Healthcare Management Forum RSS feed: Current Issue. Healthcare Management Forum - Aims and Scope Healthcare Management Forum is the official peer-reviewed journal of the Canadian College of Health Leaders. It is published four times a year and is circulated to approximately 3,000 health leaders who work in a variety of environments including (but not limited to) medical companies, health authorities, multi-level care facilities, hospitals, public and private health agencies, health charities, the Canadian military and all levels of the Canadian government. It is also available in universities and libraries throughout Canada, the United States and overseas. The journal publishes articles on leading practices related to health leadership. This includes recent research, new technology and professional practices from health leaders' perspectives. For more information on the College's membership, go to www.cchl-ccls.ca . Forum Gestion des soins de santé est la revue officielle évaluée par des pairs du Collège canadien des leaders en services de santé. Publiée quatre fois l'an, la revue est diffusée à environ 3 000 leaders en santé qui travaillent dans divers milieux, y compris, sans s'y limiter, les sociétés médicales, les autorités sanitaires, les établissements de soins multiniveaux, les hópitaux, les organismes de santé publics et privés, les organismes de bienfaisance dans le domaine de la santé, les services militaires canadiens et tous les échelons du gouvernement canadien. Elle est également offerte dans les universités et les bibliothèques du Canada, des états-Unis et de l'étranger. La revue contient des articles sur les pratiques de pointe liées au leadership en santé, ce qui inclut des recherches récentes, des nouvelles technologies et des pratiques professionnelles selon la perspective de leaders en santé. Pour obtenir plus de renseignements en vue de devenir membre du Collège, consultez le site www.cchl-ccls.ca . http://www.healthcaremanagementforum.org/?rss=yesElsevier Inc.en © 2011 Published by Elsevier Inc. All rights reserved. Healthcare Management Forum0840-4704244Winter 2011 © 2011 Published by Elsevier Inc. All rights reserved. healthpermissions@elsevier.comhttp://www.healthcaremanagementforum.org/article/PIIS0840470411002237/abstract?rss=yesEditorial Board10.1016/S0840-4704(11)00223-7Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6iihttp://www.healthcaremanagementforum.org/article/PIIS0840470411002213/abstract?rss=yesContents10.1016/S0840-4704(11)00221-3Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6167167http://www.healthcaremanagementforum.org/article/PIIS0840470411001864/abstract?rss=yesHistorically, health service delivery has centred on a rigid set of practices, standard operating procedures, and the chain of command to define client treatment. After all, consistency and standardization reduce risk and ensure that optimal episodes of care are provided. However, with the increasing complexity of the health system, especially the flow across the continuum, the “standardized roles and practices” are being challenged more frequently. Particularly, as healthcare professions gain more clinical skills and scope, old paradigms are challenged in favour of developing new service models, but, as we all know, complex healthcare organizations are often resistant to new directions and even incremental change can sometimes seem insurmountable. In this edition, we share interesting examples of interventions and strategies that are improving service delivery and countering the traditional resistance to change.A message from the Editor-in-ChiefKevin Mercer10.1016/j.hcmf.2011.09.005Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Editorial168168http://www.healthcaremanagementforum.org/article/PIIS0840470411001943/abstract?rss=yesPar le passé, la prestation des services de santé portait sur une série de pratiques rigides, sur des démarches chirurgicales standards et sur la chaîne de commandes pour définir le traitement du client. Après tout, l'uniformité et la standardisation réduisent le risque et garantissent des soins optimaux. Cependant, étant donné la complexité croissante du système de santé, notamment le flux dans le continuum de la santé, les « rôles et pratiques standardisés » sont davantage remis en question. Notamment, à mesure qu'augmentent les compétences et la portée cliniques des professions de la santé, les anciens paradigmes sont contestés en faveur de la mise en œuvre de nouveaux modèles de service. Toutefois, nous savons tous que les organisations de la santé, complexes, résistent souvent aux nouvelles orientations, et que même un changement progressif peut parfois sembler insurmontable. Dans ce numéro, nous partageons des exemples intéressants d'interventions et de stratégies qui améliorent la prestation des services et déjouent la résistance habituelle au changement.Un message du rédacteur en chefKevin Mercer10.1016/j.hcmf.2011.09.011Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Editorial169169http://www.healthcaremanagementforum.org/article/PIIS0840470411001013/abstract?rss=yesAbstract: This research reports on satisfaction with the introduction of an electronic document management system in a tertiary hospital environment. A buffet of training and familiarization options were offered: one-on-one training, open house, drop-in, e-learning, classroom training, and self-study. It was found that professions differ in their pattern of satisfaction with training and they also differ in their satisfaction with both the usefulness and the ease of use of the system. Satisfaction among administrators was highest and that among nurses lowest. There was an association between attendance at the open house event and satisfaction with the system.Evaluating acceptance of an electronic data management system at a tertiary care institutionWendy Young, George Klima, Winston Isaac10.1016/j.hcmf.2011.04.002Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Feature Article170173http://www.healthcaremanagementforum.org/article/PIIS0840470411002171/abstract?rss=yesRésumé: La présente recherche rend compte de la satisfaction relative à l'adoption d'un système de gestion des documents électroniques dans un milieu de soins tertiaires. Une brochette de possibilités de formation et de familiarisation a été offerte : formation individuelle, portes ouvertes, formation sans inscription, cyberapprentissage, formation en classe et étude autonome. On a constaté que le profil de satisfaction à l'égard de la formation ainsi qu'à l'égard de l'utilité et de la facilité d'utilisation du système diffère selon les professions. Les administrateurs étaient les plus satisfaits, et les infirmières, les moins satisfaites. On pouvait faire une association entre la participation aux portes ouvertes et la satisfaction envers le système.Évaluer l'acceptation d'un système de gestion des données électroniques dans un établissement de soins tertiairesWendy Young, George Klima, Winston Isaac10.1016/j.hcmf.2011.10.001Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Feature Article174178http://www.healthcaremanagementforum.org/article/PIIS0840470411001001/abstract?rss=yesAbstract: Each year, the Canadian health education system graduates thousands of health professionals who have the best intentions of practising to their full scope of knowledge and skills to help improve the patient care experience in this country. However, a recent research study points to the fact that members of the healthcare team may be practising in a challenging environment in which only a limited number of their skills are actually being used. The Michener Institute for Applied Health Sciences believes that these issues, which include increased role specialization, limited scopes of practice, rapidly advancing technology, and challenges transitioning from hospital to community settings, have broader health education and health system implications that need to be addressed by policy makers, educators, and healthcare system leaders in order to enhance health professional education as well as patient care.Canada's health human resource challenges: What is the fate of our healthcare heroes?Karim Bandali, Lynn Zhu, Paul A.W. Gamble10.1016/j.hcmf.2011.04.001Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Original Articles179183http://www.healthcaremanagementforum.org/article/PIIS0840470411001578/abstract?rss=yesAbstract: Vancouver Coastal Health uses a collaborative practice process to enable nursing units to be proactive and adapt quickly to changing patient population needs using a standardized and integrated approach. The process involves clinical directors, frontline managers, staff, and union representatives from the outset and is based on a registered nurse/licensed practical nurse/patient care aide collaborative model of practice. Results show a total return on investment in 2.4 years.Collaborative practice: Matching staff skills to patient needs and checking baseline staffing levelsAnne Harvey, Cindy Priddy10.1016/j.hcmf.2011.08.003Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Original Articles184187http://www.healthcaremanagementforum.org/article/PIIS084047041100158X/abstract?rss=yesAbstract: The communication between family doctors and regional health authorities has become more complex and fragmented over the last 2 decades. By using a novel approach, we developed a medical advisory committee structure for community physicians enshrined in the regional health authority bylaws. This has improved bilateral communication, policy making that affects patients in the community, linkages between programs and family doctors, and input into the institutional care of our patients. We believe this model could be implemented or adapted by regional health authorities elsewhere in Canada having as its ultimate goal better patient care.Bridging the gap between family doctors and regional health authoritiesLydia Hatcher, Oscar Howell10.1016/j.hcmf.2011.08.004Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Original Articles188191http://www.healthcaremanagementforum.org/article/PIIS0840470411001566/abstract?rss=yesAbstract: Community Health Centres (CHCs) are grounded in a model of care that includes engagement with the community and have a history of working with communities to respond to emerging needs. Although most CHCs consider themselves to be integrated, mergers in this sector are uncommon. In Ontario, the first voluntary merger of CHCs showed the importance of community engagement to realize the intended benefits of the integration and to effectively manage change.Optimizing community and stakeholder engagement in a merger of community health centresAndrea Cohen, Lee Fairclough, Janak Jass10.1016/j.hcmf.2011.08.002Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Original Articles192195http://www.healthcaremanagementforum.org/article/PIIS0840470411001888/abstract?rss=yesThe College would like to extend its sincerest congratulations to all members who completed the EXTRA program in 2011. Chief Executive OfficerExtra/forces10.1016/j.hcmf.2011.09.007Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Special Sections196196http://www.healthcaremanagementforum.org/article/PIIS084047041100189X/abstract?rss=yesLe Collège tient à offrir ses sincères félicitations à tous les membres qui ont terminé le programme FORCES en 2011. Chef de la directionExtra/forces10.1016/j.hcmf.2011.09.008Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Special Sections197197http://www.healthcaremanagementforum.org/article/PIIS0840470411001876/abstract?rss=yesThis council reports to the College's Board of Directors and, ultimately, to the organization's membership. It adheres to and promotes the College's Code of Ethics, addresses complaints made against members, and develops policies and procedures related to governing in healthcare in an ethical manner. The council is developing an assessment tool for its own activities, creating an ethical leadership assessment tool for the organization's members, and formally reviewing the code of ethics (to be completed in 2012).Ethics Advisory CouncilLaurie Wilson10.1016/j.hcmf.2011.09.006Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Special Sections198198http://www.healthcaremanagementforum.org/article/PIIS0840470411001931/abstract?rss=yesCe conseil relève du conseil d'administration du Collège et, en définitive, des membres de l'organisme. Il adhère au code de déontologie du Collège, dont il fait la promotion, étudie les plaintes envers les membres et élabore des politiques et marches à suivre liées à la gouvernance éthique des soins de santé. Le conseil est à préparer un outil d'évaluation de ses propres activités, à créer un outil d'évaluation du leadership éthique à l'intention des membres et à réviser officiellement le code de déontologie (révision qui sera terminée en 2012).Conseil consultatif de l'éthiqueLaurie Wilson10.1016/j.hcmf.2011.09.010Healthcare Management Forum 24, 4 (2011)Healthcare Management Forum244S0840-4704(11)X0006-6Special Sections199199