ABSTRACT
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
The plan to rebuild The Princess Margaret Hospital (PMH) on University Avenue in Toronto has provided several opportunities for institutions in the area to share programs and services. The PMH planning process has raised questions about the factors that influence the development of shared services plans, and the organizational and management challenges posed by such plans. This experience suggests 13 principles to develop effective shared services.
Subject(s)
Hospital Design and Construction , Hospital Planning/organization & administration , Hospital Shared Services/organization & administration , Decision Making, Organizational , Interinstitutional Relations , Methods , Ontario , Planning TechniquesABSTRACT
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)
Health Facilities , Health Facility Merger , Multi-Institutional Systems/organization & administration , Catholicism , Governing Board/organization & administration , Hospital Bed Capacity, 500 and over , Hospital Restructuring , Humans , Medical Staff, Hospital/organization & administration , Models, Theoretical , OntarioSubject(s)
Hospital Administration/trends , Planning Techniques , Models, Theoretical , Ontario , Social ChangeSubject(s)
Health Services , Research , Tropical Medicine/methods , Global Health , Humans , Leadership , OntarioABSTRACT
A household survey in a medically underserviced rural population of south-central Ontario was conducted in early 1971 to ascertain attitudes about nurses as providers of primary care. The population sampled had not been exposed to nurse practitioners or family practice nurses before the survey was concluded. The results demonstrate favourable views about nurses giving services in health maintenance and sickness surveillance situations. Personal primary care rendered in homes was highly acceptable to respondents. Physician services were preferred in worry-inducing situations.
