Ultimate Blogging Championship

Tag: Leadership Development

  • Annual AFHTO Leadership Session Reports

    Every year, leaders from AFHTO member teams (board members, EDs/Admin Leads, and lead MDs/NPs) meet in advance of the annual conference. Below are links to past leadership session reports, along with the leadership themes from each year’s conference.

    2018 – Addressing Mental Health and Addictions Needs in Primary Care

    • In this year we partnered with the Canadian Mental Health Association, Ontario, and co-designed a session to focus on mental health and primary care integration. Leaders from the CMHA chapters across the province  joined us  –  leaders in primary care – to discuss how both sectors can work more closely together to ensure patients receive timely access to care. The session was kicked off by our CEO, Kavita Mehta, and Camille Quenneville, CEO of the CMHA, Ontario. There were group discussions, followed by break-outs by region. We addressed the question “How do we ensure that we provide seamless care for our patients and create a well integrated system of care.” From this discussion, we took away action items to help teams be leaders in local change, as well as a set of recommendations to provide policy makers. Ministry officials also joined the discussion.

    2017- The Way Forward: Care Coordination Being Led by Primary Care

    • This year’s focus for the Leadership Triad Session was on care coordination and building primary care as the foundation of the health care system, such that more Ontarians have access to comprehensive primary care and coordination of care through primary care teams. Given the Minister’s LHIN mandate letter from May 1 2017 “to develop and implement a plan with input from primary care providers, patients, caregivers and partners that embeds care coordinators and system navigators in primary care to ensure smooth transitions of care between home and community care and other health and social services as required”, we believe care coordination to be a relevant and timely topic for both LHIN and AFHTO leaders.

    2016: Tackling the big issues: relationship and accountability questions in Ministry contracts

    • The objective of this leadership session was to find common ground and guide AFHTO’s position on particularly challenging issues related to the FHT contract, as informed by membership consultation over the preceding summer. Major themes were: standardizing FHT contracts; fostering teamwork and defining the”team”; defining the “population” for which governors are accountable, defining minimum standards of governance/addressing conflict of interest; and accountability and dispute resolution.

    2015: Leading Primary Care through the Next Stage

    • This Leadership Session was designed to identify issues and shape the direction to be taken by this sector, supported by the advocacy, networking and knowledge-sharing made possible through AFHTO. This year, the session focused on the question of a population-based approach to primary care.

    2014: Toward the Next Ministry Contract

    • This Leadership Session was part of a comprehensive process of working with AFHTO membership to identify the key principles to guide the journey toward more mature relationships, including contracts that support high-quality comprehensive interprofessional primary care. The report summarizes the outcomes of the entire process, including the leadership session.

    2013: Leadership in Health Care for Ontarians

    • Summarizes the key messages and insights into primary care leadership gleaned from the AFHTO 2013 Conference – including the Leadership Session, concurrent sessions within the leadership theme, and plenary sessions.

    2012: Priorities, Goals, and Actions

    • Leaders delved into the question of “How do we continue to build a stronger primary care foundation and work in a more integrated manner within the LHIN to ensure coordinated and seamless care for our patients?” The resulting Priorities, Goals and Actions report  lists the priorities and cross-cutting themes that emerged across all LHIN groups and documents the priorities, goals and short-term actions identified by the leaders from each LHIN.

  • Executive Director Advisory Council – Updates to AFHTO members

    Since March 2013, the Executive Director Advisory Council (EDAC) provided a mechanism for AFHTO member executive directors to surface operational issues, to be a sounding board on operational matters, and to give advice to the AFHTO board and staff as needed on these matters.

    EDAC was dissolved in spring 2019 and merged with the Board Chair Leadership Council and the Physician Leadership Council to form the AFHTO Leadership Council.

     

    Past Updates to AFHTO members:

  • NPLC Leadership Council – Updates to AFHTO Members

    All NPLC member organizations meet with AFHTO staff and board representative(s) on a regular basis to bring operational challenges to light, be a sounding board on a wide variety of issues, and give advice to the AFHTO board and staff as needed on these matters.

    Contact improve@afhto.ca to learn more.

     

    Updates from the NPLC Leadership Council

  • Case Studies: Fostering FHT-Physician Teamwork

     

    Project Purpose Common Themes of Success Case Studies Collaboration Resources

    Project Purpose

    The purpose of the following case studies is to support the provision of high quality, patient-centred care by fostering FHT-physician team work and collaboration amongst primary care organizations within AFHTO’s membership. Research evidence suggests that primary care is most effective when there is a long-term, continuing relationship with physicians and/or nurse practitioners, working as full collaborators in an interprofessional team. However, the majority of current FHT-physician relationships are based on loose partnerships and reliant on the ‘goodwill’ of each party.

    Introducing mutually beneficial and adaptable tools such as relationship frameworks, memorandums of understanding (MOUs), or contracts may facilitate a clearer understanding and alignment of duties, roles and responsibilities; demonstrate appropriate attention to risk management considerations; and promote team culture and excellence in team performance.

    In February 2017, AFHTO put out a call for volunteer FHTs to share their approaches to collaboration between physician groups or individual physicians and the FHTs. Specifically, FHTs were asked to share whatever tools/policies/documents/contracts/frameworks they leverage to encourage collaboration and FHT-physician team work. Seven FHTs responded and the executive directors were interviewed. Case studies were developed based on four FHTs and their lead physicians were also interviewed. The four case studies were selected to showcase the variation and unique approaches teams can utilize to foster FHT-physician partnerships.

    No one single model can be effectively replicated across all FHTs; the intent of the case studies is to prompt FHT Boards to have open discussions with their physician groups on possible mechanisms to enhance working relations and support team harmonization in a mutually beneficial manner. The FHTs interviewed included:

    • East GTA FHT, Toronto
    • North York FHT, North York
    • Northeastern Manitoulin FHT, Manitoulin Island
    • Peterborough FHT, Peterborough
    • Queen Square FHT, Brampton
    • Thames Valley FHT, Southwest Ontario
    • Village FHT, Toronto

    Common Themes of Success

    There were several themes that emerged as common to all FHTs interviewed.

    Leadership Engagement Education Breaks Down Barriers Consistency Cultivates Collaboration

    Leadership

    Leadership approach and influence were overwhelmingly the strongest factors determining the strength of relationships within FHTs. The “Leadership Triad”, comprising the FHT Executive Director, the FHO(s) Lead Physician acting on behalf of the FHO(s), and the Board Chair, sets expectations and influences culture. Each organization interviewed identified solutions that fit their context and needs to support collaboration between physicians and the FHT. Ultimately, all are working to influence a collaborative organizational culture. Rigorous leadership structures and clearly defined expectations with supporting documentation aids physicians, integrated healthcare professional (IHP) staff, administrators and executives to feel supported, understand expectations, and act appropriately within the context of the FHT.  Whenever possible it is best to develop shared documents/ agreements/ policies/ etc, to aid in unifying the partnership.

    Engagement

    Another common theme was the importance of engagement of all interested parties when change is required. Change may include the development of a process or directive, creation of a contract or relationship framework, any kind of reorganization, addition of a new FHO to an FHT, etc. Most people are uncomfortable with change at some level and this discomfort is increased when the reasons for change are not effectively communicated or understood. This theme was addressed from various angles. One interviewee from a large FHT shared that when a FHO expresses interest in joining a FHT, it is important to do the due diligence and ensure that all physicians are on board. Taking the time to educate physicians on what they can expect and what will be expected of them will ultimately save time for everyone and start the relationship on smooth ground. Another example of engagement was the development of an FHT-physician contract. By encouraging substantive input and feedback at various stages of the development process, individual physicians and FHO groups had the opportunity to ask questions and understand the elements and benefits of the contract for all parties. When people are included in the reasons and need for change, they are much more likely to buy-in and support the change.

    Education Breaks Down Barriers

    When introducing change, many FHTs reported that they have found it beneficial to actively educate stakeholders in the language and reasons behind the change. As an example, when North York FHT was developing its Physician Contract, many physicians were uncomfortable with some of the legal language. Once that language was explained and the ramifications clarified, the discomfort went away and physicians came to favour the contract.

    Consistency Cultivates Collaboration

    When groups have a common goal and a clear understanding of how each contributes to the success of reaching it, it is much easier to work together to reach the goal. From an FHT perspective, medical directives are an excellent example of documentation that reinforces consistency of action and collaboration in best serving the patient. Medical directives clearly define scope of action for involved practitioners. Everyone understands who does what and over time they come to trust that colleagues will act in a consistent and collaborative manner.

    Case Studies

    North York Thames Valley Queen Square Northeast Manitoulin

    Case #1: North York Family Health Team

    Location: North York Region

    Demographic: Large urban

    FHT Context: Formal Physician Contract 

    Case Summary: The North York Family Health Team (NYFHT) is a large, urban, multi-site academic/community FHT that has to deal with the challenges of an expansive organization. The Physician Contract, as part of a Board policy, is a signed agreement that communicates a clear understanding and alignment of duties, roles and responsibilities between the individual physicians and the FHT. Designed to be a neutral grounding document to support both parties and to align with the Board’s strategic direction and NYFHT bylaws, the development of the Contract created an opportunity to: enable more efficient provision of NYFHT Services; facilitate clear understanding and alignment of duties, roles and responsibilities; and, demonstrate appropriate attention to risk management considerations, e.g., PHIPA.

    Case #2: Thames Valley Family Health Team

    Location: South-west Ontario

    Demographic: Large rural and urban FHT

    Context: FHO-FHT Relationship Framework 

    Case Summary: The Thames Valley Family Health Team (TVFHT) is a very large FHT that spans both urban and rural catchment regions. As the FHT grew, they found that there was a significant range of expectations and motivation among FHOs and individual physicians for joining the FHT. The Relationship Framework was created to document a common understanding of roles and requirements of physicians and their staff, the FHT and its staff and executive, and the Board of Directors. Because the Relationship Framework is not signed, it does not have legal weight; rather is used as a reference document to set expectations, reinforce consistency and address challenges as they arise.

    Case #3: Queen Square Family Health Team

    Location: Brampton

    Demographic: Small suburban FHT

    Context: Common Planning Approach 

    Case Summary: Queen Square Family Health Team (QSFHT) believes in sound organizational structure and communication through the use of medical directives, policies, and procedures to support physicians and IHPs in their respective roles. New documents are created through a common planning approach. When expectations and accountabilities are clearly outlined, all clinicians understand their roles and are empowered to act with confidence. Consistency of practice creates trust; trust drives collaboration.

    Case #4: Northeast Manitoulin Family Health Team

    Location: Manitoulin Island

    Demographic: Small Northern FHT

    Context: Close Working Relationships 

    Case Summary: The Northeastern Manitoulin Family Health Team (NEMFHT) is a northern Ontario FHT. It encompasses a Rural and Northern Physician Group Agreement (RNPGA), managed by the Little Current Medical Association (LCMA), which consists of a small, tightly-knit group of physicians and staff who have worked together to serve the region for a long time. Upon establishment, the FHT was mindful of this existing close working relationship and was careful to maintain this dynamic of trust and collaboration. The FHT executive worked to reinforce this dynamic, and integrated new FHT staff slowly and purposefully to address identified gaps and needs in services to better deliver care to the community.

    Collaboration Resources

    The following templates represent documents or processes employed by the FHTs interviewed for this project. Feel free to adapt or alter these as necessary to fit the needs or your FHT.

    Memorandum of Understanding Relationship Framework Accountability Management System Vision and Values Service Level Agreement

    Memorandum of Understanding

    A Memorandum of Understanding (MOU) describes a bilateral or multilateral agreement between two or more parties. It expresses a convergence of will between the parties, indicating an intended common line of action. The MOU provides documentation that demonstrates the parties have consulted upon and coordinated the responsibilities of their agreed activities. The following elements may be considered when constructing an MOU:

    • Describe each partner
    • State the purpose of the MOU
    • Clearly describe the agreed upon roles and responsibilities each party; roles and responsibilities should align with project goals, objectives and target outputs of the collaboration
    • Identify the staff (by position) responsible for completing specific responsibilities
    • Describe how the collaboration/partnership benefits the project
    • May describe resources each party contributes to the endeavour, for example, time commitment, in-kind contributions, grant funds, office space, staff, training,
    • May include a statement about which party accepts full responsibility for the performance of the collaboration

    The MOU must be signed by all parties. Signatories must be officially authorized to sign on behalf of the parties and include title and agency name. Click here to download a customizable MOU template [MS Word Document]. Example: North York FHT has created a Physician Contract [PDF] that is a signed agreement which communicates a clear understanding and alignment of duties, roles and responsibilities between the FHT and its associated physicians. Designed to be a neutral grounding document to support both parties, the Contract is meant to clarify FHT and physician responsibilities; create standardization of policies and procedures across sites; address PHIPA and facilitate the sharing of data; guide conflict resolution; and meet legislation and accountability.

    Relationship Framework

    The Relationship Framework [PDF] was created by the Thames Valley FHT as a means to describe the expectations and requirements of physicians and their staff, the FHT and its staff and executive, and the board of directors. The Framework includes corporate accountabilities; accountabilities for affiliated physician groups; comments on funding agreements; commentary on patient-centred care, medical professionalism and behavioural standards; and a conflict resolution process. Because the Relationship Framework is not signed, it does not have legal weight; rather is used as a reference document to set expectations, reinforce consistency and address challenges as they arise.

    Accountability Management System

    Queen Square FHT has developed a common planning approach supported by a program planning tool called the Accountability Management System, which serves as a template framework to guide the development process of medical directives, programs, procedures, etc. and create standardization across documentation. QSFHT’s aim was to create a framework that outlines the structure and process regardless of the task at hand. The Accountability Management System is a web-based tool which incorporates common themes of Goals, Services, Objectives, Outcomes and Indicators. It simplifies and clarifies the development process and reduces the barrier to address gaps in a timely manner, as they are identified. The Accountability Management System is an enabler for collaborative work, so that the different providers are clear on program plans, and there is a common language/reference to facilitate the collaboration. Click here to access a sample document created according the Accountability Management System [PDF].

    Vision and Values

    A sample Vision and Values [PDF] has been provided by East GTA FHT. The Vision and Values are the foundation of the organization and its culture, and are taken seriously. They are leveraged during the hiring process to ensure that each successful candidate understands and is committed to uphold them, as cultural fit is a top priority at East GTA FHT. East GTA FHT acknowledges the importance of its Vision and Values through incorporation into it By-Law No. One: A By-law relating generally to the conduct of the affairs of the East GTA FHT Governance.

    “Without limiting the generality of the foregoing, the Board’s key functions are… (b) to help develop the Corporation’s vision and values, and to participate in generative discussion;”

    “The Chair shall… iv. in collaboration with the Lead Physician and Executive Director, champion the vision and values of the Corporation;”

    “The Lead Physician shall… v. in collaboration with the Chair and Executive Director, champion the vision and values of the Corporation;”

    East GTA GHT’s Executive Director, Sudin Ray, elaborates on that; “A shared set of values help the FHT to deal with conflict, as it happens and when it happens”. The shared values have been used a few times as a foundational document by the Board to deal with infractions in early years, both at the FHT level as well as with the sister FHOs. Having a set of values is not that difficult to establish; East GTA FHT finds the real challenge to be creating a culture that embraces these values in the day to day affairs of the corporation, as this requires commitment and hard work.

    Service Level Agreement

    Peterborough FHT was a first-wave FHT and still operates using flow through transfer payments. They provided a sample Service Level Agreement [PDF] that they find useful in defining responsibilities and tasks that are required by the FHT and FHO throughout the year in exchange for monthly funds flowed through to the FHO. The completion of these tasks allows the FHT to meet their requirements per the funding agreement with the Ministry of Health and Long-Term Care as well as legal requirements as the employer of the FHT Interdisciplinary Health Professionals.

  • Navigating Change Through Strengthened Leadership: Regional Governance Workshops

    Primary Care is in a period of transition, and FHT/NPLC leaders across the province are asking what we can we be doing now to prepare for the future.

    To address this question, AFHTO facilitated Governance & Leadership workshops in 13 of the 14 LHIN regions. These focused on strengthening governance practices, understanding the current primary care landscape, and encouraging generative conversations within boards to help us collectively prepare for change in our primary care system.

    In these sessions, we observed was that there are many primary care leaders who are motivated to help in the transformation of the health system and ensure that it remains grounded in primary care, as is the intent of the Patients First legislation. While there is a tremendous amount of great work occurring across the province, there also remains plenty of opportunity for improvement.

    AFHTO will continue to monitor each LHIN region as Patients First implementation gets underway and share successes and challenges so we can learn from each other and encourage a level of provincial consistency where needed.  The summary below provides key take-aways from the regional workshops and highlights potential areas of focus for FHT/NPLC leadership.

    Strengthening Governance Practices Engage in strategic and generative discussion at the board. Establish a culture of quality and patient safety. Bring the patient voice to the board!
    Engage with other teams and HSPs in LHIN sub-regions. Keep building relationships with the LHIN. Manageable, Meaningful Measurement Workshop Materials

    Strengthening Governance Practices

    Engage in strategic and generative discussion at the board

    • Consider implementing a ‘consent’ agenda – to allow more time for the board to engage in strategic and generative discussion
    • ‘Flip’ your agenda – start each meeting with a generative question to enhance the dialogue, and leave standard items and reports until the end.

    Establish a culture of quality and patient safety

    • Does your team have a culture of quality? Transparency? A just culture?
    • Assess your team culture with tools and surveys from Accreditation Canada or Imagine Canada; incorporate culture questions in staff surveys.
    • Consider having physicians sign off on the QIP to improve collective buy-in and encourage a team culture of quality.
    • Consider implementing monthly “Doing It Better” rounds to review “good catches” (a.k.a. “near misses”). This supports a commitment to transparency and establishing a just culture.

    Bring the patient voice to the board!

    Engage with other teams and HSPs in LHIN sub-regions

    • Consider establishing board-to-board relationships.
    • Adopt a “soft” approach, such as a jointly-held education day on privacy, Medical Assistance in Dying legislation (MAID), or collaborate on your QIPs.
    • Ask your LHIN about opportunities to bring boards together!

    Keep building relationships with the LHIN

    • Get involved to ensure the primary care voice is heard!
    • Encourage physician leaders to apply for the sub-region clinical lead positions.
    • Invite LHIN leaders to attend regional ED meetings. Possible areas of focus may include:
      • Supporting the sub-region clinical leads – finding ways to inform, consult, and collaborate with them to identify and promote a shared agenda.
      • Integrating care coordinators into primary care
      • Opportunities/education/training for clinical Leadership
      • Quality Improvement – leveraging D2D and QIDSS support
      • Capacity Assessment Framework – each LHIN is required to complete this framework – and we need to provide primary care input!

    Manageable, Meaningful Measurement

    • Align your QIP with your strategic plan or D2D
    • Think about participating in D2D if you haven’t already. This is our opportunity to lead primary care performance measurement.
      • Ask your board if they would be willing to remove the anonymity in D2D.
      • Please see (and share!) the handouts linked below for more information about D2D
        • What is D2D, and Why? This primer introduces D2D, summarizes the steps to participate, and gives links to some resources you may find helpful.
        • D2D 4.1 Results: A summary of the results from the last iteration of D2D – highlights on the front page, with more details on the reverse.
        • D2D 4.1: LHIN-Specific Summary: A breakdown of D2D 4.1 performance by LHIN region.
        • Quality/Cost Relationship: More information about the relationship between cost and quality, and about the Quality Roll Up indicator.

    Workshop Materials

       

  • AFHTO ED Mentorship Program

    AFHTO’s Executive Director Mentorship Program connects experienced EDs with new EDs who feel they would benefit from the support of a mentor. 

    Executive directors and admin leads play a key role as leaders, facilitators, and links within their teams and across their communities, with their peers, staff, physicians, boards, patients, and other system leaders. Mentoring is about supporting people to develop into their role, and this mentorship program is in place to help leaders in primary care teams excel.

     

    ED Mentorship Program Overview

    New executive directors tell AFHTO when they would benefit from this program and if there are specific areas in which they need guidance or support. This helps with mentor-mentee matching. We also make every effort to match EDs whose teams work in similar environments, taking into consideration geography, size, governance structure, academic or Francophone status, and other characteristics that reflect the diversity of teams.

    EDs then decide frequency of meetings and communication. While there is no timeline on a mentorship program, EDs tend to work together for six months to a year. While formal mentorship rarely goes longer, the EDs tend to stay in touch from the relationships they build.

     

    Benefits of the ED Mentorship Program

    Benefits to Mentors Benefits to Mentees
    • Being part of a solution to build capacity for leadership in primary care
    • Pleasure of giving back and passing on skills, knowledge and wisdom
    • Satisfaction of enhancing a mentee’s understanding of the primary care team workplace
    • Heightened profile within their workplace
    • Coaching practice and leadership skills
    • Heightened self-awareness
    • Access to wisdom and expertise in a confidential safe relationship
    • Opportunities for self-assessment
    • Greater understanding of current business practices
    • Introduction to business networks and related supports

    What we have heard is a testament to the strong leaders in our membership. Mentees agree that their mentors are knowledgeable and able to provide needed support and guidance. Mentors tell us that their mentees are happy to receive input and guidance; willing to self-evaluate; and open to applying a mentor’s insights to their own situation. 

    Here is a sample of what the participants have said:

    • “My mentor is awesome, very helpful! She provides amazing support.”
    • “My mentor is very knowledgeable and easy to work with. She always makes time to answer questions and provide guidance when required.”
    • “I would suggest having a mentor work with all new EDs when they come onboard.”
    • “I can learn as much from my mentee as she can from me. Seems to be working for both of us.”

     

     

    Resources for ED mentors and mentees

    The materials are available to assist our ED mentors and mentees in defining and developing the mentoring relationship.

    The program launched in February 2016 with an orientation webinar for ED mentors, presented in partnership with the Centre for Effective Practice (CEP).

     

    More Information

    Interested in becoming a mentor or a mentee? Please contact info@afhto.ca

  • Leading Primary Care through the Next Stage: Leadership Session summary of proceedings (Oct. 28)

    The results of the AFHTO Leadership Session held on October 28, 2015, immediately before the AFHTO conference, are presented for your review. This report summarizes what we heard from these members – approximately 200 Executive Directors, Lead MDs/NPs, and Board chairs/members – and ties in related comments and observations from members throughout the conference. The Leadership Session was designed to identify issues and shape the direction to be taken by this sector, supported by the advocacy, networking and knowledge-sharing made possible through AFHTO. This year, the session focused on the question of a “population based approach to primary care”.  What came out from our members is a clear readiness to tackle the challenges that await us and there is significant caution about how change is implemented.  Most importantly members want:

    • To be heard. Members are ‘skeptically optimistic’ regarding closer LHIN alignment; they want thoughtful consideration and adequate consultation with FHTs/NPLCs.
    • To be valued. Primary care is the foundation of a sustainable health system; policy, planning and resourcing need to strengthen this foundation.
    • To be supported to succeed. Above all else, sufficient funding is needed to stabilize the workforce and ensure sufficient capacity to deliver quality care. IT infrastructure and EMR connectivity are also in need of further development.

    This report will be used to guide AFHTO’s advocacy and member services – with increasing focus on advocacy with LHINs in addition to the Ministry – to ensure our members get the support and resources they need to navigate the changes ahead. AFHTO members are welcome to send further comments and ask questions at any time:

    • Regarding advocacy work, to CEO Angie Heydon.
    • Regarding the governance and leadership of FHTs/NPLCs, to the Provincial Lead for the Governance and Leadership Program, Bryn Hamilton.
    • Regarding AFHTO’s work to advance measurement capacity, to the Provincial Lead for the Quality Improvement Decision Support Program, Carol Mulder.

  • Executive Director Resource Toolkit

    Executive Director Resource Toolkit [PDF] (Updated in 2019) In collaboration with The Osborne Group, members of the former Executive Director Advisory Committee, and work group, AFHTO has developed this very thorough toolkit to orient new EDs of teams to their role and provide all EDs with easy access to a comprehensive collection of tools, resources and templates that will help you manage the organization effectively. The Toolkit can be used:

    • As an orientation guide for new Executive Directors
    • As a support for current Executive Directors
    • As an educational tool to help explain the scope of the Executive Director role
    • As a resource for team boards as they hire, orient and oversee the ED role.

    The material is organized as follows:

    1. Introduction to Family Health Teams and Nurse Practitioner-led Clinics
      1. Explore topics like physician practice models and relationships to FHTs, Medical consultants to NPLCs
    2. Key information about the role of the Executive Director
      1. Learn your role with your Board and the Ministry
      2. Understand: financial planning; operational planning; legislative compliance; program planning & QI; Human resources; community relationships; Risk Management
    3. Resources, tools, templates and sample documents

    Hyperlinks in the text will take you to relevant sample tools, suggested references and related information. In addition, AFHTO is committed to building a robust repository of resources for EDs on the website as part of an ongoing area of work. We encourage all EDs to share existing tools/policies/templates by adding them to our existing repository of sample organization policies and procedures.

     

    Looking for more Governance and Leadership Tools & Resources? Click here to explore more.

  • AFHTO 2013 Conference – Leadership and Governance for Quality

    Theme Description: The primary care sector is at the centre of transformational change in Ontario. FHTs are faced with an increased need to be accountable to patients and the ministry for providing excellent quality care to their communities. Presentations in this category will focus on how FHT leaders are developing the skills, structures, processes, relationships and culture to govern effectively and advance quality in all its dimensions. This includes the board’s role in developing, implementing and monitoring quality improvement plans and overall performance. A1 – Reflections on Board Development Thames Valley Family Health Team having  had more than 6 years of experience in evolution of its Board from a steering committee working on a proposal, to a policy Board fully engaged in their Governance role. This presentation will describe this journey, with particular focus being on the sharing of the tools and templates that we have found and/or developed to support a high level of functioning as a Board. B1 – Effective Governance for Quality and Patient Safety in Primary Care in Ontario This study examines and identifies the governance structures and processes, which enable quality and safety of care in effectively governed primary care organizations in Ontario. C1 – Integrating a Critical Incident Reporting Framework into your FHT This presentation will outline our academic family health team’s on-going journey to develop a critical incident reporting framework and how it fits into our broader quality improvement and patient safety framework. D1 – Identifying opportunities for QI Planning in Primary Care Identifying Opportunities for QI Planning in Primary Care – This session is designed to support primary care teams in the process of identifying and prioritizing quality improvement opportunities. E1 – Strengthening the Leadership Triad:  The critical partnership of Board Chair, Lead Physician and Executive Director A survey of FHT specific challenges around effective governance and a discussion of strategies to meet those challenges. F1 – Effective Governance in Primary Care and F1 – Quality Improvement Plans Year 1: A Giant Step Forward Share key observations from QIPs submitted by primary care organizations in year 1 (HQO). Illustrate how QIPs can be used to support shorter and longer term improvement planning (HQO). Discuss leadership and governance role in supporting the development of QIPs and driving improvement (CPSI)

  • Leading For Change

    AFHTO 2011 Conference Presentation Steven Lewis, well-respected Canadian health policy consultant, opened the Leadership Program with his thoughts on the future of family health teams in Ontario.  To access his presentation slides, please click here. Steven Lewis’ knowledge and analysis of health integration issues across Canada make him a valuable resource for Ontario’s Change Foundation and the province. Based in Saskatoon, Steven was recently a Visiting Scholar at Vancouver’s Simon Fraser University, where he also works as an adjunct professor. He has headed a health research granting agency and spent seven years as CEO of the Health Services Utilization and Research Commission in Saskatchewan. He has served on various boards and committees, including the Governing Council of the Canadian Institutes of Health Research, the Saskatchewan Health Quality Council, the Health Council of Canada, and the editorial boards of several journals, including the newly launched Open Medicine. His published work covers topics such as reforming and strengthening medicare, improving health-care quality, primary health care, regionalization and integration, and the management of wait times. Click here to view presentation.