Energising HealthcareACHSM Asia Pacific Congress

2013

Leadership and Management at Cabrini- lifting the bar

“Let your love for one another be real andfrom the heart” 1 Peter 1:22

Our MissionWho we areWe are a Catholic healthcare service inspired by the spiritand vision of Mother Cabrini and the Missionary Sistersof the Sacred Heart of JesusWhat we believeWe are a community of care, reaching out with compassion, integrity, courage and respect to all we serveWhat we doWe provide excellence in all of our services and work toidentify and meet unmet need

1948-2013

Cabrini 20134056 staff 190 volunteers 1200 specialist doctors

832 beds80,494 episodes of inpatient care

3517 children treated23,445 attendances at our emergency department44,617 surgical operations performed1279 episodes of care under our hospital in-the-home program

OD Strategy Purpose: Increase health and effectiveness of the organisation through

alignment of strategy, capabilities, structure, people practices, processes, systems and rewards

Lead by the CEO Planned Organisation-wide Long-term

Excellence at Cabrini

Why develop a

Leadership & Management Program ?

Staff Engagement Survey (2010) results revealed that Cabrini is a

truly great place to work –

people, friendliness, support, service to patients, working as a team,

working environment, values and mission

barriers to being an even better place to work –

management, staffing vs. workload, morale, respect, communication

and recognition

Leadership & Management Program

OD Strategy 2010 – 2012Objective 3

To develop leaders skilled and committed to

performance improvement we will implement a

leadership and management development approach

Driver: Critical role of managers

Day 1 – Chief Executive address

Desired outcomes and considerations

Outcomes Strong, confident and well supported managers Leaders of change Common language Shared knowledge on business critical topicsConsiderations Existing offerings 24/7 operation Computer literacy Variable educational levels Limited resources Credible, contemporary information

A blended approach

Internal and external facilitatorsExecutive Sponsors

Universal Competency Map

Change Communication Creativity and Innovation Customer Focus Leadership Managing People

Managing Results Personal Integrity Self Development Strategy Teamwork

Program formation

Executive Nomination Process

75 participants

3 cohorts

11 Harvard ManageMentor topics

8 Harvard ManageMentor Management Competencies

7 workshops

3 peer group sessions

Evaluation

Reporting

2011 Program

Evaluation

75 program participantsResponse rate of 73%

81% managers achieved competence 56.6% participants rated the program as excellent 34% participants rated the program as good 9.4% suggested it could be improved Feedback reflected value of Executive Director involvement, peer

coaching sessions, networking and workshops 98.1% participants agreed that they would recommend the

program

Recommendations

A program for 2012 was recommended which:

built on this initial experience reduced the development opportunities from 10 to 8 reduced the on-line topic requirement from 11 to 8 incorporated 4 “new” topics provided new learning opportunities for 2011 alumni suggested that alumni act as mentors

Executive Nomination Process

2012-13 Programs

Program formation

50 participants

2 cohorts

8 Harvard ManageMentor topics

7-8 Harvard ManageMentor

Management Competencies

1 full introductory day

4 workshops

3 Leader-led Learning sessions

Evaluation

Reporting

2012 completion criteria

Minimum 70% workshop attendance achieved

(8 workshops)

Minimum 70% online reading achieved per topic

(8 HMM topics)

Minimum 70% online assessment achieved per

topic

(8 HMM assessments)

Staff Survey results 2012

Management Skills – improvementsCompetency BPA 2010 – 2012

Managing People Teamwork

Recognising good performance

9.1%

Managing People Addressing poor performance

6.6%

LeadershipChange

Leading in tough times 6.4 %

Leadership Setting expectations 4.8 %

Leadership Developing staff 5.6 %

Managing People Reviewing performance 2.0%

Personal Integrity Role modelling behaviour 4.7%

Staff Survey results 2012

Leadership Skills – improvements

Competency BPA 2010 – 2012

CommunicationManaging People

Setting Standards 6.8 %

Leadership Providing Direction 7.7 %

Managing People Building Teams 7.3 %

CommunicationTeamwork

Communicating 4.1 %

Staff Survey results 2012

Management Skills – strengths in

Leading in tough times Setting expectations Developing self Reviewing performance Role modelling behaviour Recognising good performance Addressing poor performance

Results of 17 questions all improved since 2010

average improvement 5.7%

Staff Survey results 2012

Leadership Skills - strengths in

Setting standards Providing direction Building teams Communicating

Results of 16 questions all improved since 2010 average improvement 6.46%

Alumni 2011-2012

Graduated

Retained HMM licence

4 development sessions on “new” topics

Lead by members of Senior Leadership Group

Speakers on “Day 1”

Informal mentors

Evaluation 2012

51 participants 92% participants achieved competence in 8 HMM competencies 96% participants completed on-line topics

Response rate 78% 62.5% participants rated program – excellent 100% participants would recommend program to others Evaluations continuous –workshops; leader-led learning; on-line topics Comments received reflect the value of Executive Director involvement,

content, networking and workshops

What else

Twilight Leadership Conversations

Series of three – 2012Top 20 leaders

Senior Leadership e-magQuarterly

What else

?

Cabrini Scholarships Program 2012-2013

3 x Excellence in Leadership Scholarships

3 x Excellence in Management Scholarships

360°Management 360° Feedback

30 senior managers (2013)

What else

Emotional Capital360 ECRCoaching

Leadership seminars

Psychometric assessment

Spiritual Conversations

?

What will continue Use of HMM tools organisation –wide Project management Career Development Performance Management Team-building Executive Development

Use of HMM licenses by managers & leaders On-the-job toolkit Lead development activities

...to create a culture of learning !

?