Transforming nursing through knowledge

Collaboration: Governance

Governance - reflects on ultimate accountability for strategic decision making affecting the entire organization.
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    Collaborative Practice has been identified as playing an important role in improving patient outcomes, strengthening health care services and improving health workforce satisfaction. This pilot project explores one organization’s experience developing and implementing Interprofessional Practice Councils (IPPCs) as a means of enhancing the culture of collaboration and implementation of best practices for three programs in the organization. Three key themes were identified as essential to the design of a successful comprehensive IPPC: 1) structure; 2) values; and, 3) education.
    Results suggest that the core content of focus for IPPCs be composed of collaborative practice, and evidence-based practice and knowledge translation, and that key components for sustainability include: i) senior team support; ii) accountability and decision-making; iii) medical staff engagement; iv) relationship to the strategic plan; v) clear leadership and training for council members; vi) clear principal statement and council terms of reference; vii) demonstration of positive outcome and value; and, viii) defining expectations. In addition, readiness assessment and strong leadership which includes allocation of resources for focused start-up to ensure sustainability appear to be necessary requirements for successful council integration.
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    The purpose of the Leadership and Health System Redesign research study was to explore the leadership dynamics at play in Canadian health reform and to develop leadership capacity in the Canadian health system through applied research and knowledge mobilization. The study makes an important contribution to our understanding of how different forms of leadership are shaping health reform in Canada and the complex array of factors that make leadership of large scale reform very challenging.
    It illuminates the need for much greater clarity about what concepts such as distributed and complexity leadership look like in practice, and how important it is to do further research on how those models can be used to influence transformation in a decentralized health care system. Results highlight the need for a more coordinated Canadian strategy for leadership talent management and succession planning and a more robust, systematic and comprehensive approach to research and knowledge mobilization on best practices of leadership.
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    This report was prepared as part of Canada’s contribution to the 8th Global Conference on Health Promotion, to illustrate the roles that the health sector can play in advancing health equity—both through integrating health equity into the policies, programs and practices of 
    the health sector as well as through collaboration with other sectors. These are illustrated by concrete examples drawn from across the Canadian health sector, with a particular spotlight on health entities at three different levels of government: the Government of Canada’s Health Portfolio (federal); Alberta Health Services (provincial); and the Saskatoon Health Region (regional). The lessons learned include a number of enabling factors, as well as how to address common challenges that may arise.
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    Society is a hugely complex, interconnected “system of systems” - of relationships, of policies, of services, of countless visible and invisible interactions, influences, and impacts. Improving wellbeing in one system will often have positive impacts on others and on the whole. A key goal of the (Canadian Index of Wellbeing (CIW) is to identify and understand the connections between the eight domains - each of which represents a system - and the many factors that influence overall wellbeing. Using 64 indicators that reflect aspects of our everyday lives, the CIW combines data, theory, and practice to come up with new solutions to boost different aspects of wellbeing - either simultaneously or in succession. 
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    An educated nurse workforce + a good work environment = high quality care. This simple, evidence based, equation whether applied at a global or a local level in the health system is fundamental to understanding how to make the best of the vital resource which is nursing.
    • Introduction
    • Seeing the Big Picture
    • Workforce Planning
    • Nursing Workload Measurement
    • The Importance of Work Environment
    • Improving Learning and Outcomes
    • Key Considerations
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    Interprofessional Care is the provision of comprehensive health services to patients by multiple health care professionals who work collaboratively to deliver the best quality of care in every health care setting. It encompasses partnership, collaboration and a multi-disciplinary approach to enhancing care outcomes and is the cornerstone of the HealthForceOntario strategy.

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    A Report on the Health Provider Summit Process. Early in 2012, CNA and CMA formed a steering committee of volunteers, whose purpose was to initiate a summit process that would focus on transforming the Canadian health-care system. 

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    Ten years ago, the federal, provincial, and territorial governments created an agenda for health care reform in the 2003 First Ministers’ Accord on Health Care Renewal and the 2004 10-Year Plan to Strengthen Health Care.
    This report looks back on the last decade of health care reform, identifies what worked and what didn’t, and outlines a better path to achieve a high-performing health system for Canada into the future. Attaining this vision will require a shared and clearly articulated approach, strong and sustained leadership, and a commitment by all stakeholders to support the ongoing change that is necessary - all of which have been found wanting in Canada over the last decade. 
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    Healthcare network managers are called upon to take on sizable challenges on a daily basis, such as the growing need, and the shortage (in some cases, the complete absence) of resources. To maintain a level of service suited to the needs of the population, institutional authorities must reconsider the way they provide services and organize their work. For many players, adopting solutions in silos is insufficient. The interdependence of activities requires setting up collaborative initiatives with other institutions and organizations within the healthcare continuum. 
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    Canadian Health Services Research Foundation (CHSRF): This report focuses on the use of nurses in interprofessional teams, including nurse-led teams. The goal is to highlight the cost and outcomes effectiveness of interprofessional or nurse-led teams. The economic rationale for interprofessional teams is that the professionals have comparative advantages in skill sets and costs in the delivery of elements of the service basket to the patient. The scope of this report is outside the direct acute-care context, and instead focuses on primary care and on settings such as clinics, community health centres, family health teams, long-term care, and public health.