Background: Despite the growing prevalence of hospitalist programs in Canada, it is not clear what program features are deemed desirable by administrative and medical leaders who oversee them. We aimed to understand perceptions of a wide range of healthcare administrators and frontline providers about the necessary characteristics of a hospitalist service. Methods: We conducted semi-structured interviews with a range of administrators, medical leaders and frontline providers across three hospital sites in an integrated health system in Western Canada. Results: Most interviewees identified the hospitalist model as the ideal inpatient care service line, but identified a number of challenges. Interviewees identified the necessary features of an ideal hospitalist service to include considerations for program design, care and non-clinical processes, and alignment between workload and physician staffing. Conclusions: Most hospital administrators and frontline providers in our study believed the hospitalist model resulted in improvements in clinical processes and work environment.
Background
Despite the growing prevalence of hospitalist programs in Canada, it is not clear what program features are deemed desirable by administrative and medical leaders who oversee them. We aimed to understand perceptions of a wide range of healthcare administrators and frontline providers about the implementation and necessary characteristics of a hospitalist service.
Methods
We conducted semi-structured interviews with a range of administrators, medical leaders and frontline providers across three hospital sites operated by an integrated health system in British Columbia, Canada.
Results
Most interviewees identified the hospitalist model as the ideal inpatient care service line, but identified a number of challenges. Interviewees identified the necessary features of an ideal hospitalist service to include considerations for program design, care and non-clinical processes, and alignment between workload and physician staffing. They also identified continuity of care as an important challenge, and underlined the importance of communication as an important enabler of implementation of a new hospitalist service.
Conclusions
Most hospital administrators and frontline providers in our study believed the hospitalist model resulted in improvements in clinical processes and work environment.
Interest in participatory evaluation and other collaborative inquiry approaches has risen substantially over the past few decades. However, there appears to be a lack of practical information about using and applying participatory evaluation approaches on-the-ground. This Practice Note uses a participatory impact evaluation of a leadership development program for people living with HIV and findings from a meta-evaluation of this work to describe: (i) the participatory evaluation approach adopted; (ii) challenges and lessons learned related to conducting a participatory evaluation; and (iii) some key factors and implications to consider maximizing success of future participatory evaluations.
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