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Skills and Role


Eastern Health, NL

The Eastern Health Board of Trustees uses a modified form of Policy Governance to ensure compliance with provincial legislation and accreditation standards. There is a Board Quality and Safety Committee. At Least 25% of the Board Agenda is devoted to quality and safety reports.  Governance policies and monitoring mechanisms are comprehensive. There are Executive Limitations around Quality and Safety, which state that “the CEO shall not fail to implement and support a safety culture within the organization. In doing so, the CEO shall not cause or allow conditions, procedures or decisions that are unsafe, disrespectful, and unnecessarily intrusive, that fail to provide adequate confidentiality or privacy that otherwise jeopardize the quality of care or services to clients or potential clients.” There are eight areas of safety which the CEO reports on to the Board on a quarterly, semi-annual and annual basis.

  1. Safety – ensure safe equipment and compliance with safety and quality protocols
  2. Adherence to organizational values – ensure clients are treated in accordance to organizational values
  3. Ensure effective processes to monitor, analyze, report and respond to safety issues and sentinel events
  4. Maintain Accreditation Canada and other accrediting bodies’ certification
  5. Ensure a safe work environment, a strong commitment to safety and quality
  6. Ensure appropriate risk management structures and processes are in place
  7. Ensure organizational performance meets acceptable standards of treatment and care
  8. Ensure plans are in place to improve client and employee ability to navigate the health and community services system

Saskatoon Health Region

The Saskatoon Health Region (SHR) was created by consolidating the boards of individual organizations into one regional board, appointed by the Minister of Health, and based on a community representation model of governance. The move from districts to regions has been challenging, as there are dozens of organizations that are at various stages in their quality and safety journeys. The SHR aims to build upon the pockets of successful quality activity, and “connecting the dots” by developing a strategic plan and refining a conceptual framework for quality and safety in the region. The SHR is also taking steps to clarify structures and accountabilities, set concrete goals, find measures and appropriate structures and processes to support quality improvement and patient safety.