Training Roohullah Shabon Presentation RS

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RecommendationsFor aTraining StrategytoAssociation of Ontario Health Centres,Ministry of Health and Long Term CareAndCommunity Health Centres : 

RecommendationsFor aTraining StrategytoAssociation of Ontario Health Centres,Ministry of Health and Long Term CareAndCommunity Health Centres

Slide 2: 

Page 20 of report

Lessons Learned : 

Lessons Learned CHCs require complex training programs, have complex training audiences and have critical training goals. Simple training plans will not meet the needs of the CHCs Evaluation Framework Training was delivered with no sense of trainee needs and little to no follow up to determine the success of the training Lessons

Lessons Learned : 

Lessons Learned Training on new system functionality was severely under funded. Minimal time was devoted to process analysis and change management was dropped from the York-Med deliverables The AOHC had no one on staff for the last two years with training skills and experience. Lessons

Lessons Learned : 

Lessons Learned While there are provincial drivers and requirements in the system, there is no single provincial leadership or responsibility for training in the CHC system Training delivery has been fragmented and delivered in isolation of business goals, change management and communication plans Lessons

Business Goals, Change ManagementCommunication, Training : 

Business Goals, Change ManagementCommunication, Training Business Goals Change Management Communication Training Integration X

DISTINCTLY CHC TRAINING STRATEGY Page 29 of report

1 - Establish Strong Central Governance : 

1 - Establish Strong Central Governance Accountability framework to represent needs of all stakeholders. Responsibilities must include: Guide the creation and acceptance of the CHC vision for Training initiatives. Make binding decisions concerning issues and principles. Ensure the Training, Communication and Change Management efforts are linked and directed toward a common vision. Governance

2 - Adopt the ADDIE and CMM frameworks : 

2 - Adopt the ADDIE and CMM frameworks Both of these frameworks have been proven as best practices and have been customized for the CHC system. They should be clearly communicated to all stakeholders as the standard by which CHC training will be evaluated Best Practices

Training Framework : 

DISTINCTLY CHC Training Framework Page 21 of report

Measurement Framework : 

Measurement Framework Page 23 of report

3 - AOHC responsibility for Training : 

3 - AOHC responsibility for Training A central leader is required to ensure best practices, reduce overall costs, encourage better outcomes in data and client care, and provide implementation support for the governance committee. Responsibility

4 – Based on Business Goals, Possible Communication and Change Management Strategies : 

Change 4 – Based on Business Goals, Possible Communication and Change Management Strategies “Unfreezing, Changing and Refreezing” Problem Solving and Problem Finding Change as a “How” Problem Change as a “What” Problem Change as a “Why” Problem

4 - Perform an In-depth Assessment of each CHC : 

Assessments 4 - Perform an In-depth Assessment of each CHC Page 45 of report

Culture : 

Culture From The organization is stuck in the status quo. The few staff who understand the value of information systems are overridden by the majority, who are comfortable with the status quo. TO A sense of pride and urgency must be fostered in staff, to encourage them to want to change. Clear and consistent communication about what is coming must be supported by a number of unfreezing techniques. Possible techniques will be presented and discussed.

Leadership : 

Leadership FROM ED has a theoretical understanding of the value of information in Health Care, but has not chosen to make it a priority. TO If the ED agrees that the status quo must change, the staff must also believe that the ED’s priority has changed. Two to three activities to demonstrate that reality would be outlined here.

Knowledge Culture : 

Knowledge Culture FROM Knowledge Infrastructure – Individual verbal and written communications seem to be the primary method of sharing information. There is no visible physical or electronic support for knowledge management and research mentioned in the interviews. TO Knowledge Infrastructure – Knowledge management and knowledge sharing techniques best suited to the CHC as it currently exists will be presented here.

What Training Design Could Look Like : 

What Training Design Could Look Like Training EF1 - Intro EF2 –Data Design EF3 -Provider Sector Level Consistent Training Modules 2-3 hours each EF4 –Comm Health EF5 –Standard Reports EF6 –Custom Queries EF8 –Using EF for Mgm’t Decisions EF3 –EF in EHR

Programmes : 

Programmes EF1 - Intro EF2 –Data Design EF3 -Provider EF4 –Comm. Health EF5 –Standard Reports EF6 –Custom Queries EF8 –Using EF for Mgm’t Decisions EF3 –EF in EHR EF1 - Intro EF5 –Standard Reports EF6 –Custom Queries EF3 –EF in EHR EF1 - Intro EF3 –EF in EHR EF1 - Intro ED DMC Providers Comm Health

6 - Fund Experienced Training and Change Management Support : 

Funding 6 - Fund Experienced Training and Change Management Support 18 months – 2 years of senior support Transfer of knowledge skills to existing AOHC staff

Transferring Knowledge and Phasing Responsibility : 

Transferring Knowledge and Phasing Responsibility

Starting Point : 

Starting Point Two urgent Training Needs DMCs in support of DMC Skills Action Plan And New CHCs

ROADMAP : 

ROADMAP

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