Strategic Visioning: Governance
Governance - reflects an ultimate accountability for strategic decision making affecting the entire organization.
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Charting a course for the health system and nursing in Ontario: The Future
What will Ontario’s health system look like in five, 10 or 15 years from now? What kind of care will people need in the future? The Registered Nurses’ Association of Ontario (RNAO) believes it’s important to look down the road today, and begin planning for tomorrow’s health system.This is why Ontario's nurses have developed a bold vision.
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Show description [+]The Canadian Nurses Association (CNA) and the CFNU are actively working with Accreditation Canada and the Canadian Patient Safety Institute on the quality and safety agenda. Together, we have produced a document based on roundtable discussions with patients and their families, nursing leaders, direct care nurses, nurse union representatives and researchers. We conclude that nursing workforce design at all levels needs to be evidence-based, based on four key priorities:1) empower patients and the public through education and supports that are key enablers of quality andsafety;2) support nursing students and nurses;3) promote evidence-basedstaffing practices; and4) promote strong nursing leadership.
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Show description [+]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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Show description [+]The purpose of the working paper is to begin a national dialogue on what concerted action needs to be taken to enhance leadership capacity across Canada and throughout the system, one of Canadian Health Leadership Network's (CHLNet) four new strategic directions. It is intended to form a foundation for an evidence-informed conversation among Canada’s health care leaders. It builds in and upon a four-year, longitudinal series of six case studies spearheaded by CHLNet that examine the crucial role of leadership in health system reform.
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Show description [+]Since its inception in 1924, the Ontario Hospital Association (OHA) has helped shape and influence health care policy in Ontario. Today, most Ontarians take publicly funded, universal health care for granted. Yet in 1941, many years before the Canada Health Act was passed, the OHA recognized the need for affordable health care and thus created Ontario Blue Cross. OHA staff were also instrumental in the Ontario government’s creation of the body which ultimately became the Ontario Health Insurance Plan (OHIP). Then, out of OHIP came the Department of Health and subsequently, the Ministry of Health.Today, the OHA assumes a leadership role on the issue of patient safety, and offers its members – Ontario’s private- and public-sector health care organizations, including all 151 hospitals – a multitude of benefits.
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Show description [+]In complex and rapidly changing healthcare environments, nurse executives are challenged to lead within organisational systems to fulfill regulatory, health consumer (patient), family, physician and staff expectations, and provide excellence in nursing and midwifery practice across care environments (Parsons & Cornett, 2011; The Kings Fund, 2011; Patton & Pawar, 2012).Nurse executives are in a unique position to influence change in healthcare and the quality of patient care by virtue of their combined professional and executive mandate. Nurse executives are aware of, understand and respond to political imperatives and the impact on health service delivery and nursing and midwifery practice (Talbert, 2012).This position paper provides an overview of the available and relevant literature as it relates to nurse executive positions in health services.
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Show description [+]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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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 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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Show description [+]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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