Friday 12 Apr | 13:15-14:30

Format: Presentation
Stream: Leading
Content filters: Co-presented with patients, service users or carers

Marie Storkholm Regionshospitalet Horsens, Denmark (Chair)

Claire Snyman Two Steps Forward, Canada (Chair)

PART 1: Chutes and ladders: implementing clinical governance and the quintuple aim

Senior paramedic and medical leaders from the Emergency Care System in British Columbia will describe their experience of establishing a system of clinical governance built around the objectives of the Quintuple Aim – with a specific focus on providing safe, effective and equitable care to indigenous populations around the province. The session will introduce and reflect on themes of organisational culture, racism, decolonisation, and union politics as they relate to building complex systems of care around patients rather than putting patients to complex systems.
The session will further explore the successes and failures of change, the changing relationship of patients and their health services and the need to think differently.

As a result of this session, participants will be able to:

• Have insight into the obvious and more subtle considerations of making care equitable in a complex system


• Understand how Clinical Governance and the Quintuple Aim are fundamental cornerstones of changing organisational perspectives and culture


• See first hand the impact of patient-centred approaches to care, specifically from the lens of decolonisation and addressing indigenous-specific racism

Lucas Hawkes-Frost British Columbia Emergency Health Services, Canada

Mike Christian British Columbia Emergency Health Services, Canada

PART 2: Bridging compassion and strategy: prioritising patient engagement through collaborative leadership

Members of the Patient Experience leadership team at the University Health Network will discuss the impacts of an integrated Patient Experience Portfolio built on established patient engagement and leadership frameworks. With a deep focus on patient experience, quality and safety, the portfolio was structured to align with Health Quality Ontario’s Patient Engagement Framework, led with collaborative change principles including inclusive leadership. Impacts of this approach have included the increased presence of patients in decision-making and quality improvement, increased adoption of patient engagement tools, and engaged and effective team members. Using COVID-19 as a case study, this presentation will highlight how these approaches have contributed to improved experience at UHN.

As a result of this session, participants will be able to:

• Describe how programs that support a safe and high quality patient experience can be aligned with patient engagement and leadership frameworks


• Identify how patient engagement and collaborative change principles have supported culture shifts across a large hospital system


• Identify benefits of a holistic patient engagement approach on patient and staff experience

Farrah Schwartz University Health Network, Canada

Laura Williams University Health Network, Canada

PART 3: Developing a boundaryless governance practice

Society is currently grappling with significant challenges related to public health, equity, sustainability, and economic efficiency. Enhancing cooperation among welfare organisations has proven to be a pivotal factor for success, yet there remains a gap in understanding of how this collaboration can be optimally expanded.

In this session, we explore and discuss our ongoing efforts to develop a boundaryless governance practice and become a ‘Blue Zone’. We explain how the CEOs of municipalities, the region, the County Administrative Board, and the University strategically design new collaborative opportunities to enable health, equity and sustainability in our county. This radical initiative is supported by a governance development program.

As a result of this session, participants will be able to:

• Understand conditions that need to be facilitated to enable relationship-building and boundaryless cooperation: meeting spaces, structures, systematic and agile work


• Understand the need to develop a common language for governance and management that fosters collaboration among the partners involved


• Utilise methods to foster ‘citizen focus’, promote systems thinking, and establish a shared ‘change theory’ while developing a boundaryless governance practice.

Anna Fabisch Region Jönköpings, Sweden

Göran Henriks Region Jönköping, Sweden