Healthcare Management Forum

This article describes an intervention project focused on laying the foundation for the integration of evidence in management decision making in a home healthcare organization. The current state and readiness for change were assessed, revealing barriers and enablers to using evidence in decision making. Strategies were developed and implemented to address the barriers. Practical steps are outlined to assist other healthcare organizations wishing to embark on the journey of integrating evidence in management decision making.

Le présent article décrit un projet d'intervention visant à jeter les bases de l'intégration des données probantes à la prise de décision en gestion dans une organisation de soins à domicile. On a évalué l'état actuel et la préparation au changement, qui ont révélé des obstacles et des catalyseurs à l'utilisation des données probantes dans le processus décisionnel. On a mis au point et mis en œuvre des stratégies pour réagir aux obstacles. Les étapes pratiques sont exposées pour aider les autres organisations de soins de santé désireuses de se lancer dans l'aventure de l'intégration des données probantes à la prise de décision en gestion.

Initially prepared for the South East Local Health Integration Network in Ontario, this literature review focuses on interventions to improve the management of waiting lists for admission to long-term care facilities. The review identified studies relating to four types of interventions: (1) different models for prioritizing patients, (2) ways to improve the accuracy of waiting lists, (3) the use of alternative care settings, and (4) altering the level of home care.

A palliative care service provider may add or decrease overall operational costs to the healthcare system. This study assessed the costs of managing respite care for children with life-limiting illness at the Children's Hospital of Eastern Ontario for the 12-month period both before and after services at Roger's House (RH, a paediatric hospice) was made available. The opening and operation of RH for providing respite care resulted in a minimization of operational costs (n = 66 patients, mean decrease of $4,251.95 per month per patient).