canadian partnership for progress in health human resources n.
Skip this Video
Loading SlideShow in 5 Seconds..
Canadian Partnership for Progress in Health Human Resources PowerPoint Presentation
Download Presentation
Canadian Partnership for Progress in Health Human Resources

Canadian Partnership for Progress in Health Human Resources

129 Vues Download Presentation
Télécharger la présentation

Canadian Partnership for Progress in Health Human Resources

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Canadian Partnership for Progress in Health Human Resources Health Human Resources: Leadership Rooted In Vision, Values, Relationships October 8, 2009 Sister Elizabeth Davis

  2. OUR CALL AS LEADERS At the end of the first decade of this 21st century, we – the ones gathered in this room – are called to see with new eyes to hear with new ears to dare with new thinking to act with new passion if we are to help create a truly strong and responsive health system in Canada, a health system built on the strengths and wisdom of health workers.

  3. TEACH THE SEA’S STRONG VOICE Here the tides flow, And here they ebb . . . With a lusty stroke of life Pounding at stubborn gates That they might run Within the sluices of men’s hearts, Leap under throb of pulse and nerve, And teach the sea’s strong voice To learn the harmonies of new floods . . . E. J. Pratt, Newfoundland


  5. OVERVIEW OF REFLECTIONS • Setting the Context • Sea’s Strong Voice – Today’s Realities • New Floods – Changing Health System, Professions • Harmonies of New Floods – Transforming Practice and Research • Readiness for and Response to Trust Given You

  6. WHO ARE “HEALTH HUMAN RESOURCES”? • They are • Nurses, physicians, therapists, social workers, dieticians, technologists, pastoral care workers . . . • Researchers, policy-makers . . . • Managers, administrators, clerical staff, support staff, • Housekeeping, food services, facilities’ maintenance . . . • Board members, volunteers • Persons who make the health system work • They are persons, not simply “human resources”

  7. SCOPE OF ISSUES RE HEALTH HUMAN RESOURCES • Planning - right types, mix, distribution of health-care providers to meet the needs of Canadians • Recruitment and Retention - encouraging more people to enter the health-care field and improving working conditions to keep them there • Inter-professional Education - changing the way we educate health workers • Healthy Workplace – integrated, sustainable, diverse, engaged, dynamic workplaces


  9. SOCIAL CHANGE IN WESTERN WORLD • Demographic shifts • Role of women • Increasing urbanization • Increasing cultural diversity • Impact of computerization • Culture of consumerism • Increasing gap between rich and poor • Understanding of environment • Expectations of public service • Credibility of leaders

  10. GENERATIONS • Elders (pre-1946): Dedication, sacrifice, hard work, conformity, law and order, patience, respect for authority, duty before pleasure, adherence to rules, honour • Boomers (1946-1965): Optimism, teamwork, personal gratification, health and wellness, personal growth, youth, work, involvement • Generation X (1965 – 1980): Diversity, thinking globally, balance, techno-literacy, fun, informality, self-reliance, pragmatism • Millennials(1980 - ): Confidence, civic duty, achievement, sociability, morality, diversity, street smarts

  11. EMERGING NETWORK AGE • From the Industrial Age to the Information Age to the Network Age • Network Age • Distributed culture • Decentralized • Citizen-centered not institution-centered

  12. POVERTY IN CANADA • Aboriginal people • Recent immigrants • Non-permanent residents • Visible minorities • Persons with disabilities • Lone parent families • Unattached individuals 2006 Report Card on Child and Family Poverty in Canada

  13. THREATS TO SECURITY • Terrorism • Epidemic disease • Organized crime • Conflict over natural resources • Climate change • Environmental degradation Security is increasingly interpreted as security of people, not just territory; security of individuals, not just of nations; security through development, not through arms; security of all people everywhere – in their homes, in their jobs, in their streets, in their communities, and in the environment.Dr MahbubulHaq (1997)

  14. ENVIRONMENT The planet’s warming is unequivocal, its impact is clearly noticeable, and it is beyond doubt that human activities have been contributing considerably to it. Adverse effects include: • Agriculture and food security • Oceans and coastal areas • Biodiversity and ecosystems • Water resources • Human health • Human settlements • Energy • Transport and industry • Extreme weather events Climate Change 2007

  15. EXPECTATIONS OF CITIZENSTavistock Principles (2001) • Rights – to health and health care • Balance– individuals and populations • Comprehensiveness = treat illness, ease suffering, minimize disability, prevent disease, promote health • Cooperation– with those served, with each other, with those in other sectors • Improvement • Safety • Openness = being open, honest and trustworthy


  17. CHANGING UNDERSTANDING OF HEALTH Health is a state of complete physical, emotional, social and spiritual well-being; it is a resource for everyday living. Examples of Implications: • Value of one’s own experiences • Social, psychological and spiritual factors • Gender as health determinant • Health of person, family, community, population and earth

  18. CHANGING HEALTH PROFESSIONS • Move from traditional inward-looking, reactive culture to outward-looking, proactive culture • Shift from profession-centred to patient-centred, client-centredculture • Blurring professional boundaries • Changes in law re scope of practice/responsibilities • Increased expectations of interprofessional collaboration in education and practice • Focus on evidence-informed practice • Increasing demands for accountability and transparency • Internationalization • Loss of control over working conditions

  19. COLLABORATION Collaborative patient-centered practice is designed to promote the active participation of several health care disciplines and professions. It • enhances patient-, family-, and community-centred goals and values • provides mechanisms for continuous communication among health care providers • optimizes staff participation in clinical decision making (within and across disciplines) • fosters respect for the contributions of all providers Health Canada, 2003

  20. STAGES OF COLLABORATION • Climateof mutual respect and trust • Cooperation= formal communication, independent decision-making (shared information, consultation) • Coordination= defined roles, some shared decision-making (shared vision, goals and planning; shared resource) • Collaboration = defined roles, frequent communication, shared decision-making, one system • Teamwork – specific tasks, patient-centered • Collective responsibility – organizational integration • Shared leadership, control, risk and accountability


  22. VISION • Had, held, shared, grown • “Something significant left to do” • Vision Community

  23. VALUES Values are sets of freely chosen convictions which compel action as they are cherished and publicly affirmed. Charles McCoy

  24. ROLES OF LEADERS Visionary Catalyst Partner Decision-maker Inspirer Facilitator Implementer Evaluator

  25. LEADERS AS PRACTITIONERS • Manage diversity • Respond within changing social realities • Be inclusive • Understand globalization and health care reform • Reintroduce values of flexibility, discovery and innovation • Tell stories • Create environments allowing creativity, questions, risk

  26. LEADERS AS RESEARCHERS • Research • Interdisciplinary and collaborative • qualitative and quantitative • investigative and evaluative • Input and participation at every stage of research process • Link with wider national and international professional community • Research agenda = gender-sensitive and inclusive • Recognition of diverse communities • Increased number of health services researchers • Means of transforming research results into health policy and practice

  27. LEADERS AS VISIONARIES • Stretch into new ways of thinking • Leave behind what is no longer appropriate • Interconnect practice, education, administration, and research • Value networks • Re-inspire spirit


  29. Leaders act wisely Leaders act courageously Leaders act passionately

  30. READINESS TO RESPOND • Awareness of complexity • Skills development • Strengths of tradition • Emotional preparedness • Reflection • Ceremonies and celebration • Symbols • Confidence/conviction

  31. BLESSING May the light of your souls guide you. May the light of your souls bless the work that you do with the secret love and warmth of your hearts. May you see in what you do the beauty of your own souls. May the sacredness of your work bring healing, light and renewal to those who work with you and to those who see and receive your work. May your work never weary you. May it release within you wellsprings of refreshment, inspiration and excitement.

  32. May you be present in what you do. May you never become lost in bland absences. May the day never burden. May dawn find you awake and alert, approaching your new day with dreams, possibilities and promises. May evening find you gracious and fulfilled. May you go into the night blessed, sheltered and protected. May your souls calm, console and renew you. Adapted from John O'Donoghue, Anam Cara