CNO Conference 2010 Celebrating Nursing and Midwifery

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

2. Mervyn King “ never… has so much been owed by so many to so few….”

3. $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

4. What do service users want? • Flawless • Personalised • Immediate care What they really want is • Respect and Dignity

5. Profound and sustained uncertainty.... A perfect publicsector storm • Exponential change in 21th century • Public finances • Demography, lifestyle diseases, globalisation and sustainability • Public expectation and public confidence

6. The Iron Triangle of Health and Social Care Safety and Quality Access Responsiveness Expectations Cost control Productivity

7. Purpose 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

8. Our Vision; The Belfast Way • SAFETY • Provide safe high • quality effective care • Standards • Outcomes • HCAI • Continuous • improvement • Assurance PURPOSE Improve health and wellbeing and reduce health inequalities BUSINESS In partnership with others, and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care 5 CORPORATE OBJECTIVES • MODERNISATION • Reform and renew our health and social • Services • Access • “Localise where • possible, centralise • where necessary” • Service reviews • Aligned capital plans • PARTNERSHIPS • Improve health and wellbeing through partnership with users, communities and • partners • Citizen centred • Joint working • Civic leadership • STAFF • Show leadership and • excellence through • organisational and • workforce development • Investors in People • Staff engagement • Leadership • Learning + development • Team effectiveness • RESOURCES • Make best use of • resources by improving • performance and • Productivity • MORE • Workforce diagnostics • Process improvement • Resource utilisation • VFM • Performance management VALUES AND BEHAVIOURS Respect and dignity Accountabilities Openness and trust Learning and development

9. Grieving for an old, long gone NHS with vague accountabilities and standards, bale-outs and places to hide. get over it!

10. Our Vision; The Belfast Way • SAFETY • Provide safe high • quality effective care • Standards • Outcomes • HCAI • Continuous • improvement • Assurance PURPOSE Improve health and wellbeing and reduce health inequalities BUSINESS In partnership with others, and by engaging with staff, deliver safe, improving, modernising, cost effective health and social care 5 CORPORATE OBJECTIVES • MODERNISATION • Reform and renew our health and social • Services • Access • “Localise where • possible, centralise • where necessary” • Service reviews • Aligned capital plans • PARTNERSHIPS • Improve health and wellbeing through partnership with users, communities and • partners • Citizen centred • Joint working • Civic leadership • STAFF • Show leadership and • excellence through • organisational and • workforce development • Investors in People • Staff engagement • Leadership • Learning + development • Team effectiveness • RESOURCES • Make best use of • resources by improving • performance and • Productivity • MORE • Workforce diagnostics • Process improvement • Resource utilisation • VFM • Performance management VALUES AND BEHAVIOURS Respect and dignity Accountabilities Openness and trust Learning and development

11. Better; a surgeon’s notes on performance Atul 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

12. Audentes fortuna juvat • Boldness has genius power and magic in it

13. Building 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

14. By 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

15. Rosebeth Moss Kanter Zen Koan…. Juxtaposition of apparently contradictory concepts to provide insight Zen and the art of management

16. Think strategically, invest in the future But 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 business But Delegate more responsibility to others

17. 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 direction But 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