Network Events

The OD Partnerships 2008 International Seminar
June 1st to 6th 2008, Montreal, Canada

The 2008 International Seminar will be the ninth annual meeting of health care Chief Executive members of the OD Partnerships Network. Previous seminars have taken place in six different countries on three continents and have benefited from the participation of CEOs and other delegates from the U.K., Germany, Spain, the U.S.A., Australia and Hong Kong. Typically, about 25-30 CEOs[1] participate in the seminar and the week is devoted to debating and exploring a theme of interest in all of the countries represented. On six occasions, the proceedings of the seminar have been published.

In 2008, the seminar will take place in Montreal, Canada and it is hoped that in addition to CEOs from the countries above, we will be joined by two or three CEOs from Canada. The theme of the seminar will be the contribution of the ‘third sector’ in health care. The choice of this theme grew out of a contribution made on this topic to the 2007 International Seminar, by Professor Henry Mintzberg of McGill University in Montreal. As this contribution was very favourably received by participants at the 2007 seminar, we are very fortunate to be able to report that Professor Mintzberg has agreed to participate in the 2008 seminar. Overviewofthe2008Seminar-October2007.doc

CEO Policy Seminar – Operating in an Environment of Diverse Leadership – 23 April 2008 – London
This Seminar was held on 23 April, 2008. The question it examined was this – in UK healthcare there is now a more diverse environment within which influences are exerted, from a diffuse variety of differently empowered sources. Taken altogether these power sources might significantly constrain the scope for local healthcare leadership. Or do they? CEOSem2304Report070508.doc

International Seminar - 4-9 June 2006 - Berlin, Germany
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CEO Policy Seminar – The Use of Strategic Scenarios and ‘Pay for Performance’ to Improve Decision Making and Service Quality in NHS North West – 15 November 2007
Our next CEO Policy Seminar will be held on Thursday 15 November 2007 – tea and coffee will be available from 4.30pm with the seminar starting at 5.00pm with dinner following at 7.15pm. The seminar will take place in the Malmaison Hotel in Piccadilly, Manchester. The focus of the seminar will be on the work the Network is engaged in, in NHS North West. More specifically, members of the Network Core Staff, Mike Farrar (CEO, NHS North West) and Joe Rafferty (Director of Commissioning and Performance, NHS North West) will be talking about two initiatives presently in train in NHS North West, that may well have implications for the NHS and healthcare in the U.K. more generally. The two pieces of work are:

• the development and use of strategic scenarios to improve and evaluate decision making within the SHA; and


• the use of payment incentives to improve service quality and reduce costs.

The seminar on 15 November will provide Network members and their guests with an opportunity to hear about the impact these two initiatives are having within the SHA and to discuss these with SHA staff involved in the work. Both have significant potential NHS-wide in England and could be relevant in Scotland, depending on how the Scottish Government tries to add incentives to the present approach. This is a major opportunity to be ahead of the usual channels of information about new developments in the way the NHS evolves. Further details of these two pieces of work will be circulated prior to the seminar.
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International Seminar – 3-8 June 2007 – The Healthcare CEO and New Technology: who’s in charge
Past International Seminars had explored issues such as the CEO’s role as strategist; community engagement; whole systems change; payer influence in leveraging change; achieving high performance in Healthcare; and the role of the informed patient. What had not been explicitly explored in the Seminar series was the role of new technology in healthcare. The 2007 Seminar remedied that surprising omission.

The pace of new technologies and their impacts has probably never been faster. How do CEOs position themselves and their organisations to harness the potentials to best effect? Who usually makes the running – the business corporately or entrepreneurial individuals? Are the wider systemic impacts or potentials of new technologies proactively understood or do they take the organisation by surprise or do they remain dormant and unexploited? How is the balance best struck between chasing ever higher tech and choosing low tech solutions by preference, as a deliberate business strategy?

This Seminar was attended by Chief Executives and other managerial leaders in healthcare systems from the USA (6), England (6), Hong Kong (3), Germany (3); Catalonia (3) and Australia (2).
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Managing Acute Services Delivery in the New NHS: What Can We Learn from the U.S. Not-for-Profit Hospital Sector?
A 24 hour workshop was held at the Ashridge Management Centre on July 18th and 19th to explore what lessons might be drawn from the experience of the U.S. Not-for-profit health sector that have relevance for management in the new NHS ‘marketplace’. Five U.S. CEOs of large not-for-profit health systems joined about 25 participants from the U.K. to explore first hand what insights and approaches might have particular relevance to commissioning, provider management and the management of the new NHS marketplace more generally. The workshop resulted in a rich array of lessons highly relevant to management in the new NHS. The proceedings and outcomes of the workshop are presently being written up and will be published by the NHS Confederation in September. LessonsfromAshridge-DraftE2.doc

Patient Opinion and OD Partnerships Network
Governance in Healthcare in an era of cheap voice – a Seminar held on 15th January 2008
Guy’s Hospital Pathology Museum, Hodgkin Building

This seminar explored two principal but connected questions – firstly will the arrival of cheap ‘Voice’ change the current patterns of accountability and governance in the NHS; secondly what implications does the digital era have for ‘New Public Management’ – the approach to public services management which developed during the Thatcher, Major and Blair years?
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