ca/mrc/

• Health PEI Leadership Model (G. Waite). Vision, Goals, integration of development and change approaches with the LEADS in a Caring Environment framework, monitoring metrics

PROJECT UPDATESLeadership Development Projects: 2011-12

PROJECT UPDATES

HR Policy, Performance, and Q li W k lQuality Workplaces

• Lead: Glen Doyle• HR Indicators: 2010-11 HR Indicator report

id d t ELT d B dprovided to ELT and Board• Policies: conducting environmental scan and

d ti i ti HR li iupdating existing HR policies.• Quality Workplaces: Definition required. To

conduct scan in new yearconduct scan in new year.

Nursing LeadershipNursing Leadership

• Lead: Mary HarrisLead: Mary Harris• Nursing Leadership Report – tabled at ACOD

and ELT• Literature review - nursing leadership programs; • Nurse leaders’ focus groupNurse leaders focus group.• Barb Fry - “Powering Up: Managing and Leading

Places Where Staff Want to Work” (October 19)aces e e Sta a t to o (Octobe 9)• Draft Nursing Leadership Strategy – Committee

Review

Allied LeadershipAllied Leadership• Lead: Jamie MacDonald• Innovative Leadership and Manager Essentials

Programs - organized and delivered in partnership with C idiCeridian

• Allied Health and Support Services Leadership Development Strategy developed – tabled at ACOD DecDevelopment Strategy developed tabled at ACOD Dec 14.

Leading Workplace CommunitiesLeading Workplace Communities• PEI Leads: Garth Waite / Kelley Rayner• Partnership research project:

8 Center for Organizational Research and Development, in collaboration with researchers and decision makers in Nova Scotia, Ontario, New Brunswick, and Prince Edward Island

8 3 year research study to define, refine, and evaluate an evidence-based approach to y y , , ppimproving First Line Managers’ (FLMs) ability to manage the social environment of their healthcare work settings.

8 Target: acute clinical and nonclinical managers / units. On PEI, Prince County Hospital and Queen Elizabeth Hospital are included in the project.

• Activities:8 Phase I – situational scan re. training and supports for FLM’s.

Focus groups with FLMs, phone interviews with director level staff. October 18 design session.

8 Phase II February 2012. Staff survey - electronically and hard copy to all staff at both facilities. Incentive prizes.April 2012 (TBD). Organizational and facility debrief on results. Could be an opportunity for workshop / planning re. quality workplaces.

8 Phase III – Intervention Group 1April – October 1 5 hours per month with work between meetingsApril October. 1.5 hours per month with work between meetings.

Leading in Diverse Environments: Responsive L d hi f Di W k l P j tLeadership for a Diverse Workplace Project

• Lead - PEI Health Sector Council• 2 Phases: Year 1 - Development, Year 2 - Delivery• Four module program:

8 Authenticity: “Behaving in a manner that aligns your leadership attributes with your actions”

88 Transparency: “Being Clear, simple and precise in your motives and actions”

8 Humanistic & Self Aware: “Being open, welcoming and appreciative of what others have to offer”

8 Mentorship and Coaching:

• 3 focus groups in November to obtain feedback on curriculum and program delivery approach. 25 people, mainly frontline managers, attended. C tl fi li i th i l• Currently finalizing the curriculum

• One day pilot session of the program planned for late January.

Mentorship and Orientation ProjectMentorship and Orientation Project

• Lead: Dorothy Dewar – Nursing Research Leady g• Purpose – create a mentorship program and an

orientation to the Canadian healthcare system for i t ti ll d t d d C diinternationally educated nurses and new Canadian nursing graduates

• To Date: Steering Committee engaged. Work to beginTo Date: Steering Committee engaged. Work to begin early in the new year.

Manager’s Resource Center htt // h lth i / /http://www.healthpei.ca/mrc/

• Lead: Garth WaiteLead: Garth Waite• Provides access to tools and information to support their role as

manager and development as leader• Includes links to employee management resources• Includes links to employee management resources,

8 Ie. Employee Handbook, Employee Orientation, Employee Development links, as well as links to Health PEI Policies, Classification Review Process, Treasury Board Policy and Procedures Manual, Legislation, etc

• Links to forms, templates and publications• Links to leadership partners• Calendars events manager newsCalendars, events, manager news• Leadership Resources – area under development.

8 Includes links to tools and resources, Leadership development training calendars, and the leadership development model.p p

LEADS 360• Lead: Garth Waite• 1st cohort: Spring 2011. Executive, senior mangers, and HR

targetedtargeted.• 2nd Cohort 8 Survey Fall 2012. Middle / front line managers targeted. Launched. 8 Debrief: Feb. 20-24 2012. Shauna Fenwick.

• Integration – LEADS 360 feedback as a resource for individual and team planning to improve performance and results8 Developing tools and supports to align with cohort 2 debrief8 Opportunities to align LEADS 360 feedback, staff satisfaction survey,

other survey and focus group data with team planning and learning and development plansdevelopment plans

8 Explore opportunities to align 360 with Leading Workplace Communities8 Foster opportunities for site level studies – ie Patient Safety Culture –

Arlene Gallant-Bernard / PCHArlene Gallant-Bernard / PCH

Approach to DateApproach to Date• Engaging with and applying the LEADS framework to the g g g pp y g

PEI context;• Building and refining internal tools, processes and

t t hi h t l d ff tistructures which support leader effectiveness;• Defining leadership competencies and development

interventions for specific professions;interventions for specific professions;• Defining leadership competencies within the context of

workplace civility and health;• Defining leadership competencies within the context of

workplace diversity

Initial Focus: E E l ti d E l WiEnergy, Exploration, and Early Wins

As We Learn Patterns EmergeAs We Learn, Patterns Emerge

An Emerging ModelAn Emerging Model

• Fall 2011 – Projects teams came together toFall 2011 Projects teams came together to share learning, to find opportunities to collaborate / coordinate, and to identify priorities.

• Through this work, a provincial model for leadership development is emerging. This model, once confirmed, will help inform and direct planning and priority setting in relation to leadership developmentleadership development.

An Emerging VisionAn Emerging Vision

• Health PEI is committed to the ongoingHealth PEI is committed to the ongoing development of collaborative, innovative, and inspirational leadersand inspirational leaders

An Emerging ApproachAn Emerging Approach• A coordinated provincial approach to leadership p pp p

development, • articulated in relation to the LEADS in a Caring

E i t F kEnvironment Framework, • provides a structured support Health PEI leaders in

their developmenttheir development• Contributes to long term health system sustainability,

productivity and the health of Islanders.

Emerging PrioritiesEmerging Priorities1. Align leadership development approach with the

L d F kLeads Framework;2. Leader Engagement and Support3 Innovation / Recognition and Reward for Innovation3. Innovation / Recognition and Reward for Innovation4. Workplace Health – especially the psycho-social

dimension5. Defined approach to succession planning

1. Align leadership development h ith th L d F kapproach with the Leads Framework

• Build on current model• Continue to clarify behavioral norms and required skills;• Identify and as required design HPEI tools and supports;• Identify existing development opportunities and work in

partnership with others to creatively address emerging needs;needs;

• Find opportunities for peer support and creative approaches to sharing and supporting each other

2 Leader Engagement & Support2. Leader Engagement & Support

• Launch and promote the MRCp• Communicate the Leadership strategy and provide

opportunities for input• Multi-faceted approach to ongoing communication /

updating. Immediate communication of planned activities for January – March 2012activities for January March 2012

• Community of Practice – Initial meeting to be scheduled for January 2012

3. Succession Planning3. Succession Planning

• Lisa Pyke – Knowledge Transfer and Succession y gPlanning Research Project

• Opportunity to work collaboratively to research and d fi HPEI h b d b t ti d idefine a HPEI approach based on best practice and in line with local context.

• Proposal / Initial Design StageProposal / Initial Design Stage• Focus Group – January 17, 2012

4. Innovation / Recognition & Reward for I tiInnovation

• Approach to be determined Appears toApproach to be determined. Appears to be opportunity for development as well as celebration of internal strengths in thiscelebration of internal strengths in this area to create profile.

• Seek opportunity for shared learning and• Seek opportunity for shared learning and or collaboration with the Leadership in Quality and Safety AwardQuality and Safety Award

5. Leadership & Healthy Workplaces5. Leadership & Healthy Workplaces

• Opportunity to partner creatively with COR&D inOpportunity to partner creatively with COR&D in context of Leading Workplace Communities Project debrief to the organization in April

• Explore opportunity to evolve partnership with PEIHSC in strategic planning context to consider workplace health / psycho-social environment

• Explore opportunities to evolve partnerships i ll i h h l l b di PSC EAPstrategically with other local bodies – PSC, EAP,

UPEI, etc.

Evaluation and MetricsEvaluation and Metrics• PD completion rates

8 To start reporting fall 2012To start reporting fall 2012• Exit Survey Data – Current response rate is <10% and we are working with the Civil Service to

develop an electronic web-based survey and database.• Sick Leave Utilization (KPI Target)

8 Sick Days per FTE: 12.3 Days/FTE (10-11). Industry avg. 14.1. NB Health – 14.7 (08-09)Att iti /T R t• Attrition/Turnover Rates8 PEI is below the national average with attrition rates of 4.5% in 2010

• Overtime Utilization (KPI Target)8 Overtime Days per FTE: 7.53 Days/FTE

• Budget and spending on training and developmentg p g g p8 Canadian Health Care community spends 30% less per employee compared to other sectors

On average, Canadian organizations spend 1.8% of payroll (per employee)Canadian Health Care organizations spend 1.27% of payroll (per employee)2010/2011 – HPEI Budget = ~$2,142,000.00 (1% - 1.5% of the 2010/11 Budget= $2,200,000.00 -$3,300,000.00))

• EE Survey Results (KPI Target)8 Staff Satisfaction Rate: Benchmark is 77% (2011)

LEADS in a Caring EnvironmentLEADS in a Caring Environment

F k O iFramework Overview

LEADS in a Caring Environment

• Lead Self

• Engage Others

• Achieve Results

• Develop Coalitions

• Systems Transformation• Systems Transformation

LEADS in a Caring Environmentd l f Chas a model for Change

LEADS SELFLEADS SELF• Self-Aware: Awareness of Emotions; perceptions and assumptions; ; p p p ;

values and principles

Manages Self: E ti l t P l t Lif• Manages Self: Emotional management, Personal mastery, Life balance

• Develops Self: soft skills, Life-long Learning

• Demonstrates Character: Models qualities, Personal Integrity, Emotional Resiliency

ENGAGE OTHERSENGAGE OTHERS• Foster development of others: p

Support and challenge others to achieve professional and personal goals.

• Contribute to the creation of a healthy organization:Contribute to the creation of a healthy organization: Create an engaging environment where others have meaningful opportunities to contribute and the resources to fulfill their expected responsibilities.p

• Communicate effectively: Listen well and encourage an open exchange of information and ideas using appropriate communication mediaideas using appropriate communication media.

• Build teams: Facilitate an environment of collaboration and cooperation to achieve resultsachieve results.

ACHIEVE RESULTS• Set direction:

Inspire vision by identifying, establishing, and communicating clear and meaningful expectations and outcomes

• Strategically align decisions with vision, values, and evidence: Integrate organizational mission, values, and reliable, valid evidence to make decisions

• Take Action to Implement Decisions: Act in a manner consistent with the organizational values to yield effective, efficient, public-centred service

• Assess and Evaluate: Measure and evaluate outcomes, Hold themselves and others accountable for results achieved against benchmarks and correct the course as appropriateappropriate

DEVELOP COALITIONSDEVELOP COALITIONS• Purposefully Build Partnerships and Networks to Create Results:

They create connections, trust and shared meaning with individuals and groups.

• Mobilize Knowledge: They employ methods to gather intelligence, encourage open exchange of information, and use quality evidence to influence action across the system.

• Demonstrate a Commitment to Customers and Service: They facilitate collaboration cooperation and coalitions among diverseThey facilitate collaboration, cooperation and coalitions among diverse groups and perspectives aimed at learning to improve service.

• Navigate Socio-Political Environments: They are politically astute. They negotiate through conflict and mobilizeThey are politically astute. They negotiate through conflict and mobilize support.

SYSTEMS TRANSFORMATIONSYSTEMS TRANSFORMATION• Demonstrate systems/critical thinking:

Think analytically and conceptually questioning and challenging theThink analytically and conceptually, questioning and challenging the status quo, to identify issues, solve problems, and design and implement effective processes across systems and stakeholders

• Encourage and support innovation:• Encourage and support innovation: Create a climate of continuous improvement and creativity aimed at systemic change

Orient themselves strategically to the future:• Orient themselves strategically to the future: Scan the environment for ideas, best practices, and emerging trends that will shape the system

Ch i d h h• Champion and orchestrate change: Actively contribute to change processes that improve health service delivery