CHSRF EXTRA

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 ANDPOST-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.