1. Integrated Leadership Capability: building a model for today and tomorrow Keenan CM 1, Galloway JM 1, Bickerstaff L 1. 1 Rehabilitation and Aged Care Services, Monash Health, Melbourne.

2. Kingston Centre Monash Health

3. 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

4. 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

5. 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

6. 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

7. Service Improvement results Improved management of the deteriorating patient Improved clinical handover and case conferences Improved continence management

8. 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

9. 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

10. 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

11. Discussion Nursing leadership active and visible around the clock The Kingston model is being used to inform leadership development across the organisation

12. Future directions

13. Questions?