HealthCare Leaders' Association of BC Annual Conference


	Monday,October 19, 2009
	(Sessions C1-C3 are repeated in the afternoon to allow people more access to speakers. Sessions C4 and C5 are presented only once. )
	11:00 am - 12:00 pm
	CS 1 The Role of Leadership in Healthcare Transformation Based on experiences in Primary Care, this session will highlight the needs of patients as served by Government, Health Authorities, and Providers. Taking the time for all the participants to understand each others' culture and interests is necessary to develop the trust and confidence to embrace a change that is both meaningful and lasting. Trials of new initiatives are supported by a commitment to measurement, and to persist only with changes of proven value. A further commitment is to accept resource realities, and prioritize within them. The enthusiasm engendered by shared transformation, provides an opportunity for professional satisfaction for all the participants.
		Valerie Tregillus Executive Director of Primary Healthcare, Ministry of Health Services, Province of BC Valerie is responsible for the leadership, direction and support to the health system to build capacity and effectiveness of primary healthcare. Valerie co-chairs the General Practice Services Committee with the mandate under the 2006 Agreement between government and the British Columbia Medical Association to align $454m with improvements in family practice. She provides leadership for the transformation of BC’s primary healthcare system to improve patient health outcomes. This transformation includes formal linkages with the informal community infrastructure and the redesign of other health services to build capacity in primary healthcare.
		Dr. Dan MacCarthy MB BCh, BAO, Director of Professional Relations, British Columbia Medical Association (BCMA) Dr. MacCarthy is responsible for the Physician Health Program, the Patterns of Practice Committee, and the Guidelines and Protocols Steering Committee. He is also responsible for the General Practice Services Committee that collaborates with government to target new general practice monies toward guideline-based care for improved patient outcomes. Dr. MacCarthy is currently the medical lead for a large-scale quality improvement transformation of primary care in BC. A family practice physician for more than 23 years, he has also served as medical director of many long-term care institutions.
	CS 2 Leadership and Accountability You are not born a leader. You learn to be a leader. You make a personal choice to lead; to change the world around you by your presence. This session tackles the toughest problems today’s leaders face, proposing unique strategies to achieve: • Sustained high performance • Accountability • Loyalty and morale • Managed change • Personal balance No one engages and inspires an audience of business leaders like David Irvine. He tackles the bottom-line issues with profound insight, passion, and humour. A master storyteller and teacher, David clarifies complex issues and offers pragmatic solutions. Challenging, illuminating and enlightening, David inspires leaders with a renewed sense of possibility.
		David Irvine David Irvine is sought after internationally as a speaker, author, and mentor. His work has contributed to the building of accountable, vital and engaged organizations across North America. He is the co-founder of the Newport Institute for Authentic Living whose focus is to build authentic organizational cultures that attract and retain great people. David is the best selling author of four books. Close to a quarter million copies have been sold worldwide: • The Authentic Leader: It’s About PRESENCE, Not Position (co-authored with Jim Reger) • Becoming Real: Journey to Authenticity • Simple Living in a Complex World: A Guide To Balancing Life’s Achievements, and • Accountability: Getting a Grip on Results (co-authored with Bruce Klatt and Shaun Murphy) David has advanced degrees in human development, science and social work. With over twenty-five years of experience as a family therapist, workshop facilitator, professional speaker, and executive coach. He consults with and presents to a wide range of organizations, professional associations, government, education and healthcare.
	CS 3 LEADerShip That Cares: Using the BC LEADS framework to Stimulate Patient-Centred Care This session profiles the LEADS framework as a tool to guide a leader’s thinking about how to take an idea — i.e., patient-centred care for system redesign — through to implementation. Examples from the recent CCHSE study tour to Sweden in the Spring of 2009 and the CEO Executive forum in Mt. Tremblant, Quebec, will be used to highlight the applicability of the LEADS capability framework to the BC context. During the workshop, Dr. Dickson will engage participants in examining the relevance of these examples to their own place of work, and more broadly, to the BC health system.
		Dr. Graham Dickson Professor Emeritus, Royal Roads University Dr. Graham Dickson is a Professor Emeritus from Royal Roads University where he previously established the Centre for Health Leadership and Research (CHLR). As Director, he partnered with the HealthCare Leaders’ Association of BC and the Leaders for Life™ program to produce the LEADS framework for the BC health system. Recently Graham has worked with the Canadian College of Health Service Executives to document “leadership lessons” from the CCHSE Sweden study tour and the CEO Executive forum, and with the Canadian Health Leadership Network to develop an inventory of leadership programs across Canada. Currently Dr. Dickson teaches in the Canadian Medical Association’s PMI program, works with provincial and national private and public sector organizations to develop strategic plans and leadership development solutions, and provides support to the CHLR and Leaders for Life™. He has authored numerous articles and leadership development books, and teaches in executive and certificate leadership and graduate degree programs at RRU.
	CS 4 Interorganizational Networks: Challenges and Opportunities Healthcare leaders work more than ever in networks of collaborating organizations. The rationale for doing so is that networks can be highly beneficial to both healthcare organizations and the clients they serve. However, there are also many barriers and challenges that must be addressed, if not overcome, such as the efficient management of time, especially when involved in multiple networks. This session will focus on identifying both benefits and challenges, while then discussing how network leaders can get the most out of their network involvement. Particular attention will be paid to the tensions faced by network leaders in balancing organizational and network needs and goals.
		Keith G. Provan Ph.D. Dr. Provan is McClelland Professor of Management in the Eller College of Management at the University of Arizona and a Senior Research Fellow at Tilburg University, in the Netherlands. At the University of Arizona he holds appointments in the Management and Organizations Department and the School of Government and Public Policy, as well as courtesy appointments in the College of Public Health and the Arizona Cancer Center. His teaching has been in organizational theory and behavior, public management, and healthcare organization. Professor Provan’s research interests have centered around the study of interorganizational and network relationships, including network structure, evolution, governance, and effectiveness. His empirical work on these topics has focused primarily on public and not-for-profit health and human service agencies. Recent projects have included studies of networks of service delivery for individuals with serious mental illness, community-based health and disease prevention networks and collaborative partnerships, the evolution of healthcare delivery systems for the uninsured, and networks of tobacco control organizations and researchers.
	CS 5 Dwindling Resources? Use Networks and Learning Communities as Cost-Effective, Flexible and Timely Solutions Perhaps more today than at any other time in our lifetimes we are being asked to do the same amount of work for the same amount of people with ever-dwindling resources. In many instances, that’s the best case scenario. More probable is the requirement to do more than we have been doing (because of layoffs, voluntary and involuntary retirements and other economic factors) for an ever-increasing customer/client/patient/employee base. The need for cost-effective, flexible, and timely solutions to our issues is critical. Networks and learning communities are vast, largely untapped and sometimes thought of as “too-hard-to-do” resources that we simply must start leveraging if we are to succeed to meet minimum acceptable standards. We can increase the rates of learning, diffusion of information and innovations, decrease the time to competency, and possibly save our organizations money in the process—by paying attention and properly using our networking and learning communities.
		Jack Merklein Jack Merklein is with Xerox Global Services where his responsibilities include the development and care of communities of practice, all internal knowledge management training and knowledge sharing initiatives. He also consults privately, and his client list covers both the public and private sector. He is also a retired Lieutenant Colonel, US Army, with degrees from West Point and Golden Gate University. His service assignments included Director of Knowledge Management and Distance Learning while assigned as a senior faculty member at one of the Army’s schools. He has served as a board member and chair of the Knowledge Management Certification Board and was a founder and first president of the Knowledge Management Professional Society.
	Tuesday, October 20, 2009
	10:45 am – 12:00 pm
	CS 6 Leading by Doing: Kaiser Permanente and Delivery System Reform in the United States Discussions of health reform in the United States typically focus on the need to provide health insurance to the 1 in 6 Americans who lack it. A less well understood issue is that America’s fragmented healthcare delivery system — as with many other countries — is in need of fundamental change to address unsustainable cost growth and unacceptable care quality. As the United States’ largest private integrated system, Kaiser Permanente is uniquely positioned to model what could be achieved with delivery system reform. This presentation will discuss how Kaiser Permanente addresses many of the failings in the broader healthcare system through integration and how the organization leverages this success to contribute to public policy change.
		Murray N. Ross Ph.D. Vice President, Kaiser Foundation Health Plan, and directs the Kaiser Permanente Institute for Health Policy in Oakland, California Before joining Kaiser Permanente in 2002, Dr. Ross served as executive director of the Medicare Payment Advisory Commission (MedPAC), which advises Congress on issues affecting the Medicare program. Previously, he was a policy analyst at the Congressional Budget Office and later led the team charged with assessing the budgetary impact of legislative proposals affecting federal health programs. Dr. Ross earned his doctorate in economics at the University of Maryland, College Park. .
	CS 7 Alchemy of Leadership: Going for the Gold Some of the greatest difficulties leaders face today revolve around the need to instill passion, mobilize teams toward achieving a common vision, and motivate change in employees. Organizations led by creative leaders have a higher success rate in innovation, employee engagement, change and renewal. How do you transform the ordinary into the extraordinary? Alchemy is the art of transforming leaden thinking into the gold of wisdom. Immerse yourself in ideas, thinking processes and strategies used by leading innovators in business, art and science. Discover how art and design can be used as a catalyst for transformation and how collaborative thinking processes can lead to creative breakthroughs. Learn key principles, practices and tools you can apply to create a workplace environment where creativity and sustained innovation flourish.
		Linda Naiman Linda Naiman is a Corporate Alchemist, and founder of Creativity at Work. She helps leaders turn leaden thinking into gold, through consulting, training and coaching, and is recognized internationally for pioneering arts-based learning óas a catalyst for developing creativity, innovation, and collaborative leadership in organizations. She has been a speaker and Presenter at US Navy Leadership Symposiums, the MIT Club (Singapore) American Express, and Leadership Labs at the Banff Centre. Linda is co-author of Orchestrating Collaboration at Work and has been featured in The Vancouver Sun, The Globe and Mail, Canadian Business Magazine, on CBC Radio, as well as in several books, including Artbased Approaches: A Practical Handbook to Creativity at Work and When the Data Is Over. Her seminars are part of the Royal Roads management certification program, and she is an associate business coach at UBC.
	CS 8 The Social Cure: Lessons for Healthcare from Recent Well-Being Research Maintaining and improving services in the face of population increases, demographic shifts and budgets that donít always keep up with inflation is not a fun challenge for most of us. Bringing an extraordinary career of insights and accomplishments, John Helliwell will help us consider the importance of well-being, trust and social interaction in our work life. More than that, he will emphasize the importance of investing in social capital—those norms and networks that enable progress—to achieve improvements in life satisfaction as well as physical health, surely goals that are close to the hearts of leaders of health and social sysyems. This session will concentrate on the well-being consequences for patients, providers and society at large of different styles and methods of healthcare design and delivery.
		John F. Helliwell John F. Helliwell is Arthur J.E. Child Foundation Fellow of the Canadian Institute for Advanced Research and co-director of CIFARís program on ìSocial Interactions, Identity and Well-Beingî. He is also Professor Emeritus of Economics at the University of British Columbia, a member of the National Statistics Council, and a Research Associate of the National Bureau of Economic Research. Dr. Helliwell is a recipient of the Order of Canada and has received a number of degrees including B.Comm. (U.B.C.), M.A., D.Phil. (Oxford), D Litt (Guelph/New Brunswick), LLD (McMaster), F.R.S.C. Dr. Helliwell has written numerous articles and papers and has written two papers this year on Well-Being for Public Policy and Howís the Job? Are Trust and Social Capital Neglected Workplace Investments.
	CS 9 Leading Organizations in Difficult Times How do health and human service leaders deal with systemic risk? Systemic risk is where not only your organization is at risk but the entire system you are a part of is in danger of collapsing. This session will focus on a case study of how the largest provider of health and human services in North America dealt with the recent melt down of the financial sector system and the inability of its network of contractors to pay in a timely fashion. The case makes the point that even in terrible times, collaboration and a willingness to see your partnersí perspective is not only the right thing to do, but a way of handling an existential threat successfully.
		Dr. H. Brinton Milward Dr H. Brinton Milward is the Providence Service Corporation Chair in Public Management and Director of the School of Government and Public Policy at the University of Arizona. He is jointly appointed in the Departments of Management and Organizations and Sociology. Dr. Milward is an adjunct professor on the Faculty of Social Work at the University of Calgary and is an Honorary Professor in the Department of Politics and Public Administration at Hong Kong University. He was the first president of the Public Management Research Association, President of the National Association of Schools of Public Affairs and Administration (NASPAA) and is a Fellow of the National Academy of Public Administration. He served as Chair of the Public and Nonprofit Division of the Academy of Management and as Chair of the Public Administration Section of the American Political Science Association. His research interests revolve around networks and collaboration. Dr. Milward has studied organizational networks for his entire career. His work has focused on understanding how to efficiently and effectively manage networks of organizations that jointly produce public services like healthcare.

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