Page 80 - Hospital Authority Convention 2018

Plenary Sessions
HOSPITAL AUTHORITY CONVENTION 2018

P3.1 Teamwork 14:30 Convention Hall B

The Power of One, the Power of Many: Bring Change to Health and Healthcare
Bevan H
NHS Horizons, UK
As healthcare leaders, we are working in a world that is increasingly dynamic, fast moving and with so many complex
dilemmas that there is often no “right” answer to the problems that we face. In this lively and interactive session, some of the
latest ideas, tools and approaches from leading practitioners of large-scale change around the globe will be explored. We
will reflect on the practical implications and opportunities for our work in a world where the balance between “old power”
(positional power and authority) and “new power” (networks and social movements) is shifting. We will consider how to build
our individual and collective capability for leading change and delivering results in this new world.

Objectives
Participants will (1) appreciate trends and approaches that can help us to deliver change in the coming era; (2)examine the
difference between “old power” and “new power” and how to work with both in leading change in healthcare; (3) understand
the skills needed by leaders of change in the future and prepare to seize the opportunities that the environment for change
offers; and (4) take home approaches and frameworks that can help us to deliver change in our own context.

Monday, 7 May 2018

P3.2 Teamwork 14:30 Convention Hall B

Making Quality Improvement Initiatives Sustainable
Dennis C
Australian Council on Healthcare Standards, Australia

Sustainability is “when new ways of working and improved outcomes become the norm” (NHSScotland)
Health services invest significant resources into quality improvement and clearly, are keen to see this investment deliver
improved outcomes of care and be sustainable into the future. Sustainability however requires thinking beyond the life of a
project. Far too often we have seen great initiatives/projects commence with excitement and enthusiasm only to wane over
time. Alternatively, there is always the risk of a “thousand flowers blooming”; too many projects occurring at once and often
competing for both resources and for relevance.

Sustainable improvement is also dependent on a number of other factors. These include;
• Leadership
• Quality and safety cultures
• Human factors including teamwork
• Organisational learning – how knowledge is actioned
• Approaches to change management
• Adequate resources – financial, staffing and infrastructure
• Monitoring improvements and,
• How we acknowledge achievements and celebrate wins.

Sustainability has often been considered as the final stage of a quality improvement process, however this session will
explore how this should be built into all stages of a quality improvement initiative.

This presentation will also include a case study example of an improvement project. It will address the critical success factors
that facilitated the achievement of the projects objectives and enabled the work to move from an “improvement project” to an
ongoing “programme of continuous improvement”.
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