Building Better Health Care Leadership for Canada

Building Better Health Care Leadership for Canada: Implementing Evidence

Copyright Date: 2011
Pages: 224
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  • Book Info
    Building Better Health Care Leadership for Canada
    Book Description:

    The authors identify the imperative for better use of evidence, outline the core elements of the curriculum, and capture the real-world experience of regional leaders and fellows involved in making specific changes informed by research-based evidence within their organization. Contributors include Jean-Louis Denis (École nationale d’administration publique), Terrence Sullivan (Cancer Care Ontario), Owen Adams (Canadian Medical Association), Malcolm Anderson (Queen's University), Lynda Atack, Robert Bell (University Health Network), Sam G Campbell (Queen Elizabeth II Health Sciences Centre), Sylvie Cantin (Régie régionale de la santé et des services sociaux de la Montérégie), Ward Flemons (Calgary Health Region), Dorothy Forbes, J. Sonja Glass (Grey Bruce Health Services), Paula Goering (Centre for Addiction & Mental Health, Toronto), Karen Golden-Biddle (Boston University School of Management), Jeffrey S. Hoch (University of Toronto), Paul Lamarche (Université de Montréal), Ann Langley (École des hautes études commerciales), John N. Lavis (McMaster University), Jonathan Lomas (Canadian Health Services Research Foundation), Margo Orchard (Ministry of Health and Long Term Care, Ontario), Raynald Pineault (University of Montreal), Brian D. Postl (Winnipeg Regional Health Authority), Christine Power (Capital District Health Authority, Halifax), Trish Reay (University of Alberta), Jean Rochon (National Public Health Institute of Quebec), Denis A. Roy (Agence de la santé et des services sociaux de la Montérégie Longueuil), Andrea Seymour (Government of New Brunswick), Samuel B. Sheps (University of British Columbia), Micheline Ste-Marie (McGill University Health Centre), Nina Stipich (Canadian Health Services Research Foundation), David Streiner (Baycrest Centre for Geriatric Care, Toronto), Carl Taillon (Centre hospitalier universitaire de Québec), and Muriah Umoquit (Cancer Care Ontario).

    eISBN: 978-0-7735-8650-5
    Subjects: Health Sciences

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
  3. Foreword On Behalf of the Executive Training for Research Application (EXTRA) Program Partners: Canadian College of Health Leaders, Canadian Medical Association, Canadian Nurses Association, Quebec Consortium
    (pp. vii-viii)

    Since its establishment in 1997, the Canadian Health Services Research Foundation (CHSRF) has pioneered evidence-informed decision making through collaboration between the “doers” and the “users” of health services research, in part by mandating partnerships between researchers and decision makers in the design and execution of its research grants, thereby increasing both the relevance of the research and the likelihood of its uptake. The Executive Training in Research Application (EXTRA) program is further solidifying this approach by bringing together senior decision makers from the health services delivery field with a faculty of distinguished health services researchers to work through an intensive...

  4. Acknowledgments
    (pp. ix-x)
    Terrence Sullivan and Jean-Louis Denis
  5. Introduction: The Evolution of the EXTRA Program
    (pp. xi-2)

    This volume is about the evolution, the content, and the early consequences of a unique fellowship program designed to improve decision making in health care organizations. The effort to strengthen research inputs in the management of health systems is not new: it has been part of the utopian dream to which enlightened states have aspired. Francis Bacon wroteNew Atlantisin the seventeenth century, preaching an enlightened Utopia governed by knowledge, science, and medicine. More recently, following the significant attention given to evidence-based clinical medicine originating from McMaster University in the 1980s and early 1990s, health care management and indeed...

    • 1 The Policy Imperative: Why Better Evidence in Decision Making?
      (pp. 5-22)

      This chapter seeks to succinctly describe the policy imperative by identifying the factors that prompt the increased use of evidence in decision making. It also identifies a number of limitations to expanding the use of evidence in the organization and delivery of health services. It examines five elements: the increased need for evidence, the nature of the evidence, the relativity of the evidence, the users of evidence, and suggestions to increase its use.

      Several factors argue in favour of the increased use of evidence in decision making with respect to the organization and delivery of health services: the nature of...

    • 2 The Management Imperatives for Leading Clinical Change
      (pp. 23-36)

      Peter Drucker is said to have described the modern-day hospital as the most complex organizational entity ever created (Seeman and Brown 2006). The high volume, complexity, and potential risks of treatment provided within a setting of constrained time, space, and financial resources, coupled with an unusual human resource model that provides physicians with “privileges” to use hospital resources, all serve to create a challenging and potentially high-risk environment.

      The rapid evolution of medical science and technology, along with the demand for more expensive treatment and the limitation of financial resources to pay for “best care,” create challenges for management staff....

  7. SECTION TWO The Curriculum Elements
    (pp. 37-40)

    Section 2 opens with a short overview in chapter 3 of the EXTRA program’s overall approach to the curriculum. It highlights both the core content and the enabling elements of health information access and mentoring. The next two chapters, by Lavis and by Streiner and colleagues, cover the foundational curriculum material of the EXTRA program. Chapter 4 looks at various strategies to incorporate research-based evidence within the decision-making process. An approach is proposed that systematizes the use of evidence while taking into account organizational context. Particular attention is paid to strategies that create more effective partnership between researchers and decision...

  8. SECTION THREE What Regional Leaders and Fellows Say about the Experience
    (pp. 151-152)

    Chapters 10, 11, and 12 present perspectives on the EXTRA program from highly engaged health care executive leaders. They recount the stories from three regional health authorities in Canada that have actively promoted the program and enrolled significant numbers of senior employees as fellows. In each case, the authors look back at the pay-off of the program from an organizational point of view. In chapter 10 the CEO of the Winnipeg Regional Health Authority, Brian Postl, looks in detail at how three intervention projects had an impact on change within health services delivery in the region. He analyses how the...

  9. Conclusion: Supporting the Individual as Change Agent and the Organization as Responsive to Change
    (pp. 189-200)

    The EXTRA program presents interesting opportunities and challenges for the parties that enter into a “tripartite” agreement for a twoyear investment of time and energy. Each party – the fellows, their organizations, and the Canadian Health Services Research Foundation (CHSRF) – may have different objectives and expectations for this investment. For fellows, the objective is education; the program offers an incredible experience to learn, in a relatively short period, how to systematically find, appraise, and apply research evidence in health services management decisions. When the EXTRA program was brought to my attention by a senior member of our health care organization –the...

  10. Contributors
    (pp. 201-204)