Subject(s)
Cancer Care Facilities/organization & administration , Delivery of Health Care, Integrated/organization & administration , Neoplasms/prevention & control , British Columbia/epidemiology , Health Policy , Health Services Accessibility , Humans , Incidence , Information Management , Neoplasms/epidemiology , Neoplasms/therapy , Organizational Innovation , Palliative Care , Quality of LifeABSTRACT
In the light of fundamental changes in the delivery of health and social services in Canada, hospital governance must be concerned with protection and enhancement of the organization on behalf of the owner (i.e., taxpayer) as well as accountability to the community it was established to serve. Based on a review of current literature, the authors suggest that the roles and responsibilities of a hospital board entail seven major activities: establish the mission, philosophy and future directions of the institution; choose and evaluate the chief executive officer; establish the ethical principles for the organization; ensure high quality care and services; attract resources to the institution and ensure their effective use; integrate the organization with its environment; and undertake its own self-evaluation, education and development. To play these roles effectively, hospital boards will need to develop more direct links with their communities and learn to share decision making with them.
Subject(s)
Governing Board/organization & administration , Hospitals, Voluntary/organization & administration , Social Responsibility , Canada , Chief Executive Officers, Hospital , Community-Institutional Relations , Ethics, Institutional , Organizational Objectives , Quality Assurance, Health Care/organization & administration , Role , Self-Evaluation ProgramsABSTRACT
Although the principles and process for developing a strategic plan are well established, little information exists on how organizations can implement these plans. The authors developed a framework and methodology for The Ontario Cancer Institute/Princess Margaret Hospital that connects the implementation of the strategic plan with resource allocation and the budget; thus, the budget is a quantified expression of the strategic plan. To accomplish this, a specific cycle of events leading to the development of a corporate calendar was undertaken, which results in the establishment of the annual budget.
Subject(s)
Cancer Care Facilities/organization & administration , Hospital Planning/organization & administration , Health Plan Implementation , Ontario , Organizational Innovation , Organizational Objectives , Planning Techniques , Program Evaluation , Time FactorsSubject(s)
Anesthesia Department, Hospital/standards , Anesthesia/adverse effects , Hospital Departments/standards , Quality Assurance, Health Care/organization & administration , Risk Management , Anesthesia, Obstetrical/adverse effects , Anesthesia, Spinal/adverse effects , Female , Headache/epidemiology , Hospital Bed Capacity, 500 and over , Humans , Manitoba , Nervous System Diseases/epidemiology , Paresthesia/epidemiology , PregnancyABSTRACT
In the majority of Canadian hospitals, medical personnel planning is seldom a part of the strategic plan, and the total impact of physician appointments is rarely assessed. By developing a physician impact analysis, the Health Sciences Centre in Winnipeg has attempted to pinpoint key elements associated with physician appointments, such as the impact on financial and physical resources. This development process has been an ongoing one, however, as the institution faced new situations. Because interrelationships between a teaching hospital and faculties of medicine are multifaceted, implementation of the physician impact analysis process allows a better understanding of the impact of medical personnel recruitment on hospital services, on behalf of both parties.
