BC Health Leaders Conference 2017

(Cette conférence est présentée en anglais seulement.)

  Day One | Day Two | Day Three | Keynotes

Wednesday October 11, 2017

11:00 AM - 12:00 PM   Pre-Conference Session
*Early bird registrants only*

Speaker - TBA.

Always Connected, Always Achieving?

Our post-modern era provides remote, mobile connectivity to a non-stop workflow. For all healthcare leaders, the notion of regular working hours is disrupted, particularly when expending discretionary effort outside those hours. The information and communication technologies (ICTs) making this possible include email, texting, mobiles, and remote access. This unceasing information flow (e.g., checking test results) produces an environment where leaders, teams and organizations are expected to constantly connect.

The purpose of this study is to surface the impacts of ICTs embedded within healthcare organizations and ask how ICTs have changed the relationship between leaders and their working context, i.e., between Leads Self and Achieves Results. Specifically, we examine:

  1. Leaders’ continual willingness to offer ‘discretionary effort’ and expectations of tangible/intangible reciprocity from their organizations.
  2. Leaders’ perceptions regarding impacts of ICTs on self-perceived productivity and how ICTs affect their professional relationships.
  3. Leaders’ perception on the impacts of ICTs on the quality of patient care; how they self-perceive ICTs’ affect on patient programs/services offered by their organizations.

Using a mixed methods approach, the results will provide conference attendees with a deeper understanding of professional healthcare relationships, benefiting leaders by managing their careers/work-life balance and organizations by strategically managing professional employees.

**This preconference session will only be offered to early bird registrants. Space is limited. Invitations will be sent to all early bird registrants via email, on August 29th. Tickets will be given on a first come basis. Early Bird deadline is August 28, 2017

   

12:30 PM - 4:00 PM   Registration    

1:00 PM - 3:00 PM   Study Tours
*Early bird registrants only*


ReBalance MD - Victoria

ReBalance MD is the brainchild of two health care professionals, Patrick McAllister and Stefan Fletcher, who were concerned about what they saw as the chaotic nature of the current medical system and believed there could be a better solution for underserved patients and overworked physicians alike.

Their solution was Reblance MD: a comprehensive multidisciplinary musculoskeletal care team that unified general and specialist physicians and adjunct health professionals such as physiotherapists, in a single, interprofessional, team-based group practice focused on excellence. By simplifying the patient experience, this solution would create a more efficient and effective health care environment, allowing room for innovation, research, education, and collaboration.

The mission of Rebalance is: “To provide coordinated, quality comprehensive musculoskeletal care for our community”.

The organization believes that its name – Rebalance- reflects their philosophy to restore balance to the patient experience from pre-operative education through to post-operative rehabilitation with a focus on long-term wellness. Rebalance believes that by providing coordinated care and working together as an interprofessional team, they can reduce wait times, remove obstacles and provide the right level of care.

Tour participants will have the opportunity to see Rebalance’s state-of-the-art facility in the Uptown area of Saanich, learn about their patient-centred and team-based care approach and engage with key leaders and providers to understand how the focus on coordination, quality and comprehensive care is helping to improve patient outcomes.

   
   
   
   

The Heights at Mt. View - Victoria

The Heights at Mt. View is a 7-storey, 260-suite evidence based designed complex care residence located in Saanich, BC.

The Heights at Mt. View evokes a sense of home and borrows on design cues from the local community to create a welcoming, warm and comforting environment for Residents and their guests. Entering through the front doors an open lobby space, café, comfortable lounge, family room and children’s play area welcomes you.

Each floor at The Heights is organized into a series of houses accommodating 20 Residents. Each house contains a central living area that serves as the heart of the house, and each Resident has their own private room with an ensuite bathroom.

Throughout a sense of community prevails. Residents live in a home-like environment while enjoying the added benefits of shared spaces including landscaped courtyards, a wellness centre, hair salon and the Towne Hall for social gatherings and events.

The Heights at Mt. View is the result of a partnership between Province of British Columbia, Island Health Authority, Capital Regional Hospital District and Baptist Housing. It replaced obsolete residential care facilities in the Capital Region, and provides more care and housing options for the growing senior population.

**Study tours will only be offered to early bird registrants. Space is limited. Invitations will be sent to all early bird registrants via email on August 29th. Spots will be given on a first come basis. Early bird deadline is August 28, 2017.**

   

4:00 PM - 4:45 PM   Opening Ceremonies 
New BC Minister of Health (to be invited)


   

4:45 PM - 6:00PM   Opening Reception    

Thursday October 12, 2017

7:00 AM - 4:00 PM   Registration    

7:00 AM - 7:45 AM    Continental Breakfast    

7:45 AM - 9:00 AM   OPENING KEYNOTE SPEAKER

Bruce Tulgan, Founder & Chairman, Rainmaker Thinking, Inc.

Best-selling author, adviser to business leaders, keynote speaker and managment trainer.

Bruce Tulgan is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author, an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.

Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru” and he was named to the 2009 Thinkers 50 rising star list. On August 13, 2009, Bruce was honored to accept Toastmasters International’s most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and
Walter Cronkite.

Bruce’s most recent book is Bridging the Soft Skills Gap: How to Teach the Missing Basics to Today’s Young Talent (Wiley/Jossey-Bass, 2015). He is also the author of the best-seller It’s Okay to Be the Boss (HarperCollins, 2007), The 27 Challenges Managers Face (Wiley/Jossey-Bass, 2014,) and the classic Managing Generation X (W.W. Norton, 2000; first published in 1995). Bruce’s other books include Winning the Talent Wars (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller Fast Feedback (HRD Press,1998); Not Everyone Gets a Trophy: Managing Generation Y (Jossey-Bass, 2009); Managing the Generation Mix (HRD Press, 2006) and It’s Okay to Manage Your Boss (Jossey-Bass, 2010). 

   

9:00 AM - 10:30 AM   PLENARY - Interactive Session

TBA  

Facilitator: Bruce Tulgan,
Founder & Chairman, Rainmaker Thinking Inc. 

 

   

10:30 AM - 11:00 AM    Refreshment Break / Exhibits  
   

11:00 AM - 12:00 PM   CONCURRENT SESSIONS

   
    1.  Turning crisis into opportunity – How the BC Children’s team confronted a critical shortage of perioperative nurses and achieved results

Lona Cunningham
Senior Director, BC Children’s Hospital 
   
Linda Lemke
Chief Operating Officer, BC Children’s Hospital

   
     
Session learning objectives: 
engaging others and achieving results through crisis management. In 2016 the BC Children’s Hospital was experiencing a shortage of pediatric perioperative nurses. To compensate the ORs were staffed with overtime leading to exhaustion, burnout, and further resignations. Surgeries were being moved on a daily basis as we struggled to ensure adequate staffing for the rooms. The teams were frustrated and at their breaking point.

A review showed we had only 72% of our baseline positions filled. A further gap analysis was performed resulting in a recommendation to close 2 of our 8 rooms until staffing levels could recover. To ensure this done as quickly as possible we needed a multidisciplinary and multipronged approach. The Maintaining Access to Pediatric Surgery (MAPS) committee was formed to tackle this problem. The committee had representation from surgeons, anaesthesia, communications, OR nurses, professional practice, senior leadership, and talent acquisition. Our guiding principle was to maintain and preserve patient access to surgery 24/7. Recruitment & Retention, Education & Training, Communications, Model of Care, Innovations and Slate Management working groups were formed. Innovative solutions, previously untried in BC were implemented. Within 9 months of closing we were able to reopen both operating rooms.

Target Audience: Mid, Senior and Executive level
LEADS Domains: Engage Others, Achieve Results, Systems Transformation

   
   
2. Partnering with Patients: Supporting Meaningful Engagement on Research and Improvement Teams 

Agnes Black 
Research Leader, Providence Health Care
   
Kimberly Strain 
Patient Partner, Providence Health Care & Patient Voices Network
   
Dr. Clayton Hamilton
Postdoctoral Research Fellow, Development of Physical Therapy, University of British Columbia

 
Context:
Patient and Family Partners (PFPs) are volunteers with experience in the healthcare system as patients, family members or informal caregivers. PFPs have noted their engagement on healthcare research and improvement teams is a mixed experience: sometimes they are not well oriented to the role, their involvement is tokenistic, and they are not treated as full team members. We sought to better understand PFPs’ experiences as members on healthcare research or improvement teams.

Methods: We held four semi-structured focus groups and three interviews with a total of 19 patients and family members. We performed thematic analysis on the verbatim and de-identified transcripts of these focus groups and interviews.

Results: Preliminary results point to four global themes: 1) Expectations of PFPs and healthcare leaders/researchers, 2) Support needed for PFP involvement, 3) Research environment, and 4) Value of PFP involvement.

Impact: Our findings will inform a report on ways to meaningfully involve and leverage the value of PFPs on research and improvement teams. The report will be shared with healthcare leaders, PFPs, researchers, and others who lead patient care improvement projects in healthcare settings, leading to more meaningful collaboration with PFPs on project teams.

Target Audience: All levels
LEADS Domains: Engage Others, Achieve Results, Develop Coalitions

   
   
3. Improving EMS Transfer of Care Times with LEAN 

Kim Storey, CHE
Director Emergency & Patient Flow, Southlake Regional Health Centre
   
Bradley Hickman
Commander, Office of the Chief, Paramedic & Seniors Branch The Regional Municipality of York
   
Marlene Wheaton-Chaston
Manager Emergency Dept., Southlake Regional Health Centre
   
Cari McCulloch
Facilitating Nurse, Emergency Dept., Markham Stouffville Hospital
   
   


Using LEAN methodology, a group of three hospital Emergency Departments along with the Paramedic Service have reduced Transfer of Care Times by 50%.
 
Participants will learn how this initiative came to fruition through leaders focused on system transformation, challenging the status quo, engage in discussion involving the challenges of bringing individuals with diverse backgrounds together for a single goal and the lessons learned through this journey.
 
The challenge with this initiative was bringing this diverse group from EMS along with three very different Emergency Departments was a challenge, all parties were naturally holding onto their old practices. Knowing what we know now, with the outcomes we achieved, we would have started sooner.
 
Lessons learned include start by dispelling myths and talk about the reality of the current state (the brutal facts), it is ok for participants to feel uncomfortable (it is the only way change can happen), empower those doing the work to co-create new work and allow them to try it out, monitor results/check in and implement progress boosters quarterly.

Target Audience: Front Line and Mid level
LEADS Domains: Achieve Results, Develop Coalitions


   
    4. Breakwater Leadership: A Lifeline to Enhance Team Performance 

Ed McKenzie
President, Learning By Heart Consulting Inc. 
   
Cathy McKenzie
Vice President, Learning By Heart Consulting Inc.

 
Do you and other team members get stuck in predictable behaviours? How do we recognize our patterns of behaviour and make the appropriate shifts when those patterns are no longer serving the greater good of our various teams? Drawing on fundamental theories of dialogue and team dynamics, this workshop will help change the quality of action as you engage in team leadership, regardless of your title or position. As the term “breakwater” suggests, leaders have a shared responsibility to create “safe harbours” within teams in which meaningful, creative and respectful dialogue honours all viewpoints. Using a unique relational model and guided by two experienced LEADS practitioners, you will:

  • Learn how to use the model to deal with conflict, communication and decision-making within a team
  • Have the opportunity to apply the model to current healthcare examples
  • Gain insights into the relationship between the LEADS framework and team development

By the end of this workshop you will have, in your toolkit, a powerful approach that you can use immediately to help yourself and members of your team achieve the results you desire.

Target Audience: All levels
LEADS Domains: Lead Self, Engage Others, Achieve Results, Systems Transformation
 

   

11:00 AM - 12:00 PM   Social Media Lab
Coaching Lab
   

12:00 PM - 12:15 PM   Transition    

12:15 PM - 1:45 PM   NETWORKING LUNCHEON & EXIBITS    

1:45 PM - 2:45 PM   CONCURRENT SESSIONS     
   
5.  Enhancing Efficiency and Best Outcomes in Community Care: CBI’s Transitional & Residential Care Model in British Columbia 

Poonam Jassi
Director of Operations BC, CBI Health Group 

 
Each day in Canada, 9,100 hospital beds are occupied by individuals who no longer need to remain in hospital due to the lack of transitional options and/or long-term placements. Hospitals have back-logs, cancelled surgeries, and longer emergency room wait times due to the shortage of available beds.
 
In October 2016, CBI opened its first transitional and residential care in Burnaby, BC. Led by a multidisciplinary team that includes nurses, physiotherapists, occupational therapists, social workers, speech therapists, dieticians, behavioural interventionists and personal support workers, the facility provides specialized health care to support patients leaving hospital who are not yet able to return to their own home. This unique service also decreases hospital length-of-stay, admission and readmission to the hospital and wait times in emergency rooms.

Join us and learn more about how our Transitional Care model helped patients, hospitals and funders to achieve excellent health and financial outcomes.

Target Audience: Senior and Executive level
LEADS Domains: All
 

   
    6. Better Together – Frontline Physicians & Administration 

Dr. Gordon Hoag
Chief, Dept. Lab Medicine, Pathology & Medical Genetics, VIHA
   
Candice Manahan,
Executive Lead, Physician Quality Improvement, Northern Health
   
Dr. Curt Smecher 
Anesthesiologist, Dept. Head & Chair PQRST, Fraser Health

High performing health organizations worldwide have told us time after time that their key to success is highly engaged physicians. In other words, health organizations cannot fulfil their mandates without engaged physician members who are invested in providing quality care. It sounds simple, but health authorities are challenged at times in engaging and involving physicians within their quality structures and programs.
 
In this interactive presentation, attendees will learn about the innovative grassroots model that two health authorities (Fraser Health & Island Health), in partnership with the Specialist Services Committee, have undertaken to confront disengagement. This initiative has given physicians the chance to identify areas that quality improvement could be made in their own department and then provides them with the knowledge, tools and support they need to become engaged owners of these changes.
 
Not only are FHA and VIHA managing to make strides in quality improvement that aligns with regional priorities, but they are doing it in a unique way that promotes and values engagement from physician members. Join us to learn how we are bringing physicians back to the table, to involve them in creating meaningful change, and proving that although physician engagement can be difficult, it is far from impossible.

Target Audience: Senior and Executive level
LEADS Domains: Engage Others, Develop Coalitions, Systems Transformation
 

   
   
7.  Integrated Management in Mental Health: An Innovative Model for Streamlining Care and Services in Southwestern Ontario 

Dr. Sonja Grbevski 
VP, Brain & Behaviour Health, Hôtel-Dieu Grace Healthcare
   
Claudia den Boer 
CEO, Canadian Mental Health Association, Windsor Essex Branch 

The collaborative leadership model between Hôtel-Dieu Grace Healthcare the Canadian Mental Health Association is a transformative solution to overcoming escalating care demands with fixed resources while ensuring high quality and streamlined services to mental health clients in southwestern Ontario. This union allows each partner to retain its mandate and organizational identity, and jointly accept stewardship over the combined care pathways. The creation of Integrated Management positions for Mental Health Services across the two organizations has been central in fostering unity and innovation among the multidisciplinary, cross-sector teams. 
 
Since the model was established, client wait times have been reduced while capacity has increased; scarce psychiatric consult resources have become more accessible; HR and quality resources have been leveraged and management costs have been dramatically reduced. 
 
This workshop will be an interactive demonstration for health leaders highlighting the pillars of joint strategic planning and the influence of integrated management roles in implementing common care paths and eliminating barriers and transitional gaps in services. The session will also share lessons learned from operationalizing integrated leadership roles within multidisciplinary teams and across sectors.

Target Audience: Mid, Senior and Executive level
LEADS Domains: Achieve Results, Systems Transformation
 

   
    8. Improving Care to Rural and Remote First Nations: An Integrated Approach 

Dr. Travis Holyk
Exec. Director, Research, Primary Care & Strategic Services, Carrier Sekani Family Services
   
Sam Milligan
Integrated Care Coordinator, Carrier Sekani Family Services

 
First Nations communities remain extremely disadvantaged in access to high quality, timely and culturally sensitive services. Those living in rural and remote areas are at greater risk of burden from chronic disease due to limited access to services, geography, mistrust and poverty.

In north central British Columbia Carrier Sekani Family Services (CSFS) was created to reassert First Nations control of justice, health, child and family services. For over 25 years, CSFS has been working to offer holistic wellness services to 11 member First Nations extending over an expansive geographical area of 76,000 square miles.

This presentation will focus on our efforts to develop a sustainable, high quality and community-based model of integrated care. Discussion will include personal stories and data from a comprehensive evaluation, providing insight into the CSFS model including lessons learned/challenges, successes and recommendations to improve service delivery.

Specifically we will address how the model has created:

  • A shift in physicians’ practice: from periodic in-person visits to consistent community visits complemented by the use of telehealth, resulting in improved continuity of care.
  • Emphasis on health and wellness maximizing impact on community health by targeting pre-natal care, mental health and lifestyle diseases such as obesity, diabetes, hypertension, cardiovascular disease and chronic renal disease.
  • An integrated team approach. 

The use of technology, including a shared electronic medical record and telehealth to improve shared care planning.

Target Audience: Front-line level
LEADS Domains: Engage Others, Achieve Results, Systems Transformation
 

   

1:45 PM - 2:45 PM   Social Media Lab
Coaching Lab
   

2:45 PM - 3:15 PM   Refreshment Break / Exhibits    

3:15 PM - 4:30 PM   PLENARY SESSION

TBA

   

Friday October 13, 2017 

7:00 AM - 12:00 PM    Registration    

 7:30 AM - 8:15 AM    Continental Breakfast / Exhibits    

8:15 AM - 9:15 AM    KEYNOTE SPEAKER    
   
Enette Pauzé, PhD
CEO of the Level 8 Leadership Institute
.

 
Value-based partnerships: We achieve the impossible working together

Leveraging partnership synergy is one of the most important areas of mastery for health executives. Brainstorm the biggest problems faced by the health system and quickly see that no one will be tackling the challenges ahead in isolation. Leaders must work with people they don’t know, like or trust (and the ones they do) in order to foster small and large scale transformations. In fact, we all inherit the good/bad decisions from our predecessors, which is why generational leadership and stewardship of a shared cause are important. Not only do we need to work together to accomplish the impossible, we need to be able to do it across generations.

While on average 10% or more of existing stakeholder relationships are costing more than they produce (distracting and diluting precious resources), most leaders have access to resources they aren’t even aware of (yet). In this session, learn the 3 critical criteria for value-based partnerships as they apply to team, organization and system leadership. Determine which partners you should ‘kick or keep’, and how to turn your optional and mandatory partnerships into success over generations.

   
   
   
   

Enette Pauzé, PhD, is the CEO of the Level 8 Leadership Institute, a private education organization dedicated to inspiring world leaders who leave global legacies. Enette grew up in a small family business (G3), and combining her expertise in leadership, business partnerships and family enterprise, she serves as a family facilitator and business advisor. Her experience comes from leading provincial and national multi-stakeholder and cross-sector partnerships, global masterminds, training partnership leaders globally, conducting primary partnership and collaboration research, and writing articles, books and educational resources (on the topics of partnerships, leadership, collaboration, and coaching).

Enette has led provincial initiatives such as EnHANCE Ontario, IP-COMPASS and the CCL E-Learning Initiative. She has worked across multiple industries (private and public), with leaders from Canada, USA, Mexico, South Africa, United Kingdom, India and Sri Lanka. She is an award-winning researcher and teacher (partnerships, leadership and collaboration). She completed her PhD at the University of Toronto (Institute for Health Policy, Management and Evaluation), specializing in organizational partnerships. She has served as a peer reviewer for national and international academic journals and is a past executive board member of the Ontario Training Centre in Health Services and Policy Research.

   

 9:15 AM - 10:15 AM    PLENARY SESSION     
   

 
TBA    

 10:15 AM - 10:45 AM    Refreshment Break / Exhibits    

 10:45 AM - 11:45 AM   CONCURRENT SESSIONS     
    9. Agile Team Leadership – Leading a Paradigm Shift Resulting in Increased System Capacity, Better Outcomes, Positive Patient & Staff Experiences, Efficiencies 

Doreh Mohsenzadeh
Project Director, Community Health Services, Island Health
   

Krista Craig
Home Support Supervisor, Cowichan Home Support, Island Health


Team leadership is creating agile, flexible, high-functioning community teams at Island Health, achieving a paradigm shift, impacting system flow with a team-based delivery of care. Recognizing home support as a positive driver of health system flow, with an integral role in rapid response and the ‘pull’ strategy to ensure timely returns to the community; team leadership has been harnessed at Island Health to disrupt the home support business model, achieving the quadruple aim of better care, improved patient experiences, lower costs, and increased job satisfaction. By tapping into team capacity, working to full competencies and with technology enablers, the self-organized community team inclusive of home supports is leaning downtimes and travel to find new capacity. The teams now have capacity to guarantee continuity of care, respond to short-notice hospital discharges, meet unexpected care needs, and work as a team to reduce/delay emergency room visits. Engaged leadership managing for outcomes with a focus on the LEADS framework, is applying business solutions to achieve a sustainable home support model across localized community teams. Results evidence increased patient contact, early intervention opportunities, a pull strategy to discharges, continuity of care, and reduced costs. The most common team refrain is “I love my job”!
 
Target Audience: All levels
LEADS Domains:All

 

   
    10. Addictions and Substance Abuse in the Canadian Armed Forces (CAF): Interdisciplinary care, patient and family engagement and quality improvement – the story of participative leadership to progress an aftercare program 

Major, Heath Robson, CHE
Primary Care Clinic Manager, Royal Canadian Medical Services
   

Lieutenant Colonel, Adrian Norbash
Clinical Psychiatrist, Regional Clinical LEAD for Mental Health, Canadian Forces Health Services Group

   

Beth Gallant-Loggie
Addictions Counselor, Royal Canadian Medical Services

   
 

Lieutenant Commander, Dale Vincent
Clinical Social Worker Team LEAD, Psychosocial Services and Regional Social Worker, Canadian Forces Health Services Group

 
Understanding that the nature of the work conducted by the Canadian Armed Forces (CAF) inevitably puts them at higher risk for certain mental health conditions such as PTSD and substance abuse disorders, the Canadian Forces Health Services Group has developed a robust mental healthcare program delivering care around the world. With a principle objective of offering high quality patient-centered care anytime, anywhere, the management of the mental health program is highly complex, involves the full spectrum of clinicians, and offers unique challenges with standardization and continuity of care.

With a view to evaluating and improving the Aftercare services provided to military members in Edmonton, we would like to propose an interactive discussion surrounding the importance of participative leadership from all levels within the context of healthcare. Our story involves engaging our patients and all those within the Circle of Care to Logic Model, Value Stream Map, and redefine success for our Aftercare program, how we progressively made improvements to its design and the lessons we learned along the way. Our model is to be validated by national colleagues with the intent of wide-spread implementation, thus satisfying all five components of the LEADS framework. Some of the lessons learned/benefits we envision are; better understanding of integrated care pathways, better appreciation for success and the role of harm reduction and social support in program design, and the benefits of shared responsibility and accountability to patient outcomes. 
 
Target Audience:
 
Front-line and Mid level
LEADS Domains: All 

 

   
    11. Cross-Organizational Collaboration for developing Provincial Health and Safety System Standards 
 

Waqar Mughal
Owner, Mughal & Associates Management Consulting

   
Dave Keen
Executive Director, Fraser Health Workplace Health & Provincial Workplace Health Call Centre

 
In 2015, the health authorities (HAs) in one province decided to collaborate to begin developing a provincial Health and Safety Management System. The first Standard: Violence Prevention for healthcare. The work consisted of first developing a provincial management system framework template, then collecting existing documentation for current practices from each HA. These documents were systematically reviewed by an external third party expert in healthcare Occupational Health and Safety (OHS). This review examined how well each program’s components complied with provincial OHS legislation, thereby creating a map for drafting a provincial Standard. The draft provincial Standard was reviewed by successive levels of each HA’s OHS program. A comprehensive change management strategy was also developed. This effort was successful because of clear communications between the project and the OHS Leaders and their teams. The decision to focus on legislative compliance was purposeful to minimize the difficulty transitioning from local to provincial practice. An online work environment, tele-and video-conferencing were critical to the project’s successful completion with minimal travel expenses. This process has been able to demonstrate that a Standard can be developed across an entire province, and this process has the potential to be performed at a national level.
 
Target Audience: Mid, Senior and Executive level
LEADS Domains: Engage Others, Achieve Results, Develop Coalitions, Systems Transformation 
 

   
    12. Turning Team Wisdom & Leadership into QI results 


Melissa Crump
Organizational Development Consultant, Fraser Health


An old proverb says, “He who leads best meddles least and remains unknown.” But this is not the norm in quality improvement or in healthcare. There is almost always an expert who shares their knowledge and those taking in the knowledge, the client or student. Our OD Department was approached by the NSQIP medicine champion at the hospital to support the surgical departments. The need identified was that the quality survey taken by frontline staff revealed disengagement and frustration with existing surgical quality improvement (QI) processes and ongoing high surgical morbidity rates.  Utilizing the positive deviance methodology and liberating structures tools, we created an environment where the wisdom of the team is harvested and encouraged to lead QI change projects. In this workshop, we will replicate some of the methodologies used with the team that resulted in them taking on “ownership” for surgical QI. This resulted in improving organizational culture and in 85 of the 101 perioperative indicators showing improvement for the first time in 10 years. As well, teams have now showed interest in creating their own unit based quality improvement projects. 
  
Target Audience: Front-line and Mid level
LEADS Domains: Engage Others, Achieve Results 
   

10:45 AM - 11:45 AM   Social Media Lab
Coaching Lab
   

 11:50 AM - 1:50 PM   LUNCHEON, EXHIBITS & CLOSING KEYNOTE

Jon Montgomery  
Olympic Champion | Host, The Amazing Race Canada
 
Jon Montgomery captured the hearts of Canadians–and the attention of everyone–during the 2010 Vancouver Winter Games. After years of hard work, training and perseverance, Montgomery won a gold medal in the skeleton, securing his place in history as one of the best. His celebratory walk through Whistler showcased his passion, spirit, and sense of humour–traits that he brings to every platform, whether in front of a live audience or acting as the host of The Amazing Race Canada 

Montgomery’s start to his rookie season on the World Cup could not have been drawn more perfectly, and he kicked off his World Cup campaign with a bronze-medal finish on his home track in Calgary. He went on to finish in the top ten three more times during the season, finishing sixth overall in the World Cup standings. His sophomore season was equally remarkable where he enjoyed a breakout season by achieving five podium finishes, including his first World Cup victory and a silver medal at the World Championships. He placed second overall on the World Cup, and from there he went on to win his first Olympic gold medal at the Vancouver 2010 Winter Olympics. 
   

1:50 PM - 2:00 PM   CLOSING REMARKS, Ray Racette, CHE, President and CEO, CCHL    

* Program is subject to change without notice

Note: For those who wish to stay the week-end, the conference preferred hotel rate is applicable (upon availability).