Future Models of HealthCare Leadership – Do we have what it takes? (Part 1)
Joining the Dots to Transform Our Health and Social Care System
I am very excited to start 2023 with another fantastic line-up of healthcare and social care leaders discussing more of the big issues with me.
This month, in the first of our 4-part series, I am in conversation with Michael Bell and we are talking about leadership and the future models of leadership required, especially with collaborative working and ICSs, to successfully lead the way through the challenges in transforming the NHS and health and care services.
Mike has more than 20 years of senior NHS Board level experience and is Chairman of Croydon Health Services NHS Trust and at Lewisham & Greenwich NHS Trust. Previously. he served as Chairman at Barking Havering & Redbridge University Hospitals Trust and spent 11 years on boards of Strategic Health Authorities including serving as both the Interim Chairman and long-term vice chairman of NHS London. A significant focus of his current work is on leadership development and governance, particularly in relation to health and care integration.
The big Q we are asking –
Future Models of HealthCare Leadership – Do we have what it takes?
Listen to Mike shares his insights on:
Hear us tackling the big Qs with practical solutions and transformation ideas in this first part of our 4-part series.
Q1: What future models of leadership are required in transforming healthcare from existing competitive behaviours to a collaborative approach? Do we have the leadership skills and how can we develop them?
Q2: How do we support the current cadre of leaders to change from competitive to collaborative behaviours and how do we attract and bring in the future cadre of leaders with the right skills?
Q3: How much variation still exists in the development to maturity of ICSs?
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About
The Big HealthCare Issue tackles some of the biggest challenges our healthcare systems face today by tapping into the expertise and experiences of leaders from our industry and get under the skin to the crux of the issues with emancipating clarity. Bringing together our decades of collective experience of working on this ‘burning health platform’, that we all stand on, it makes essential reading (and viewing) for everyone in a position of leadership and anyone who wants to make a difference in healthcare and social care.
Created as a forum to discuss the big issues in Health and Care it is a “Transform Zone, Not a Moan Zone” for having the real but constructive conversations where we think critically by asking the Qs that really matter, and develop ideas turned into practical solutions to help solve some of the big challenges.
The BHI represents a practitioner community of contributors who share an idea and passion that binds us to a common purpose for making a difference to protect and transform our NHS and Health and Care system, which finds itself on its knees despite our best intentions and a ￡174 billion (c.￡120 billion NHS and c.￡54 billion Social Care) core budget for FY22-23 and rising (FY21-22 ￡157 billion, excl. one-off Covid funding of ￡33.8 billion).
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Guest Speaker Bio/Profiles:
Michael Bell has more than 20 years of senior NHS Board level experience and is currently Chairman of Croydon Health Services NHS Trust and at Lewisham & Greenwich NHS Trust. In 2020-21 he also served as Chairman at Barking Havering & Redbridge University Hospitals Trust. Prior to moving to Croydon he spent 11 years on boards of Strategic Health Authorities and including serving as both the Interim Chairman and long-term vice chairman of NHS London. He has chaired a wide range of other organisations and networks such as the London Health Observatory, the London Mental Health & Employment Partnership and was a London Health Commissioner for the Mayor of London from 2007 to 2013. Mike has worked as a management consultant since 1993 and is the principal director of MBARC which provides a range of consultancy projects to national and local public sector bodies across the UK. This includes a number of long-term assignments for the Department of Health, NHS England, and the devolved administrations in Scotland, Wales and London.
He has a strong track record in public health related programmes with a particular focus on health inequalities, diversity and inclusion. He has led a number of national programmes in relation to both sexual violence and for sexual health and HIV. He was the first non-clinician to be serve on the Board of BASHH.
A significant focus of his current work is on leadership development and governance, particularly in relation to health and care integration. Alongside system redesign assignments he delivers individual coaching programmes with senior executive and non-executives across the health sector.
?Author Profile
Obi leads complex transformation programmes and financial improvement programmes as Programme Director, bringing together multiple stakeholders across organisational boundaries in challenging environments to engage and deliver system transformation with new ways of working.?He has over 20 years’ board level experience in the NHS and private Healthcare, and extensive experience in other private sector industries as Transformation Programme Director, Financial Improvement Director, ICS Programme Director, Elective Care Recovery Lead, Chief Executive, Finance Director, Board Advisor and Coach/Mentor.?In the NHS, Obi has worked with over 20 Trusts to-date, often in double special measures, delivering transformation and financial improvement programmes with an integrated approach to quality, finance and operational efficiency. In private Healthcare, he has delivered Transformation and Improvement Programmes in the UK and international healthcare organisations.?