Transforming nursing through knowledge

Strategic Visioning: All Resources

  • Canada’s Strategy for Patient-Oriented Research. Improving Health Outcomes Through Evidence
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    Patient-oriented research, the cornerstone of evidence-informed health care, refers to a continuum of research, from initial studies in humans to comparative effectiveness and outcomes research, and the integration of this research into the health care system and clinical practice.
     
    The goal of patient-oriented research is to better ensure the translation of innovative diagnostic and therapeutic approaches to the point of care, as well as to help the provinces and territories meet the challenge of delivering high quality, cost-effective health care. It involves ensuring that the right patient receives the right clinical intervention at the right time, ultimately leading to better health outcomes.
     
    The vision of the Strategy for Patient-Oriented Research is to demonstrably improve health outcomes and enhance patients‟ health care experience through integration of evidence at all levels in the health care system.
  • Elements of an Effective Innovation Strategy for Long Term Care in Ontario - 2011
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    The long-term care (LTC) sector in Ontario has been providing healthcare and accommodation services to Ontario‘s elderly for generations. These services help individuals who have health and personal care needs to enjoy the highest quality of life possible. However, systemic changes within the health care system, coupled with changing socio-demographic conditions, are fundamentally altering the context of LTC in Ontario. It is increasingly clear that Ontario‘s capacity to provide affordable, accessible, and high quality care in settings preferred by Ontarians, will not meet future needs without significant innovation and transformation. 
     
    This report examines the impact of demographic and resource trends on the capacity of Ontario‘s LTC sector to fulfill its role; identifies ideas and strategies for harnessing the innovation potential of the sector; and provides a conceptual framework to guide innovation in the sector and the broader health system
  • Vision 2020: Raising the Bar in Ontarios Healthcare system - Final - 2011
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    Vision 2020 is about delivering care that is focused on the patient; that is, putting them at the centre of all we do. It is about meeting many of the physical, mental, emotional and spiritual needs of individuals of all ages in one place – their own family practice. It is about family physicians and other providers collaborating and exchanging knowledge and expertise to deliver excellent care for all. It is about educating the world’s best family doctors and their practice teams. It is about using valuable healthcare dollars wisely. 
     
  • Leadership for Health System Transformation. What's Needed in Canada? - 2011
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    The purpose of this brief is to recommend what is needed for health executives and senior leaders to effectively lead health system transformation in Canada. To develop a truly integrated patient-centred healthcare system, health leaders are called upon to work across boundaries related to organizations, professions, sectors and jurisdictions.

  • Enhancing the Public Health Human Resource Infrastructure in Canada - 2010
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    Presentation by the Canadian Public Health Association to the House of Commons Standing Committee on Health.
     
    There has been an active discourse in Canada over the past 45 years about the development and enhancement of the country’s health human resources. Recent reports have endorsed an enhanced health human resource planning strategy for public health. One of the critical elements of a strong, sustainable and effective public health system is the specialized professionals and practitioners who prevent disease and injury, and promote and protect the health of all Canadians. The country’s public health workforce also needs to be able to respond to emergency situations and simultaneous multiple public health events. A failure to invest in maintaining a surge capacity will result in a workforce that is under-resourced between crises, stretched to the breaking point during crises, and unable to respond to deferred or delayed public health needs after a crisis. 
     
     
  • Advancing Nursing Leadership in Long-Term Care - 2010
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    Nurses working in the long-term care (LTC) sector face unique workplace stresses, demands and circumstances. Designing approaches to leadership training and other supportive human-resource strategies that reflect the demands of the LTC setting fosters a positive work life for nurses by providing them with the skillsand knowledge necessary to lead the care team and to address resident and family issues. 
  • A Synthesis of Canadian Community Health Nursing Reports - 2010
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    Community Health Nurses of Canada (CHNC) provides a unified voice to represent and promote community health nursing and the health of communities. In carrying out its mandate, CHNC funded several initiatives to explore various aspects of community health nursing. Other funding bodies also provided similar research support in community health nursing. 
     
    The purpose of this report is to synthesize the findings and recommendations of recent reports relevant to community health nursing. In turn, this synthesis will provide a platform for the Community Health Nurses of Canada (CHNC) and relevant national policy makers to plan a course of action designed to improve health outcomes for people living in Canadian communities. 
     
  • Maximizing Community Health Nursing Capacity in Canada: A Research Summary for Decision Makers
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    Nursing has always been an integral part of community healthcare, and that role will grow in the future. Rising hospital and long-term care costs, medical breakthroughs and new attitudes toward care are all driving demand for improved home care, public health, primary healthcare and other community care services. This move to community health requires careful human resources planning to ensure 
    adequate skilled staff are available to deliver services and are used to their full potential.
     
    This three-part study is a first step toward meeting the information needs of health system administrators, planners and policy makers as they develop human resources policies for community 
    health. We set out to answer three broad questions about community health nursing:
     
    1) Who makes up the community nursing workforce and where do they work?
    2) What are enablers and barriers to community nurses working effectively?
    3) How can organizations support public health nurses to practise the full scope of their competencies?
  • Decisional Involvement of Senior Nurse Leaders in Canadian Acute Care Hospitals - 2010
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    The aim of the present study was to describe the scope and degree of involvement of senior nurse leaders (SNLs) in executive level decisions in acute care organizations across Canada.
  • RNAO Position Statement: RNAO Sounds the Alarm on Changing Models of Care in Nursing - 2010
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    RNAO is speaking out against actions being taken in some hospitals across Ontario. The association is gravely concerned about proposed nursing staffing models that – disguised under other names – take us back to “team nursing.” 
     
    In our correspondence and meetings with health-care organizations, we have been sharing the importance of nursing staffing models that secure continuity of care and continuity of caregiver, using RNs for the total nursing care of unstable patients with unpredictable outcomes, and RPNs for the total nursing care of stable patients with predictable outcomes.