Transforming nursing through knowledge

Strategic Visioning: All Resources

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    The objective of this systematic review funded by the Canadian Institutes of Health Research was to examine the relationship between health system governance and workforce transformation. Particular attention was paid to how specific governance elements facilitate transformational change in the workforce to ensure the effective use of all health providers.
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    Motivate, Innovate, Celebrate: an innovative shared governance model through the establishment of continuous quality improvement (CQI) councils was implemented across the London Health Sciences Centre (LHSC). The model leverages agent-specific knowledge at the point of care and provides a structure aimed at building human resources capacity and sustaining enhancements to quality and safe care delivery. Interprofessional and cross-functional teams work through the CQI councils to identify, formulate, execute and evaluate CQI initiatives. In addition to a structure that facilitates collaboration, accountability and ownership, a corporate CQI Steering Committee provides the forum for scaling up and spreading this model. Point-of-care staff, clinical management and educators were trained in LEAN methodology and patient experience-based design to ensure sufficient knowledge and resources to support the implementation.
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    Preserving the noble ideal of universal health care in Canada's health care system. The changes suggested in this paper will make Canada's health care system more affordable and open the door to investments in other services and programs that are more important in promoting the overall health of the population.

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    This presentation includes: 
     
    • Background of the Chief Nursing Officer (CNO) Initiative; 
    • Literature review on CNOs; 
    • Development of CNO roles and responsibilities; 
    • CNO Working Group recommendations; 
    • Current status of CNO Initiative implementation in Ontario; 
    • Factors of successful initiative implementation; and 
    • Next steps.
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    This paper develops, based on Canadian experiences, a picture of what organizational form would be effective for the health sector to do its part in reducing health disparities. The purpose is to inform discusiion and analysis of how to organize Ontario's health-care system to increase the potential for reducing health disparities, in the context of any possible reorganizing of Local Health Integrated Networks (LHINs). 

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    This publication presents overviews of the health care systems of Australia, Canada, Denmark, England, France, Germany, Japan, Iceland, Italy, the Netherlands, New Zealand, Norway, Sweden, Switzerland, and the United States. Each overview covers health insurance, public and private financing, health system organization, quality of care, health disparities, efficiency and integration, care coordination, use of health information technology, use of evidence-based practice, cost containment, and recent reforms and innovations. In addition, summary tables provide data on a number of key health system characteristics and performance indicators, including overall health care spending, hospital spending and utilization, health care access, patient safety, care coordination, chronic care management, disease prevention, capacity for quality improvement, and public views.
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    Community Health Nurses of Canada (CHNC): Brief in Response to the CNA National Expert Commission Call for Submissions.
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    A Declaration of Partnership and Commitment to Action. In Canada, most people die as the result of an advanced chronic disease. These illnesses include heart disease, stroke, chronic obstructive pulmonary disease, kidney failure and Alzheimer’s disease.
     
    These diseases may run their course over many years – requiring extended care and support from family members and health care professionals. Yet despite this need, it has been estimated that only 16-30 per cent of Canadians have access to formal palliative care and support appropriate to their needs. Of these, most are cancer patients. This leaves a tremendous gap to fill in providing appropriate services and support for people who need care for advanced chronic illness.
     
    It is in this context that the partners of this Declaration have come together to set forth a new vision and a new plan for palliative care in Ontario. Through this plan, we can provide better care for Ontarians at end of life while we better manage our health care resources over time.

     

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    RNAO Recommendations to the CNA National Expert Commission on Transforming the Health-Care System. 
     
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    The Ontario Public Health Organizational Standards require boards of health to designate a Chief Nursing Officer (CNO) by January 2013. To facilitate the implementation of this requirement, a Public Health Chief Nursing Officer Working Group was established, jointly sponsored by the Ministry of Health and Long-Term Care (MOHLTC), the Registered Nurses Association of Ontario (RNAO) and ANDSOOHA - Public Health Nursing Management (ANDSOOHA), with representation from the Council of Medical Officers of Heath (COMOH); public health Chief Executive Officers (CEOs)/Chief Administrative Officers (CAOs) and Business Administrators; Ontario Nurses Association; current CNOs/senior nurse leaders; and the ministries of Health Promotion and Sport (MHPS) and Children and Youth Services (MYCS). 
     
    The Working Group’s objectives included identifying and documenting role and requirements for public health CNOs and CNO implementation experiences and strategies. It developed recommendations on CNO role and requirements to provide information and guidance to boards of health and to foster greater consistency of the CNO role in public health units across the province. The recommendations were informed by literature reviews, the expert opinion of current public health CNOs and nurse leaders and an understanding of the public health context. The recommended CNO role incorporates the themes of Nursing Practice Quality Assurance and Continuous Quality Improvement, Nursing Leadership, and Organizational Effectiveness. The CNO requirements outline professional requisites and minimum levels of experience and education for CNO designates.