Healthcare Management Forum

This article provides an overview of the development and implementation of the McGill University Health Centre model for forecasting patient services in the year 2004, and advice on how to apply the model. Critical success factors and case examples are highlighted. The insights provided will be of value to hospitals and other institutions that recognize the necessity of engaging in long-range planning and forecasting.

Cet article propose un aperçu de l'élaboration et de l'utilisation du modèle créé par le Centre universitaire de santé McGill pour prévoir les services aux patients en l'an 2004, ainsi que des conseils sur l'utilisation du modèle. Les facteurs critiques de succès ainsi que des exemples de cas sont également cités. Les perspectives foumies seront utiles pour les hôpitaux et autres institutions qui reconnaissent la nécessité d'établir une planification et des prévisions à long terme.

The CONTINUUM-Activity Index was used as a concurrent tool to measure intensity of services delivered in an Acute Care Community Hospital. Applying these specific daily measures identified patients who did not meet admission-appropriateness criteria on the first day of care or did not meet those criteria on two days subsequent to admission. These patients had a high probability that their entire stay would be inappropriate. Action was then taken to move the care process forward, resulting in a significant reduction in inappropriate hospital days.

The collaborative process of team-based planning draws upon the strengths of a team and develops the skills that healthcare providers need to build consensus during this time of significant change. This article describes three examples of team-based planning and shows how applying an integrated set of tools can help formulate plans and create new options to meet the challenges facing today's healthcare organizations.

The introduction and administration of any new role in a dynamic changing environment requires strong leadership and specific, purposeful administrative strategies. This article describes the development of a professional leader role at one campus of a recently merged academic health sciences centre. Understanding the operational challenges may help other healthcare organizations that wish to introduce and refine professional leadership roles.

As the population ages, the increasing number and complexity of needs of individuals requiring institutionalization will increase the demands for chronic care services. In this article, the authors describe the implementation process used to introduce interdisciplinary staff to the use of the Minimum Data Set (MDS) for assessment of both nursing home and chronic care residents. This screening tool assesses resident characteristics over a wide spectrum of dimensions. The assessment findings are then integrated into the clinical plan of care.

Following a government mandate to use the assessment portion of the Resident Assessment Instrument, S&WCHSC began to integrate the RAI into the care of its Aging Program residents. S&WCHSC have used this as an opportunity to provide a structure for assessment and care planning within the existing philosophy of Patient Focused Care. Implementation of the RAI required the development and implementation of a Communication Plan. An adaptation of a framework, “Effective Strategic Planning for Communications” provided guidelines for assessment of key stakeholders' communication needs.

The Winnipeg Community and Long Term Care Authority (WCA) was established in 1998 under the Regional Health Authorities Act of the Province of Manitoba. The WCA's role is to provide for the successful integration of Winnipeg's community-based healthcare delivery services through its three main portfolios: Community Care and Public Health, Home Care and Mental Health, and Long Term Care and Specialized Services. The WCA is dedicated to building a quality health future for Winnipeg. Various initiatives undertaken in the pursuit of quality are described.