1 Changing Landscape of Leadership in Canada: Taking Stock Bill Tholl President and CEO HealthcareCAN & Founding Executive Director Canadian Health Leadership Network
2 LEADS Booster shot : Then and Now? On the leadership front: COF and the HCIWG; HCC report. On the leadership policy front: Benchmarking study; Canadian Health Action Plan. On the research front: PHSI (1); PHSI (II) On the CHLNet front: New Strategic Plan & New ED; On the Leadership support front: LEADS Collaborative; LEADS 3.0 more to come from Dr. LEADS! AND merger to create HealthcareCAN
3 BRINGING LEADS TO LIFE from a gleam in the eye to reality! Facilitated Session Health PEI Shauna Fenwick and Bill Tholl leadersforlife consultants December 1, 2010
4 Strong leadership(is) an absolute necessity if meaningful transformation of our health system is to occur it is the foundation for other key enablers. Health Council of Canada, 2013 National Leadership Front: Then and now Federal gov t opts out (Dec. 12). CoF steps in (Jan 13). Creates HCIWG! Leading in Alice s world...
5 We need to move from innovation by accident to innovation by design Premier Ghiz (July 2012)
6 On the Leadership Research front in search of a better understanding of the importance of leadership to system redesign PHSI (I) and (II)
7 Timeline Where to Better from here? Leadership, Better Health Knowledge Mobilization & Next Steps Final Report September, 2014 National Deliberative Dialogue, March 2014 Cross-Case Analysis, Fall March 2014 Complete Cycle 3 Fall 2013 Cycles 1 & 2 of PAR Case selection, method, 2010 Initiation of project, 2009
8 Churn creates fragmentation of effort Someone gets excited about something and then they get fired or they move on and then the next new shiny thing comes up. (Clinicians)... have been disillusioned with this kind of approach for decades. We have the leadership capacity, but politicization doesn t allow us to row in the same direction.
9 PHSI (1): Key takeaways for decision makers: Leadership matters key to organizational and system performance (esp. primary care reform). Common leadership platform required LEADSpreferred or LEADS-compatible. Pan-Canadian Action Required leadership without ownership opportunity (CHLNet). Forces of fragmentation are winning system more disjointed; performance lacking (cite: most recent Commonwealth study) Missing Link distributed leadership and designated responsibilities. **Stay tuned for PHSI (2)
10 On the Leadership Policy Front Toward a Canada Health Leadership Action Plan? CHLNet leadership without
11 Despite our efforts, there is a skill gap Creating large scale change requires high levels of systems thinking, strategic thinking, visioning, engagement and selfleadership. The strategy that is being employed is insufficient; (change) just moves at a snail s pace 84% of all respondents say there is a small to large skill gap in leadership. CHLNet Benchmarking study
12 Benchmarking Results
13 Benchmarking Results
14 Toward a National Health Leadership Action Plan CHLNet is promoting greater coordination of leadership succession planning & talent management. It should link to Canada s reform agenda. Gone to CHW (June 14) Enroute to CDM (TBC) Current leadership culture needs a basic refresh. There is not a great value placed on health management and administration in this country.
16 Activity Plus ca change What s changed since Dec 2010? Much has changed! What hasn t changed? Health PEI Experiment seems to be working Contrast with other jurisdictions (e.g. AHS)
17 Activity LEADS as a Change Model: Aligning action Aligns action through a focus on results Achieve Results Aligns people and organizations through relationships Engage Others Develop Coalitions Outlines how to reassert alignment when change happens Lead Self Systems Transformation Clinicians Leaders Patients Managers Health PEI From a Caring Perspective...
18 Activity: Sharing the secrets of success Reflecting on your Health PEI experience over the past four years What do you think have been the critical success factors in helping PEI succeed in the Experiment? What advice might you offer other jurisdictions? What remains to be done in terms of taking Health PEI to the next level of performance?
19 The Merger! (1 +1 = 3)
20 Investing in an Integrated LEADS-based Curriculum of Courses Developing Leadership at All Levels: Modern Management Essentials Quality and Patient Safety Governance Development Program Integrated delivery channels: Topical Webinars every 3-4 weeks Flexible Learning Pathways Online/distance education
21 Partnerships Bring Learning to Life CPSI and Atlantic Health Quality Patient Safety Collaborative (AHQPSC) CPSO Hybrid IWK creo comprehensive research education online Accreditation Canada Integrated Quality Management
23 Thank you For more information About HealthcareCAN Contact:
24 LEADS Leadership as the "Source Code" for System and Organizational Performance Graham Dickson (PhD) Research Advisor, Canadian Society of Physician Executives, and Policy Advisor, Canadian Health Leadership Network Professor Emeritus, Royal Roads University
25 Approach A refresh on LEADS. LEADS as source code. Current research that validates LEADS. Who is using LEADS? How is LEADS being used?
26 A Refresh on LEADS
27 What is its evidence-base? Construct validity Two documented in-depth studies PHSI (CIHR/MHSRF) Face validity Appeal Utility
28 When, and why was LEADS developed? Leadership gap Fragmentation of effort : Three stages of development We are here
29 LEADS in a Caring Environment L Lead Self E Engage Others A Achieve Results D Develop Coalitions S Systems Transformation
30 LEADS clarifies the priorities for change... LEADS helps you answer these questions...in relation to your leadership challenge. R: What results do you want to achieve? R: What relationships do you have to build? C: What change challenges do you have to deal with?
31 You can influence the system...
32 LEADS as Source Code
33 LEADS as source code We see the five LEADS framework domains and twenty capabilities as the source code of leadership, a single common DNA base that allows for permutations and combinations that give expression to the individuals we are.
34 Being, Caring, Doing...
35 LEADS as source code LEADS takes expression in different situations and circumstances, contingent on the leadership needed. Leaders Doing LEADS It is an artful, thoughtful, and generative process. Leadership is the link
36 Contingency Leadership
37 Leadership requires alignment Alignment of personal leadership, interpersonal leadership, and strategic leadership creates the sweet spot change.
38 Directions (Part 1): 1. Review all domains of LEADS. 2. Rate the progress of health reform in PEI from 1 (completely stalled) to 10 (couldn t be progressing better). 3. If you had to choose one domain of LEADS that you would like to see you and all your colleagues emphasize to move your rating upwards, what would it be? Why? Activity: LEADS
39 Activity: LEADS Directions (Part 2): 1. Get up from your seat. 2. Move around and introduce yourself to someone you don t know. Share your ratings and the LEADS domain you have identified. 3. There will be three rounds of discussion, each 3 minutes long.
40 Current Research & LEADS
41 Recent Study: The importance of relationships Physicians and hospital administrators Key to success Yet meaningful differences Sr. management more satisfied than mid-man Hospital admin more than physician leaders Mid-level physician leaders least satisfied Engage others: Communication and teamwork Atefeh, 2014 in press
42 The Value of LEADS Common language: Leadership is the golden thread that runs through any discussion of NHS reform and improvement. This encompasses leadership by doctors and other clinicians; leadership by managers of NHS organizations, and leadership by politicians at a national level (Ham, 2014)
43 Despite our efforts, there is a skill gap Creating large scale change requires high levels of systems thinking, strategic thinking, visioning, engagement and selfleadership. The strategy that is being employed is insufficient; (change) just moves at a snail s pace 84% of all respondents say there is a small to large skill gap in leadership. CHLNet Benchmarking study
44 We need more physician leadership (We need the)...courage to crack the clinical leadership black box. Go after those clinical leads. They are the wave of the future Straddling the line between doctor and leader Quality physician leadership at all levels is required; exemplary practices of ongoing, meaningful physician engagement are needed.
45 Churn creates fragmentation of effort Someone gets excited about something and then they get fired or they move on and then the next new shiny thing comes up. (Clinicians)... have been disillusioned with this kind of approach for decades. We have the leadership capacity, but politicization doesn t allow us to row in the same direction.
46 Our mindsets will have to change Change challenges conventional notions of autonomy, accountability, and collaboration. NHS: First Patient Safety Ombudsman....if we can just park our collective egos and get out of this passive aggressive nature and work as a collaborative we could be stronger.
47 Many experience change Fatigue Canada s leaders are having their energy drained and not refreshed. Some leaders report they don t have the energy or stamina or stomach to do it ever again they get hammered by the premier's office, the minister's office, the unions, local newspapers, the people who donate to the hospital, the foundation, the public. Everybody believes that change is for the worst.
48 Contradictions exist within the system due to change itself and the conditions that both create and impede change. Contradictions paralyze us
49 Contradictions (cont.) Contradictions are differing perspectives, or ways of seeing the world that appear to be opposed to one another.
50 Contradictions (cont.) When entrenched as sides in a dispute, contradictions create negative conflict, which either stalls or mitigates concerted energy. When contradictions are not explicit, but real, they can lead to inconsistency of effort, and stalls personal or collective action.
51 Activity: Contradictions Directions: 1. Think of a contradiction that exists within your leadership role. 2. Pair up with someone you don t know. 3. Discuss those contradictions and how to deal with them productively.
52 But there is hope!
53 CHLNet National Action Plan A national perspective on health matters could be exercised by the provinces acting in collaboration, possibly without a strong federal presence. To date, little...has been accomplished on health reform by the Council of the Federation, and under their organizational structure this shouldn t be expected to change... Realistically, over the next several years, health policy reform will for the most part have to proceed with individual provinces. This may not be ideal, but it need not be a showstopper. It could, in fact, work quite well. (Drummond, 2014)
54 Individuals: Who is using it? Executive Officer Margret Comack, BN, Med. A Journey of Leadership From Bedside Nurse to Chief. Nurs Admin Q, Vol. 36, No. 1, pp Understanding leadership from the inside out was a journey that spanned a 40-year career in health care. This article describes an individual s journey of becoming an effective executive leader using the LEADS in a caring environment capabilities framework.
55 Who is using it? Organizations: Hamilton Health Sciences (succession planning) Horizon Health: Leadership development (TTT) Eastern Region of Newfoundland (mid-management development) Saskatchewan, Manitoba: provincial leadership programs Alberta: Senior executive program in collaboration with U of A; ACFP for Primary Care Network implementation BCHALDC: BCHLDC created Leadership LINX, a Provincial Pathway of Leadership Development with 5 key areas: coaching, mentoring, new manager, experienced leader & senior leader.
56 Who is using it? Nationally, Internationally LEADS Collaborative CHLNet members Australia Reviewed in Italy, Netherlands Health LEADS Australia New South Wales
57 The LEADS Collaborative CORE BUSINESSES DEVELOPMENT BUSINESS MANAGEMENT PARTNERSHIPS CLIENTS KNOWLEDGE CENTRE FRAMEWORK LEADS IN A CARING ENVIRONMENT A Foundation for Professional Growth CODE OF ETHICS A Foundation for Ethical Behaviour
58 How is it being used? Example: CMA Physician Management Institute s Open Enrolment and Inhouse programs PMI Physician Engagement: The LEADS framework is helping me to identify the capabilities necessary for leadership. Percentage Count Yes, 100.0%
59 Additional uses... Personal development Curriculum guide (e.g., BC HA entrylevel program) Succession Planning Leadership development programs Guiding leadership of health reform 360s, coaching and personal growth Research
60 For more information on LEADS... or
62 Courtyard Cafe
63 One question for four tables (next slide). Three rounds of fifteen minutes each. You get to answer three questions. Pick the ones important to you! Move as individuals. Waiter (recorder) at each table. Record notes on sheets provided. Random debrief. Directions
64 Questions LEADS can assist with leadership talent management (e.g., succession planning, broad organization-wide leadership development, performance expectations, etc.). What guidance would you give about how it can be used effectively to support these initiatives? What pitfalls should be avoided? (Tables 1-4) LEADS outlines leadership expectations for people in all leadership roles from front-line supervisor to board member. Are you clear on what those expectations are for your role? How might PEI Health make these expectations clear enough for you? Would doing so be helpful? (Tables 5 8) Chris Ham, from the King s Fund in the UK, states that: Leadership is the golden thread that runs through any discussion of NHS reform and improvement. This encompasses leadership by doctors and other clinicians; leadership by managers of NHS organizations, and leadership by politicians at a national level. Do you agree with this statement, particularly in the sense of using LEADS as the common language for leadership for all partners in reform in PEI? Why or why not? (Tables 9 12) The PHSI research and research by others suggests that health reform in Canada has progressed very little over the past 15 years, despite a strong public consensus that the system must change to be more patient and family centred From your perspective, can LEADS be used, realistically, to help you envisage and plan to do patient-centred leadership of change better, in your formal leadership role? If so, how? If not, why not? Explain. (Tables 13 16) As part of PEI s leadership development process, you may be asked to undertake a LEADS 360 assessment. What are the reasons for doing a 360? How should it and the debrief be conducted so as to get the maximum benefit for your own development? What are the pitfalls of a 360 process that should be avoided? (Tables 17 20)
65 Thank you For more information about LEADS, contact: Graham Dickson Brenda Lammi
66 A Role Dialogue Move to tables with people in the same role as you board member, midmanager, executive, etc. Discuss the questions on the next slide.
67 Is LEADS applicable to the leadership challenges you face in your role in PEI Health? Why or why not? To make it more applicable, what would have to happen? Is a common language valuable for leadership, for all different groups in the system, when it comes to implementing health reform? Would you recommend that different groups learn leadership together, or in separate groupings, based on their specific role? A Role Dialogue
Closing the Gap: A Canadian Health Leadership Action Plan June 12, 2014 Preface The Canadian Health Leadership Network (CHLNet), a purpose-built coalition of 40 organizations (called Network Partners),
Canadian Health Leadership Benchmarking Survey Report: CHL-Bench May 15, 2014 Preface The Canadian Health Leadership Network (CHLNet) is a purpose-built coalition of 40 organizations (member representatives
Leadership Performance and Development Plan Overview February 2015 Leadership Performance & Development Plan The Leadership Performance and Development Form is a tool for leaders, in collaboration with
Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop
Air Ambulance and Critical Care Transport Resource Allocation Action Plan September 17, 2015 INTRODUCTION In September 2013, BC Emergency Health Services (BCEHS) contracted consultant Chris Nickerson to
LEADS in a Caring Environment Topics Covered Update LEADS strategic plan What we heard from CHLNet Members Leadership Capacity Development Best Practices Components / Recommendations Community of Practice
LEADS Summary of Offerings MARCH 2015 Organizational Leadership Development LEADS Diagnostic Assessment LEADS 360 Aggregate Report Interpretation Bringing LEADS to Life LEADS Learning Series LEADS Internal
LEAD SELF The domain of the LEADS in a Caring Environment leadership capability framework, consists of four capabilities: a leader (1) Is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
Operationalising Health LEADS Australia in a connected environment Dr Elizabeth Shannon Senior Lecturer, Health Services Innovation, Manager, & Management Development, Department of Health & Human Services
A Pan-Canadian and International Project on Return on Investments in Leadership Development in Healthcare: A Proposal January 2016 Contents Introduction... 1 Background and Rationale... 1 Methodology...
You have opened the information package on Principal Professional Development project for NSW DEC principals and leadership associations. This package should be viewed in conjunction with the Expression
The Canadian Health Accreditation Report: Building a stronger health system through leadership Wendy Nicklin and Jonathan Mitchell CHLNet Network Partner Roundtable Ottawa May 26, 2015 Overview Accreditation
Raising the Bar for Healthcare Governance and Leadership in Canada Wendy Nicklin, President and CEO, Accreditation Canada Overview Accreditation Canada Governance and Leadership Standards Governance Functioning
0 Nurse Practitioner Education in Canada Final Report November 2011 1 2 Contents Background...4 Key Findings on Nurse Practitioner Programs in Canada...5 Nursing Programs in Canada...5 Age of Nurse Practitioner
CPE CANADIAN CERTIFIED PHYSICIAN EXECUTIVE The Standard for Physician Leadership Candidate Handbook A P R I L 2 0 1 0 CONTENTS Introduction...1 About the CCPE credential...1 The CCPE: a valuable credential...1
Building Capacity. Enhancing Leadership. Delivering Improvement. EXTRA: Executive Training Program Prospectus -17 Canadian Foundation for Healthcare Improvement cfhi-fcass.ca The Canadian Foundation for
September 2014 Canadian Patient Experiences Survey Inpatient Care: Frequently Asked Questions Background... 3 1. What is the Canadian Patient Experiences Survey Inpatient Care?... 3 2. What factors were
GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child
The Pan-Canadian Health Leadership Capability Framework Project: A collaborative research initiative to develop a leadership capability framework for healthcare in Canada Final report submitted to October
Boston, MA. 02114 www.massnahnboston.com Mass- NAHN Aspiring Leader Mentorship Program The National Association of Hispanic Nurses is a non- profit professional association committed to the promotion of
Shared Action Towards a Canadian Health Leadership Strategy Framework: A Working Paper 2014 Preface CHLNet, a purpose-built coalition of 40 organizations (called Network Partners) has initiated this consultative
What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable
Quality Assurance Initiatives in Literacy and Essential Skills: A Pan-Canadian Perspective Summary of Key Informant Interviews Final Report November 2014 Acknowledgments Thank you to the following organizations
From Performance Appraisal to Performance Excellence When visiting NASA, President John Kennedy came across a cleaner and asked him what do you do around here? The cleaner replied: I contribute to NASA
Healing the Body Enriching the Mind Nurturing the Soul Senior Leadership Team R. Patrick Dumelie Greg Hadubiak Dr. Jeff Robinson Karen Galenzoski Rosa Rudelich President & CEO Senior VP & COO Edm. Acute
policy paper: Partnering with Physicians January 2014 doctors of bc Policy: Partnering with Physicians Policy Statement: The Doctors of BC supports the development of collaborative and constructive partnerships
Global Leadership Conference 2014 Andrea Vogel EMEIA Market Leader, Strategic Growth Markets The EY G20 Entrepreneurship Barometer 2013 The power of three Together, governments, entrepreneurs and corporations
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
Shifting the Paradigm of Succession Planning Linda Callecod, Principle and Sr. Consultant; Seraphim Consulting and Training Solutions One of the very first principles I learned as a developing executive
Building-Level Leadership It doesn t matter if you supervise other school counselors or not. You still have the ability and imperative to be a school counselor leader. By Anita Young, Ph.D. What does it
Dorothy A. Jones RN, EdD, FAAN Professor of Nursing Boston College William F. Connell SON Director, Y.L. Munn Center for Nursing Research Massachusetts General Hospital Emerging trends in education and
PREPARE for your long-term career at IA by establishing career goals based on your work interests and work environment preferences. EXPLORE the jobs that match your personal profile and find additional
CIHI s Data In Action: Enabling Uses and Informing Decisions Brent Diverty Vice President, Programs Canadian Institute for Health Information November 18, 2014 Health Data Users Day, Halifax 2014 Today
Expert leadership: Doctors versus managers for the executive leadership of Australian mental health (Viewpoint) Australian & New Zealand Journal of Psychiatry March 2015 Authors: Amanda H. Goodall 1 Tarun
Amcor Commercial Leadership Development Program Creating a new world of packaging The Commercial Leadership Development Program (CLDP) is a key part of Amcor s commitment to developing Sales & Marketing
Health Administration & Physician Leadership 1 The future of health care isn t something you predict, it is something you create. Physician leaders need to embrace the turbulent environment and help shape
Howatt HR Executive Coaching Powerful, Effective, Meaningful, Different Why Execu*ve Coaching The Howa5 Approach Coaching Effec*veness A Proven and Successful Track Record No One Benefits From Your Playing
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men
The Future of Nursing: Implications for Professional Organizations and Certifiers Joanne V. Hickey, PhD, RN, APRN, ACNP-BC, FCCM, FAAN Patricia L. Starck/PARTNERS Professor of Nursing University of Texas
ANDRE BELLEFEUILLE Anne-Marie Gammon, MBA, FCMA, CPA(NB), CMA Chief Executive Officer Andre Bellefeuille, CMA Director, Marketing, Business Dev & Comm CPA Atlantic School of Business April 15, 2015 Agenda
Performance Measurement and Reporting in Primary Care June 2016 General Uses of Performance Measurement Practice Quality Improvement Pay for Performance Reporting and Accountability Research to Improve
Equal Opportunity Employer Job Description Job Title: Executive Director of Organizational and Professional Learning Reports to: Chief Academic Officer Department: Teaching and Learning Number of Days:
The Wisdom Project: Stories from the Field that Inform Leaders Wendy Harrison, Brenda Hubley, Alison McLaughlin, Kass Rafih, and Darren Sander INTRODUCTION Today s leaders are tasked with affecting meaningful,
National Center for Healthcare Leadership Health Leadership Competency Model SUMMARY The NCHL Health Leadership Competency Model was created through research by the Hay Group with practicing health leaders
NLI National Learning Initiative A national skills and learning framework for the voluntary sector A collaborative project of the Association of Canadian Community Colleges and the Coalition of National
The Successful Manager s Leadership Program The Successful Manager s Leadership Program The University of Minnesota s College of Continuing Education (CCE) is pleased to present the following information
The New York State Board of Regents and The New York State Education Department Growing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State "The factor that empowers the people
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
Overview The AONE Nurse Executive Competencies The vision of the American Organization of Nurse Executives (AONE) is to shape the future of health care through innovative and expert nursing leadership.
A R T I C L E Continuing Medical Education: A New Vision of the Professional Development of Physicians Nancy L. Bennett, PhD, Dave A. Davis, MD, William E. Easterling, Jr., MD, Paul Friedmann, MD, Joseph
NURSING LEADERSHIP 2009 This Position Statement was approved by ARNNL Council in 2009. Nursing Leadership The ARNNL believes that all Registered Nurses are leaders and that leaders occupy both formal and
Competency-Based Education in the U.S. Dr. Heidi Wilkes CfA Sr. Director for Curriculum and Assessment Development January 28, 2015 Part of a nonprofit, traditional university Southern New Hampshire University
Leadership Competencies for Healthcare Services Managers Leadership Competencies for Health Services Managers 1 This document is the result of a global consortium for healthcare management that has work
Public Health Association of BC CORE AND TECHNICAL COMPETENCIES FOR PUBLIC HEALTH IN BC Final Report December, 2008 Funding Provided by: This publication was produced by PHABC with funding from the Public
INDUSTRIAL RELATIONS CENTRE Professional Development Training Change Management Driving and Building Support for Successful Change Projects Using a Time-Tested Framework irc.queensu.ca Queen s IRC evidence-based
Mark Angott Angott Search Group 1. Define Succession Planning 2. What are the key steps of Succession Planning? 3. How to implement a plan at your organization & tools that you can take with you 4. What
STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...
BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
WILSON LEARNING'S POINT-OF-VIEW ON SALES LEADERSHIP MANAGING THE PROCESS, LEADING THE PEOPLE POSITION PAPER It is an all-too-common story: a top-flight salesperson is promoted to sales manager. The organization
CODE of ETHICS & STANDARDS of PSYCHIATRIC NURSING PRACTICE APPROVED May 2010 by the Board of the College of Registered Psychiatric Nurses of BC for use by CRPNBC Registrants REGISTERED PSYCHIATRIC NURSES
Patient Flow and Care Transitions Strategy 2013-2018 Updated Introduction Island Health s Patient Flow and Care Transitions 2013-2018 Strategy builds on the existing work within the organization to address
Overview of the HLA Competency Directory The HLA Directory The Healthcare Leadership Alliance (HLA) has created the HLA Competency Directory, an interactive tool to ensure that current and future healthcare
Partnership Integrity Commitment Value A Higher Level of Consulting Services MEDITECH Consulting Services MAGIC Client / Server 6.x MEDITECH READY-Certified Consulting Firm The Cornerstone Commitment Provide
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
James B. Isaacs 1407 Lake Bonavista Drive South East Calgary, Alberta T2J 2X8 Bus. 403-215-8877 Fax 403-215-8878 e-mail: email@example.com Mr. Isaacs is a native Calgarian who has been in the public
NATIONAL GUIDELINE FOR ENGINEER-IN-TRAINING PROGRAM Table of Contents PREAMBLE...1 1 INTRODUCTION...1 1.1 Purpose of the Engineer-in-Training Program...2 1.2 Value of the Engineer-in-Training Program...3
March 2014 Wait Times for Priority Procedures in Canada, 2014 Types of Care Canadians have indicated that waiting too long for care is the largest barrier to accessing health services. 1 As a result, policy-makers
Poster Session HRT1317 Innovation Awards November 2013 Brisbane Ambulatory Service Redesign - Professional Practice Development and Patient-Centred Care Presenter(s): Roisin Dunne and Janet See Hospital
Phase I of Alberta Nursing Education Strategy Report and Working Document Results of a Key Stakeholder Forum November 9, 2005 Funding provided by Alberta Health and Wellness Alberta Nursing Education Administrators
Viewpoints from Leading Healthcare Chief Information Officers Facts, Priorities, Salaries and Advice to Future CIOs April 2009 4 CityPlace Drive Suite 300 Saint Louis, Missouri 63141 800-209-8143 Fax 314-726-0026
The Canadian Code for Volunteer Involvement: An Audit Tool Acknowledgments Volunteer Canada gratefully acknowledges the author, Liz Weaver, for her work on the original document Volunteer Management Audit:
Culture Change 5 Big Mistakes Healthcare Organizations Make Agenda 1. Trends in Healthcare 2. The 5 Big Mistakes We Make 3. Components of Culture Change 4. Quiz Results Who We Are: Lynn Godat Corporate
CHREATE: Phase Three Design and Plan John Boudreau, Ian Ziskin & Carolyn Rearick Overview This document provides the business plan for Phase Three of the CHREATE project. It contains the projects, deliverables
The Key Roles and Skills of the Client Relationship Manager. Use and reproduction is permitted with the full attribution contained on each page of this document. What are the essential roles of a Relationship
A Doctor for Every Canadian Better Planning for Canada s Health Human Resources The Canadian Medical Association s brief to the House of Commons Standing Committee on Human Resources, Skills and Social
*This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today