BC Health Leaders Conference - Day One
(Cette conférence est présentée en anglais seulement.)
Tuesday, October 20, 2015
|6:30 AM - 4:00 PM||Registration|
|7:00 AM - 7:45 AM||Breakfast|
|7:45 AM - 8:30 AM|| Official Opening/Remarks
The Honourable Terry Lake, Minister of Health
|8:30 AM - 9:30 AM|| OPENING KEYNOTE SPEAKER
Jeff DeGraff is the managing partner in international management consulting firm specializing in value creation through change, collaborative leadership and innovation management. Over twenty years of consulting experience to medical field at the senior executive level designing, developing and implementing breakthrough innovation strategies and practices in a wide array of international and Fortune 500 clientele including: Alexion, American College of Surgeons, Bayer, Biogen, Boehringer Ingelheim, Colgate, Henry Ford Medical Group, Johnson and Johnson, New York University Medical Center, Pfizer, Proctor and Gamble, Sanofi-Aventis, Spectrum Health, University of Michigan Medical Center, the Veteran’s Administration, and the Veterinary Study Group.
Collaborative Leadership in Healthcare Driving Innovation
“The amount of innovation a company produces is inversely related to the number of PowerPoint slides or elaborate process diagrams it makes about innovation.”
This DeGraff Hypothesis on Productivity is no longer enough. Leaders are finding that the drive for growth is pushing strategic innovation initiatives down into operating units where the management and staff have few of the tools and little preparation to really make it happen. Leading organizations are pursuing innovative strategies and processes only to find that they lack the culture, competencies, and leadership practices required to execute and sustain innovation. The theme of this session is simple: Sustainable innovation is produced by developing leaders who can systematically add innovation to existing business practices.
This highly engaging and interactive session is organized around the Innovation Genome, a simple framework that allows leaders at all levels and locations to understand how their leadership directly affects the creation of specific types of culture and competencies in their organizations, and how these abilities make innovation happen across the enterprise with everyone, everyday, everywhere. This session will presents a simple approach for leaders to recognize, develop, and launch creative ideas into winning solutions that create value.
|9:30 AM - 10:00 AM|| Refreshment Break sponsored by
|10:00 AM - 12:15 PM|| INTERACTIVE PLENARY
Applied Innovation for Leaders in Healthcare
Facilitator: Jeff DeGraff, PhD, Business professor for the University of Michigan, author, speaker and dean of innovation
In this session, participants will learn hands on, real world applications of innovation that leaders can use in the healthcare industry. Prior to the session, an innovation survey will be provided. Participants should take the assessment ahead of time and bring printed results to the session with them.
|12:15 PM - 1:00 PM|| Networking Luncheon
|1:00 PM - 2:00 PM|| CONCURRENT SESSIONS
| 1. From Silos to Solutions: Creating and Sustaining a Voluntary Health System Collaborative
Solutions - East Toronto’s Health Collaborative is a partnership that has achieved success through leaders of cross-sectoral organizations coming together voluntarily over a shared desire to address gaps, better meet the needs of their shared clients and address Provincial health-care priorities.
Active since 2001, longer than government mandated networks, Solutions is an example of a successful collaboration that has fostered creativity and innovation. Outcomes include:
• Piloting the award-winning CREMS (Community Referrals by EMS) project to link frequent users of EMS with community supports.
• Developing a shared learning management system.
• Creating infection control e-learning modules for consistent training across sectors (awarded Accreditation Canada Leading Practice).
Key to success is connection and commitment - all members contribute equally, trust one another and share similar goals. “Quick wins” early on, like a series in the Toronto Star that told the story of system gaps, built momentum and set the stage for sustained success, which has been maintained through leadership changes for over 14 years!
2. Creating a culture of collaboration…looking up & out and bringing the outside in
Transformation and Innovation is often influenced by our view of the world. Where one finishes their transformation journey is highly dependent on where one begins. Looking up and out, and bringing the outside in enables us to start from a different point of view that allows us to better understand key issues and problems, create new ideas and solutions and bring fresh perspectives for engaging and collaborating in new ways across networks of care and beyond. We nurture this perspective and the objective for this presentation is to demonstrate how one organization through its leadership philosophy successfully develops coalitions and influences system transformation within and across several provinces. We will share our knowledge and provide practical tips on how we continue to strive for excellence at the system, organizational and individual level; creating a culture of collaboration. The impact of collaborative leadership at each level will be discussed and examples of key outcomes will be provided. Leading, engaging and striving to achieve results in a complex multi stakeholder environment requires a different type of leader… one who is comfortable stepping beyond the boundaries.
3. The Chilliwack Elder Care Committee: Building and sustaining collaborative leadership
Providing high quality and compassionate care for older people with complex needs requires genuine collaboration, effective leadership and co-operation across organizational boundaries. The Chilliwack Division of Family Practice established the Elder Care Committee in 2010 to help meet these challenges. Membership is broad and includes healthcare leaders from the acute care site, residential care facilities, community mental health and the Division of Family Practice.
The diversity of knowledge, skills and experience in our group ensures high levels of dialogue, debate and discussion as we collaboratively seek solutions to common issues and concerns. And by rejecting the normal hierarchical structures often found in health care we have achieved real team working and co-operation across organisational boundaries.
The development and implementation of the Chilliwack Elder Care Committee (CECC) has been uniquely innovative in its approach to partnership and involvement. This session will discuss the background to the CECC, explore the impact it has had, what has made it successful, as well as looking to what might come in the future.
Through interactive group dialogue we will identify key elements of and barriers to effective collaboration between acute, residential and community care and explore how to use collaboration as an organisational change strategy.
| 4. a) Island Health and Victoria Division of Family Practice: Collaboration for Improved Patient Transitions
British Columbia’s health authorities and family physicians have come together to seek improvements to care systems and processes, leveraging the relatively new structure of local Divisions of Family Practice and Collaborative Service Committees.
Island Health and the Victoria Division of Family Practice have developed a highly collaborative relationship founded on the shared vision of improved transitions in care for our patients, clients and residents. Acknowledging the differences between priorities that may be more system-oriented and those that may be more oriented toward individual physicians’ needs has enabled the partners to identify and resolve barriers that may get in the way of positive change. This approach has resulted in measurably successful outputs, including the development of eNotification – a ‘First in British Columbia’ automated system to notify family physicians when patients are admitted to or discharged from Island Health hospitals. eNotification supports community physicians to be involved in care planning and to follow-up appropriately with patients and families.
The partners are continuing to improve transitions for inpatients by focusing on collaborative discharge planning, emphasizing two-way communication between hospital clinicians and family physicians.
4. b) A Collaborative Journey – The Chilliwack Division of Family Practice and Fraser Health Practice Support Program
How do we transform the way we lead and care in a fragmented system? The first step is sitting at a table together in mutual curiosity, respect, and transparency. Simple in concept, but difficult to put into practice. How can we come together, trust one another, share ideas, and make truly lasting connections? One partnership has done just that. Learn about the journey towards authentic collaboration, and the innovative methods used to forge partnerships with a Division, Physicians and Health Authority. This unique approach has brought family physicians to the table to collaborate on issues that matter to them, and share their ideas to improve their sense of value, education, and support. This partnership aims to: improve access to care for patients, improve efficiency in family practice, improve physician work-life balance, and increase the potential for attaching patients to family physicians. Come join the conversation as we share our roadblocks and successes, and let’s learn together about how we can diversify all of our partnerships.
|2:00 PM - 2:15 PM||Transition Break|
|2:15 PM - 3:15 PM||CONCURRENT SESSIONS|
5. When More is More – Collaborating for Sustainability!
How are our health system issues similar to those experienced in other jurisdictions? What solutions and opportunities can be found by looking to what has been done elsewhere? Many of today’s healthcare challenges are not unique to a specific region or health authority. However, we often tackle the issues in isolation one at a time and are therefore limited in the scope of change. Working collaboratively with different jurisdictions can be a great way to find innovative, cost effective solutions to common issues. Working together by building on the strengths of others, sharing expertise and learning from others contributes to finding sustainable solutions to common issues.
Fraser Health, Capital Health, Halifax NS, and the Canadian Foundation for Healthcare Improvement, engaged in a collaborative to proactively work with seniors to delay or reverse frailty. This session will provide an overview of how this type of collaborative can be formed, what is required to make a cross jurisdiction to cross country collaborative effective and what are the challenges and opportunities beyond the initial intent. This interactive session will use a tool to support the development of collaboration.
| 6. How I want to be Treated: Patient Collaboration in Successful Health Care Redesign
Pressures and increasing challenges on the healthcare system call for transformation and system redesign. Shared care models present opportunities for collaborative and innovative solutions allowing patients to benefit from specialist expertise while maintaining the benefit of continuity of care from their family physicians (FPs).
Providence Health Care (PHC) partnered with the Shared Care Committee to facilitate collaboration between specialists and FPs to transform care for patients with complex chronic conditions. This initiative facilitates interaction between FPs, specialists and patients to develop and implement tools and processes to streamline care.
Healthcare professionals have a tendency to make assumptions about what is “right” for patients. To ensure inclusion of the patient perspective, patients participated as full members of the PHC advisory team to identify gaps in care and to develop and test prototypes for improvements in shared care. Having the patient voice at our table of redesign allowed us to understand what is really important to patients and in some cases, to change practice immediately.
Prototypes were developed for telephone advice, referral/consult and shared care. Evaluation of the work was performed using qualitative/quantitative measures. Findings indicate broad uptake of prototypes, high user satisfaction and the avoidance of unnecessary consults and ER visits.
7. From Physical to Chemical Change: What it Really Takes to Build a Collaborative Healthcare Team
Too often when an initiative to develop an organization’s culture is undertaken, the resulting change is physical rather than chemical. The teams may initially look different on the surface, but eventually will revert to old behaviours. A chemical change however, converts a substance into a different type of matter with different properties and composition. Chemical change requires interaction. It creates something new and releases or absorbs energy in the process. This session shares the formula for chemical change in which teams become collaborative and engaged and work cohesively together to create the desired culture.
Based on over 25 years of experience and research in healthcare team and leadership performance, this interactive session provides leaders with the knowledge, tools and strategies required to develop and sustain collaborative teams across a healthcare organization, and importantly creates the opportunity for participants to learn with and from one another through large and small group experiences.
| 8. Advance Care Planning Implementation in BC: An Award Winning Collaboration
In September, 2011, the Province of British Columbia’s updated health care consent laws came into force allowing capable adults to state their wishes and instructions for health care in advance should they become unable to give or refuse consent when care is needed. The changes required collaborative system, organizational and local implementation of a provincial approach to advance care planning (ACP), including options for patients to name a Representative for substitute decision-making, and/or give legally-binding health care instructions in an advance directive to a physician. Not all changes were welcome or understood. To ensure practitioners, organizations, patients and the public were well informed new resources were developed and disseminated. The Ministry of Health, Doctors of BC, health authorities and others courageously collaborated with less than a year to prepare. The Ministry of Health’s ACP Implementation lead, the physician Chair from the GP Services Committee End-of-Life Working Group and one health authority’s ACP lead will share perspectives and promote participants’ learning and application of the collaborative principles used to create sustained, transformative change throughout BC’s health system. BC’s ACP Implementation Project won silver for Public Sector Leadership in Health in 2012 from Deloitte and the Institute of Public Administration of Canada.
|3:15 PM - 3:30 PM||Refreshment Break sponsored by|
|3:30 PM - 4:30 PM|| PLENARY SESSION
Come hear the tales of true collaboration
Stigma – A Barrier to Success in Mental Health & Mental Wellness
In Healthcare, employees at all levels seem to feel they are not part of the 1 in 4 Canadians who struggle with mental health issues on a regular basis. We know this isn’t true, but the culture is to ignore what can’t be seen and just soldier on. For those staff who get so ill that they have to go off work, their colleagues often ostracise them, leaving them alone until such time as they return to work. This is unlike when someone goes off with a physical illness or injury – they get cards, flowers, visits and/or phone calls.
In order to have a successful mental health and mental wellness programme, stigma must be acknowledged and addressed. This is no easy task and a dilemma that has been plaguing organizations for decades. My story will give you practical tips and tools for starting this conversation.
It is only by speaking publicly about mental health and mental wellness, and normalizing that conversation, that we can slowly but surely remove the stigma.
Winter Surge Initiative – Transitional Housing
In December, 2014, a three month (December to March ’15) proposal for ‘Winter Surge’ funding was approved in Kamloops, BC by the Interior Health, Senior Executive Team (SET). This proposal was based on the needs of a highly complex, concurrent Mental Health and Substance Use population and the enduring pressures facing an overburdened health care system. With health indicators consisting of high Emergency Room visits, frequent Acute Care and Tertiary admissions, homelessness, lack of social supports, frequent contact with the legal and justice system, and an often compromised medical status, this population consistently presented at access points within all levels and sectors of health care. As service planning for this population was critical in order to avoid inappropriate, inconsistent, fragmented, and discontinuous care, the ‘Winter Surge’ initiative was created. The concept of ‘Winter Surge’ was to develop a quality system of response that was client centered, collaborative, streamlined, supportive, goal driven, outcome measured and cost effective. All players in the ‘Winter Surge’ project were committed to the success of the project. Using a Triple Aim approach, success was the result of collaborative leadership between Acute Care, Community MHSU Services, Home Health, Allied Health, and our Community Housing Partner.
|4:30 PM - 6:00 PM||Networking Reception|