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 © 2012 Published by Elsevier Inc. All rights reserved. Healthcare Management Forum0840-4704251Spring 2012 © 2012 Published by Elsevier Inc. All rights reserved. healthpermissions@elsevier.comhttp://www.healthcaremanagementforum.org/article/PIIS0840470412000129/abstract?rss=yesEditorial Board10.1016/S0840-4704(12)00012-9Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8iihttp://www.healthcaremanagementforum.org/article/PIIS0840470412000105/abstract?rss=yesContents10.1016/S0840-4704(12)00010-5Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-811http://www.healthcaremanagementforum.org/article/PIIS0840470412000026/abstract?rss=yes Healthcare Management Forum strives to bring readers the most current research on health leadership and system redesign. In this edition, we have assembled a collection of articles that focus on meaningful organizational change; in particular, four of the five suggest methods to deliver the right kind of patient care at the right time and place by the right people. The final article highlights the importance of partnerships, which can stimulate system-level change from “behind the scenes.”A message from the Editor-in-ChiefKevin Mercer10.1016/j.hcmf.2012.01.001Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Editorial22http://www.healthcaremanagementforum.org/article/PIIS0840470412000038/abstract?rss=yesForum Gestion des soins de santé cherche à faire connaître au lecteur les recherches les plus récentes sur le leadership en santé et la restructuration des systèmes. Dans la présente édition, nous avons regroupé une série d'articles sur les changements organisationnels significatifs, notamment quatre des cinq méthodes suggérées pour prodiguer le bon type de soins aux patients, au bon moment, au bon endroit et par les bonnes personnes. Le dernier article souligne l'importance des partenariats, qui peuvent stimuler des changements systémiques « en coulisse ».Un message du rédacteur en chefKevin Mercer10.1016/j.hcmf.2012.01.002Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Editorial33http://www.healthcaremanagementforum.org/article/PIIS0840470411002572/abstract?rss=yesAbstract: As the Canadian population ages, it becomes increasingly important for hospitals to address and implement programs and policies that ensure elderly patients are receiving the right care in the right place at the right time. Despite the vast majority of elderly patients being healthier than ever, it is important to recognize the rapid deconditioning that occurs when they are admitted to an acute care hospital. Although it is recognized that children need to be treated differently, we fail to recognize the same is true for older adults. The Enhanced Activation Program was conceptualized during consultation with community partners while discussing the aging at home strategy. It was during these consultations that gaps in service for the frail elderly were identified and the Enhanced Activation Program was developed. Enhanced activation and restorative careHeather Crawford, Sherry Anderson, Robin TeKamp, Vaughnette Chatzikiriakos, Deanne Osborne10.1016/j.hcmf.2011.12.002Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Feature Article49http://www.healthcaremanagementforum.org/article/PIIS0840470412000051/abstract?rss=yesRésumé: Tandis que la population canadienne vieillit, il devient de plus en plus important que les hôpitaux évaluent et mettent en œuvre des programmes et politiques visant à garantir que les patients âgés reçoivent les bons soins, au bon endroit et au bon moment. Même si la majorité des patients âgés sont en meilleure santé que jamais, il est important de dépister le déconditionnement rapide dont ils sont victimes lorsqu'ils sont admis dans un hôpital de soins de courte durée. Bien qu'on sache que les enfants ont besoin d'être soignés différemment, on omet d'admettre que le même constat s'applique aux personnes âgées. Le concept du programme d'activation améliorée a vu le jour dans le cadre de consultations avec des partenaires communautaires sur la stratégie du vieillissement à domicile. C'est alors qu'on a déterminé les écueils des services aux personnes âgées fragiles et élaboré le programme d'activation améliorée. L'activation améliorée et les soins de rétablissementHeather Crawford, Sherry Anderson, Robin TeKamp, Vaughnette Chatzikiriakos, Deanne Osborne10.1016/j.hcmf.2012.02.001Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Feature Article1015http://www.healthcaremanagementforum.org/article/PIIS084047041100192X/abstract?rss=yesAbstract: Phase 1 of this initiative was designed to examine the current state of practice in acute care and to provide administrators with research evidence for identifying areas for improvement. Data were collected through observational research using function analysis augmented by a staff survey and interviews. Data were collected from 17 acute care sites across Vancouver Island and the Mainland of British Columbia involving four health authorities. Redesigning care delivery in British ColumbiaLynn Stevenson, Karen Parent, Mary Ellen Purkis10.1016/j.hcmf.2011.09.009Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Original Articles1619http://www.healthcaremanagementforum.org/article/PIIS0840470411002559/abstract?rss=yesAbstract: For the past 3 years, Toronto East General Hospital staff and leadership have been involved in the design, implementation, and evaluation of a transformational change to the model of patient care. The purpose of the new model is to enhance quality, safety, and patient satisfaction through a redefinition of our approach to the patient experience. The evaluation framework for the Coordinated Care Team (CCT) model of care addressed safety and quality outcomes, patient satisfaction, staff and physician satisfaction, and resource impact. Results of the evaluation suggest that the introduction of the CCT model using the patient care bundle can have a significant impact on the patient experience through enhanced access to bedside care as well as improved quality and safety outcomes. This article is a follow-up to the article on the development of the model published in Forum (Fall 2009). It extends upon the previous article through an overview of the model as it evolved, a discussion of the first-year evaluation for three pilot units, and lessons learned regarding the change process. Creating and sustaining a collaborative model of careMarla Fryers, Linda Young, Paula Rowland10.1016/j.hcmf.2011.11.001Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Original Articles2025http://www.healthcaremanagementforum.org/article/PIIS0840470411002560/abstract?rss=yesAbstract: We describe an emergency department process using Advanced Care Paramedics in the management of patients identified as ambulatory and low acuity, or those able to be managed without an emergency nurse. Patients streamed in this way had shorter stays than other emergency patients, without affecting the care of the latter. The process was associated with improved patient flow indicators in spite of an increased patient burden. Patient management in the emergency department by Advanced Care ParamedicsSamuel G. Campbell, Sandra E. Janes, Robert P. MacKinley, Patrick C. Froese, Susan Harris, Glen R. Etsell, Donna A. Warren, David A. Stewart, Mark J. Priest, Anil J. Snook, David G. Urquhart10.1016/j.hcmf.2011.12.001Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Original Articles2631http://www.healthcaremanagementforum.org/article/PIIS0840470411002584/abstract?rss=yesAbstract: The schools of public health at the University of Alberta and the Lithuanian University of Health Sciences have developed a partnership committed to a variety of collaborations (eg, faculty/student exchanges and joint projects). Our initial efforts have resulted in the initiation of joint projects, important connections between numerous institutions/academics, and planning for future efforts within and beyond the partnership. The positive potential for such partnerships is significant, and a number of strategies for successful implementation are suggested. Building an international public health academic partnership: The Alberta-Lithuania experienceKen Zakariasen, Aurelijus Veryga10.1016/j.hcmf.2011.12.003Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Original Articles3236http://www.healthcaremanagementforum.org/article/PIIS084047041200004X/abstract?rss=yesOrganizational ethics is concerned with the ethical issues encountered in the management and governance of health organizations; the ethical implications of organizational decision making on key stakeholders (eg, patients, staff, and the community); and the ethical complexities of balancing the goal of quality patient care with other important goals such as financial sustainability, staff well-being, learning and innovation, and public accountability. Mission and value statements are sometimes described as the organization's “moral compass” for it is through its mission and value statements that an organization articulates the core standards according to which its decisions and actions are to be judged. However, ethical issues arise when mission-based commitments or espoused values are in tension or conflict. Thus, the goals of organizational ethics are not only to achieve a strong alignment between the organization's stated mission and values and the decisions and actions taken by individuals on behalf of the organization but also to create an organizational climate in which organizational ethics issues can be constructively addressed. In other words, organizational ethics calls on health institutions “to define their core values and mission, identify areas in which important values come into conflict, seek the best possible resolution of these conflicts, and manage their own performance to ensure that it acts in accord with espoused values.”Organizational ethics: No longer the elephant in the roomJennifer L. Gibson10.1016/j.hcmf.2012.01.003Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Special Section3739http://www.healthcaremanagementforum.org/article/PIIS0840470412000063/abstract?rss=yesL'éthique organisationnelle s'intéresse aux enjeux éthiques liés à la gestion et à la gouvernance des organisations de santé, aux répercussions éthiques des décisions organisationnelles pour les principaux intervenants (p. ex., patients, personnel et collectivité) et aux complexités éthiques associées à la nécessité d'équilibrer l'objectif de soins de qualité aux patients avec d'autres objectifs importants, tels que la pérennité financière, le bien-être du personnel, l'apprentissage et l'innovation, de même que la responsabilité envers le public. Les énoncés de mission et de valeur sont parfois décrits comme le « compas moral » de l'organisation, car c'est par eux qu'une organisation établit les normes fondamentales par rapport auxquelles ses décisions et ses actions seront jugées. Cependant, des enjeux éthiques surgissent lorsque les engagements fondés sur la mission et les valeurs adoptées s'opposent ou se contredisent. Ainsi, les objectifs de l'éthique organisationnelle consistent non seulement à assurer une adéquation solide entre la mission et les valeurs établies de l'organisation et les décisions et actions prises par des individus pour le compte de l'organisation, mais également à créer un climat organisationnel dans lequel les enjeux liés à l'éthique organisationnelle seront abordés de manière constructive. Autrement dit, l'éthique organisationnelle exige des établissements de santé qu'ils définissent leurs valeurs fondamentales et leur mission, qu'ils déterminent les secteurs dans lesquels des valeurs importantes s'opposent, qu'ils cherchent les meilleures résolutions possible de ces conflits et qu'ils gèrent leur propre rendement afin de s'assurer d'agir conformément aux valeurs adoptées.L'éthique organisationnelle: ce n'est plus un tabouJennifer L. Gibson10.1016/j.hcmf.2012.02.002Healthcare Management Forum 25, 1 (2012)Healthcare Management Forum251S0840-4704(11)X0007-8Special Section4043