Alberta Health Services Managed Risk Agreement

Future research is needed to promote our understanding of the roles and roles that drive global change through individual and team learning in CoPs. For example, the results of this study suggest how cross-border roles appear in the cohort, indicating that CoP sponsors and nominated border workers could benefit from the application of valid leadership models for research [47]. In addition, an applied understanding of what supports and hinders the existence of CoPs in complex health facilities has the potential to develop our understanding of how CoPs evolve into complex adaptive systems. Participants identified and described coP membership actions and successes that they saw as team successes that bring benefits to the organization of studies. The organizational benefits identified were promoting innovation, supporting staff retention, promoting standardization of processes and practices, promoting mental health, increasing research participation and dissemination, contributing to talent management and professional development, and improving workload measurement. Barbour L, Armstrong R, Condron P, Palermo C. Communities of practice to improve public health outcomes: a systematic review. J Knowl Manag. 2018;22 (2):326-43. Suter E, Oelke O, Adair C, Armitage G. Ten key principles for successful integration of health systems. Gesundheitswesen Q 2009;13 (Specification No.

Kothari A, Boyko YES, Conklin J, Stolee P, Sibbald SL. Communitys of practice for supporting health systems change: a missed opportunity. Health Res Policy Syst. 2015;13 (1):1-9 Menear M, Blanchette MA, Demers-Payette O, Roy D. A framework for value-creating learning health systems. Health Res Policy Syst. 2019;17(1):79. For example, single CoP-affiliated actions, interviewed in the study cohort, highlighted issues related to potential patient risks and led to a strong mitigation response from leaders. While the painstaking work of the members, not the CoP itself, is responsible for the absence of adverse events, mitigation measures have significantly reduced the potential risk. The broad sphere of influence defined by KoPs in the study organization confers the dispersion and distribution of risks in a complex system where, otherwise, resistance to change would create barriers to integration.

The AHS, which operates under one roof, cares for 4.3 million inhabitants, geographically spread over about 660,000 km2. These services are provided by more than 114,400 employees at more than 850 sites across the province, including hospitals, tertiary/quaternary transfer centres, health care centres, cancer care centres, mental health centres and municipal health clinics [2]. In addition, AHS provides specialized services for parts of Saskatchewan, British Columbia and the Northwest Territories [2]. One of the key results in terms of potential cost-effectiveness is the unique ability of KoPs to identify ground risk issues before they become visible in an organization`s hierarchy. The integration of provincial health services means that the risks also reverberate at the provincial level and that the likely damage of the negative consequences is compounded. As CoPs often work on or near the point of care and benefits, risks can be identified and solutions can be found before having negative consequences. Corrective and incremental measures can be taken, if necessary, when they cause the least harmful disruption to the complex health care system.