Integrated Leadership Capability: building a model for today and tomorrow

Keenan CM1, Galloway JM1, Bickerstaff L1.1Rehabilitation and Aged Care Services, Monash Health, Melbourne.

Kingston Centre Monash Health

Introduction

• Case study of a local inter-professional leadership development program

• Drivers• Increasing patient acuity, complexity and demand• Organisational restructure• Commissioning of a new building

• Goal• To establish high performing leadership teams to

meet future service demand

Aims

• Improve leadership practice, communication and collaboration

• Establish sustainable and effective ward based interdisciplinary leadership teams

• Build leadership capability• Refocus care to be more patient centred• Provide “round the clock” nursing leadership• Improve Quality, Safety and Operational outcomes• Advance the reputation of Kingston Centre

Methods

• Stage 1• Interdisciplinary leadership steering committee• Identify core leadership capabilities identify gaps• Customised education program for Nurse Managers

• Stage 2• Interdisciplinary learning centres• Associate Nurse Unit Manager development

• Stage 3• Ongoing professional support• Action Learning Sets, 1:1 coaching, mentor support

Leadership development outcomes

• Leadership group guidelines for all sub-acute units

• ANUM development program developed• Increased interprofessional collaboration• Training in and application of Lean methodology• Attracted research funding in nursing and allied

health

Service Improvement results

• Improved management of the deteriorating patient

• Improved clinical handover and case conferences

• Improved continence management

Service Efficiency results

• Service Efficiency• No increase in length of stay despite substantial

increase in patient acuity and complexity

• $72,000 reduction in linen costs

• $123,000 reduction in medical/surgical supplies

Impact on service profile

• Elevated service profile• Attracting higher quality and greater numbers of

applicants for senior nursing roles

• Research funding for studies of the patient experience and to develop an evidence based pathway for stroke patients

• Post-graduate scholarship awards for nursing and allied health staff

• Deputy Directors of Nursing recognised for Innovation, Collaboration and Excellence

Discussion

• Improved team cohesion• Shared focus on patient goals• Improvements in service delivery and clinical

practice• Successful implementation of a MET response• LEAN methodology embedded at a local level• Explicit ward based values and standards of care• Clear leadership roles, responsibilities and

accountabilities

Discussion

• Nursing leadership active and visible around the clock

• The Kingston model is being used to inform leadership development across the organisation

Future directions

Questions?