Slide1 : Executive Training for Research Application
Formation en utilisation de la recherche pour cadres qui exercent dans la santé Smarter decisions… Stronger health system
Slide2 :
STRONG DECISIONS RELY ON STRONG EVIDENCE
Harness research-based evidence
for more informed decision-making
Slide3 : EXTRA is a fellowship program designed to train health services leaders to become even better decision makers by learning how to find, assess, and interpret research-based evidence
Slide4 : VISION
A health system in which nurses, physicians, and health service executives collaborate as teams of evidence-informed decision-makers, optimizing the health of the Canadian population
MISSION
To develop capacity and leadership to optimize the use of research-based evidence in Canadian health service organizations
PARTNERS : PARTNERS Canadian Health Services Research Foundation
Canadian College of Health Service Executives
Canadian Medical Association
Canadian Nurses Association
Consortium of Quebec partners represented by the Agence des technologies et des modes d’intervention en santé (AETMIS)
QUEBEC CONSORTIUM : QUEBEC CONSORTIUM Agence d’évaluation des technologies et des modes d’intervention en santé
Les agences de santé et de services sociaux du Québec
Association des directeurs généraux des services de santé et des services sociaux du Québec
Association des cadres supérieurs de la santé et des services sociaux
Association des gestionnaires des établissements de santé et de services sociaux
Association du personnel d’encadrement du réseau de la santé et des services sociaux
Association québécoise d’établissements de santé et de services sociaux
Collège des médecins du Québec
Fédération des médecins omnipraticiens du Québec
Fédération des médecins spécialistes du Québec
Institut national de santé publique du Québec
Ministère de la Santé et des Services sociaux du Québec
Ordre des infirmières et infirmiers du Québec
ROLES AND RESPONSIBILITIES : ROLES AND RESPONSIBILITIES Partners
Nominate members for advisory council; assist in program development, promotion, and marketing
CHSRF
Ensures overall program management and delivery
Advisory Council
Assists with strategic direction, monitoring, and final selection of fellows
ADVISORY COUNCIL MEMBERS : ADVISORY COUNCIL MEMBERS Dr. Jean Rochon, Chair and Associate expert, Institut national de santé publique du Québec, Quebec, QC
Dr. Christopher C. Carruthers, Chief of Staff, The Ottawa Hospital, and President, Canadian Society of Physician Executives
Mr. Kenneth J. Fyke, Health Policy Consultant, Victoria, B.C.
Dr. W. David Helms, President and CEO, AcademyHealth, Washington, D.C.
Dr. Édouard Hendriks, CEO, Regional Health Authority 4, Edmunston, NB Dr. John Horne, Adjunct Professor, School of Health Information Science, University of Victoria, B.C.
Dr. Judith Kazimirski, Vice President Medicine, Capital District Health Authority, Halifax, N.S.
Ms. Wendy Nicklin, President and CEO, Canadian Council on Health Services Accreditation, Ottawa, ON
Dr. Judith Ritchie, Associate Director for Nursing Research, McGill University Health Centre, QC
Mr. John Vogelzang, President and CEO, David Thompson Health Region, Red Deer, AB
WHO SHOULD APPLY? : WHO SHOULD APPLY? Nurse, physician, and other health service leaders and executives
Mid-career senior health service executives in a position to create evidence-informed change
Work in organizations directly delivering health services
Typical job titles: CEO, vice-president, chief operating officer, and chief of nursing or medicine
WHY APPLY? : WHY APPLY? Professional benefits
Gain skills to find, assess, apply research
Play a leadership role to create cultural change
Access top-flight faculty, recognized experts
Develop collaborative working relationships with physicians, nurses, and other health executives
Join a network of like-minded health professionals
Slide11 : Health organization benefits
Improved patient care and outcomes
Introduce and manage change effectively
Learn from other organizations, share problems and solutions
Slide12 : Health system benefits
Improved overall quality, effectiveness of Canadian healthcare system
LEARNING MODEL : LEARNING MODEL “Blended” learning experience
Focus on applying classroom learning to real management issues in the workplace
Program is committed to developing, maintaining an adult learning approach
Responsive to participants’ needs
Aware of participants’ considerable existing skills and knowledge
LEARNING OBJECTIVES : LEARNING OBJECTIVES Demystify research-based evidence
Enhance research literacy
Learn to use research-based evidence to facilitate change management
Refine leadership skills to develop a culture of evidence-informed decision-making
IMPLEMENTING AN EVIDENCE-INFORMED CULTURE REQUIRES… : IMPLEMENTING AN EVIDENCE-INFORMED CULTURE REQUIRES… Better interpretation, increased use of research-based evidence
Management ability to exert demand, interact with research communities
Development of knowledge as strategic asset in healthcare organizations
PROGRAM FORMAT : PROGRAM FORMAT Five core program components:
Away-from-home residency sessions
Intervention projects undertaken in fellows’ home organizations
Educational activities between residency sessions
Network-building
Post-program support and activities
CURRICULUM FRAMEWORK : CURRICULUM FRAMEWORK Module One (John N. Lavis)
Promoting the use of research-based evidence in healthcare organizations
Strategies to promote use of research and evidence
Political factors, policy influence on use of research and evidence
Strategies for managing politics and policy
Linking the nature of evidence and its application in organizational decision-making
Slide18 : Module Two (David L. Streiner)
Demystifying the research world
How research is designed and conducted
Identification, assessment, and exploitation of evidence sources
Definition, potential, and shortcomings of evidence-informed decision-making and policy
Current trends in research policies, their implication for health organizations
Credibility of fellows in their roles as research advocates
Slide19 : Module Three (Terry Sullivan)
Becoming a leader for the use of research-based evidence in healthcare organizations
Leadership issues related to the role of research advocates
Personal capabilities required of a research champion
Dealing with issues of inter-professional collaboration
Communication and diplomacy skills
Slide20 : Module Four (Karen Golden-Biddle)
Using research-based evidence to create and manage change
Influence of organizational cultures, politics on design and application of research and evidence
Applying concept of communities of practice to assess dynamics of evidence use in organizational context
Identifying incentives to encourage research implementation
Slide21 : Module Five (Marcel Villeneuve)
Sustaining change in an organizational context
Exemplary cases of evidence use
Validity of strategies developed in other organizational contexts
Fellows’ organizational strategies for promoting research use
Strategies for integrating knowledge management and performance management functions in fellows’ health organizations
Slide22 : Module Six
Synthesis of themes, intervention projects, and plans for maintaining a “community of practice” network
A week dedicated to the presentation of fellows’ intervention projects along with their CEOs
Develop strategies for post-program learning and interaction among fellows
Slide23 : Horizontal Module (Robert Hayward)
Health Information Management (HIM) Module
HIM topics integrated across all the modules focus on:
Health information literacy and skills
Organizational information management
Personal information management
Evidence information management
Acquisition and synthesis
Decision support management
Online collaboration skills
SUPPORT TEAM FOR FELLOWS : SUPPORT TEAM FOR FELLOWS Organizational sponsor to facilitate and support in fellows’ home settings
CEO’s participation in part of residential program to facilitate project implementation
Mentoring team:
Academic expertise to provide curriculum advice, assist with the design of the intervention project
Decision-making expertise to help with implementation of intervention project
THE EXTRA MENTORING MODEL : THE EXTRA MENTORING MODEL Regional “pools” of mentors
Mentors include research experts and decision makers
Mentors are matched with fellows to form mentoring team
Regular check-in points, assessment of fellows’ progress
ORGANIZATIONAL COMMITMENT : ORGANIZATIONAL COMMITMENT Time for coursework
Promotion of evidence-informed decision-making
Dissemination of learned lessons
Problem resolution
Executive participation
Commitment to implementation
Financial contribution
FELLOW SELECTION PROCESS : FELLOW SELECTION PROCESS Conducted by EXTRA advisory council
Applications reviewed are assessed on:
Quality of the applicant
Home organization support
Intervention project proposal
FELLOW SELECTION : FELLOW SELECTION Advisory council assesses candidates’:
Demonstrated interest in, vision for the fellowship
Educational background and experience
Ability to influence a significant scope of activities within the organization
Ability to collaborate across disciplines and professional groups
Demonstrated or potential leadership ability
Career path and professional development
2004 EXTRA FELLOWS : 2004 EXTRA FELLOWS
2005 EXTRA FELLOWS : 2005 EXTRA FELLOWS
2006 EXTRA FELLOWS : 2006 EXTRA FELLOWS
COMMUNITY OF PRACTICE AND POST-PROGRAM ACTIVITIES : COMMUNITY OF PRACTICE AND POST-PROGRAM ACTIVITIES Building of a CoP regrouping all fellows around a shared interest: leadership for evidence-informed management in health systems
Dissemination activities building on the experience and learning gained through the intervention projects
EXTRA fellows identified as leaders in the field
ACCREDITATION : ACCREDITATION Successful completion will earn fellows a program diploma
Canadian College of Health Service Executives offers certification
Fellows are able to accrue continuing education credits
Slide34 : One application. A two-year fellowship. A lifetime of benefits.
www.chsrf.ca/extra The EXTRA program was set up with a grant from Health Canada. The views expressed herein do not necessarily represent the views of Health Canada.