Research, KM and Evaluation

Research & Evaluation Working Group
Return on Investment (ROI) Study

The Research and Evaluation Working Group has been busy finalizing the proposal for an ROI study to look at the impact of leadership development in health care. We now have 13 partners (both financial and in-kind) in place and we are continuing discussions with UK’s The King’s Fund to make this an international collaboration. The budget for this project anticipates work being done in three phases over 16 months beginning in January 2016. A big thank you to all our partners! The desired output for this project is a cost-effective and easy to use tool for partners to access; but as well it will be a first step in making the case for health leadership in Canada.

Development of an Evaluation Tool for Healthcare Leadership Development – Executive Summary (February 2017)
Development of a Return on Investment Tool for Healthcare Leadership Development – Evidence Brief
(February 2017)
ROI Scoping Review (May 26, 2016)
ROI Proposal (January 2016)

ROI Contributors (financial and in-kind)

  • Accreditation Canada
  • Alberta Health Services
  • Alberta Innovates – Health Solutions
  • Canadian College of Health Leaders
  • Canadian Foundation for Healthcare Improvement
  • Canadian Medical Protective Association
  • Canadian Nurses Association
  • Canadian Society of Physician Leaders
  • Centre for Healthcare Innovation
  • HealthCareCAN
  • Joule Inc. (a CMA Company)
  • Ontario Hospital Association
  • University of Ottawa
Knowledge Mobilization Working Group
Leadership and Health System Redesign (PHSI Project)

In March 2010, a nascent network of researchers, decision makers, and knowledge mobilizers acting under the agency of the Canadian Health Leadership Network and the Centre for Health Leadership and Research (CHLR) at Royal Roads University (RRU) were awarded funding through the Partnerships for Health System Improvement (PHSI) program of the Canadian Institutes of Health Research (CIHR) for the project Leadership and Health System Redesign. The Leadership and Health Systems Redesign project studied, over three years, effective leadership practices in six case studies across the country, and compared them to emerging frameworks for best practices in leadership in the health system. The network brought together, at a regional and national level, researchers, knowledge translators and decision-makers who wished to develop, exchange, and use knowledge regarding best leadership practices for health system improvement. Late 2014, the final reports were released.

CHLNet Benchmarking Study

Leadership is increasingly being identified as a critical success factor in health system performance and yet there is what many believe a growing and widening leadership gap. A multitude of factors explain the gap but primarily cited are the complexity and pace of change occurring in the health system, and the aging profile of current leaders.

To this end, it is CHLNet’s intention to develop a database of common leadership data and metrics against which to measure/benchmark the impact of leadership investments over time. Several broad themes frame this endeavour:

  • Perceived extent of leadership gap occurring in Canada;
  • Importance of health leadership compared to the CHLNet’s 2007 survey Leadership Development Practices; and
  • Extent of leadership/management development and succession planning occurring within Canadian organizations (with examples collected of policies and programs).

Final Report:  Canadian Health Leadership Benchmarking Survey Report

Presentation:  CHLNet Benchmarking Study and Health Leadership Action Plan (CHLNet Breakfast Session, NHLC, June 2, 2014)