Laura Case is a chief operating officer, Vancouver Community, Vice President, Employee
Engagement. As Chief Operating Officer for VCH Vancouver Community, Laura Case is
responsible for a $600 million dollars budget that oversees a wide-ranging portfolio of health
care services and programs that are provided outside of the Vancouver acute care setting. This
wide and diverse portfolio includes mental health and substance use, adult and older adult, home
and community care, housing, infant, child and youth, public health, primary care and residential
care. Laura is also responsible for health care services provided in the Downtown East side. In
her role as Vice President of Employee Engagement, Laura oversees the human resources
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portfolio for VCH which includes LEAN process improvement, Human Resource analytics and forecasting, recruitment and compensation, labour relations, Employee Wellness and staff and management development. She is passionate about staff, physician and client led program and system transformation in order to truly develop a culture of collaboration and high performance across the health authority. Laura began her career in health care in the 1980s as a registered nurse and psychiatric nurse in the Fraser Health Authority.
She has provided clinical care in a number of settings, including emergency, mental health and substance use, home and community care. Her leadership experience has spanned clinical operations, community services, systems analysis and performance, and access and utilization.
Laura holds a Bachelor’s Degree in Nursing, a Master's Degree in Business Administration and a
Graduate Certificate in Project Management.
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Vivian Eliopoulos
Chief Operating Officer, Vancouver Acute
As Chief Operating Officer for VCH Vancouver Acute, Vivian Eliopoulos oversees the
operations of Vancouver General Hospital, UBC Hospital and G.F. Strong Rehabilitation
Centre, where secondary, tertiary, quaternary, as well as ambulatory services are provided to
British Columbians from Vancouver and across the province. Recently she has taken on the
Executive Sponsorship of Lower Mainland Medical imaging where she will provide
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senior oversight and administration. Prior to this role, Vivian was Executive Director - Vancouver Acute, where her patient-centred focus and collaborative leadership nurtured innovative and sustainable solutions for quality care. In this role, Vivian oversaw significant improvements in Emergency Department wait times, and the successful implementation of a new integrated care model that won the national 3M Health Care Quality Team Award for acute care in 2013. A registered nurse by profession, Vivian has enjoyed a 30-plus-year career in health care – 30 years of which have been with Vancouver Coastal Health.
Earlier leadership roles spanned
clinical and corporate portfolios, including Critical Care, Emergency Department, Trauma
Services and Clinical Information Systems. Vivian holds a Baccalaureate Degree in Nursing
from the University of Victoria. She is a graduate of the Royal Roads University Master of Arts
degree in Leadership Program. She was the recipient of the Royal Roads University Founders
award, presented in recognition of exemplary work in the areas of leadership, sustainability and
personal development. In 2012, Vivian was recognized by the Canadian Association of
Registered Nurses of British Columbia (CRNBC), receiving an award for Excellence in Nursing
Administration.
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Jennifer MacKenzie
Chief Operating Officer, Richmond
As Chief Operating Officer for VCH Richmond, Jennifer MacKenzie leads a diverse portfolio of health care services spanning primary, home & community care, mental health & substance use, residential care, population & family health and acute care
services. In this role, Jennifer draws on her expertise in strategic and operational planning, organizational performance, project and change management, and business process to redesign, to help leaders, physicians and frontline staff respond to the changing health needs of Richmond residents and make their experiences with all aspects of the local health care system as seamless as possible Jennifer worked in business development with VCH in the health authority’s early days, but just prior to taking on her Richmond role, she served as Vice-President, Strategic Planning, Transformation Support and Innovation for the Provincial Health Services Authority (PHSA). She led creation of enterprise-wide frameworks, systems and processes that integrated PHSA’s corporate strategy, performance measurement and operational management while building organizational capacity to support transformational change. She also led PHSA’s imPROVE program, which applied "lean thinking" to a health care environment. Jennifer was named Canada’s Outstanding Young Health Executive of the Year by the Canadian College of Health Services Executives in 2008. In 2009, she and the PHSA imPROVE team received the Gold Apple Award for Top Innovator by the Health Employers Association of
Markham Stouffville Hospital (MSH) is an acute care Hospital in Markham Ontario. Every year almost 40,000 patients discharge referral transactions are conducted across 52 health care facilities in the Central Local Health Integration Network (CLHIN). I am currently working as a Hospital Case Manager (HCM) in Central Community Care Access Central (CCAC) at the Markham ...
...rofiles of Health Care Systems, The Commonwealth Fund, June 2010. Retrieved April 20th, 2011 from website: http://www.commonwealthfund.org/~/media/Files/Publications/Fund%20Report/2010/Jun/1417_Squires_Intl_Profiles_622.pdf
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I have had the privilege to work with an incredible nurse leader over the past two years. This particular nurse leader shares my passion for population health and case management for the support of patients in their homes and keeping patients safe and healthy. The purpose of this interview was to obtain further knowledge about the role desired by the interviewer. By attaining information from a practicing Master’s prepared nurse, the interviewer will develop a deeper understanding of the career advancement and potential opportunities that are available in the local community.
As a nurse seeking my bachelor in nursing I have a lot of mentors in my career path. The person I choose to interview is my mentor name, Karen. In the process of her nursing career, she was influenced by her mentor to continue her education, in women's health because of her passion for young teens. Karen started her career in nursing at Grand Valley State University where she earned a Bachelor Degree in nursing. After having her BSN for many years, Karen decision to continue her education at Michigan State University where she received a Master degree in Nursing.
Primary health care is the essential step to the Canadian health system. It is often associated with other specialized health care sectors, and community services. Many patients visit various services under primary health care such as family doctors' offices, mental health facilities, nurse practitioners' offices; they make phone calls to health information lines, for example, Tele-health; and receive suggestions from physicians and pharmacists (First Ministers; meeting on healthcare, n.d.). This service can prevent patients from visiting the emergency department, when all that is required is some guidance and advice. Having primary care services can reduce the consumption of acute beds, where only seriously ill patients can use the acute beds when it is available. Primary care not only deals with sickness care, but it helps patients receive preventable measures; it promotes healthy choices (Primary health care, n.d.). The focus on appropriate health care services, when and where they are needed, enhanced the ability of individuals to access primary care in various settings: at home, in a hospital or any number of family health care venues, such as Family Health Teams (FHTs), Community Health Centres (CHCs), or Nurse Practitioner- led clinics. This paper will look at the litigious heated argument in the Romanow Report concerning primary care. It will begin with a discussion of the outcome of the Accord on Health Care Renewal (2003) and The First Ministers' Meeting on the Future of Health in Canada (2004), both referring to primary care, which will then be followed with an assessment and analysis of the different ways in which the accords have been addressed in support of primary care. Followed by a discussion about the changes on ...
Yiu, L. (2012). Community care. In L. Stamler & L. Yiu (Eds.), Community health nursing: A Canadian perspective (3rd ed., p. 213, 219, 227). Toronto, Canada: Pearson Canada Inc.
It is important for all businesses to understand and observe their strengths and weaknesses. How the organization adapts and changes to fix it’s weaknesses determines the overall success of the business. The Glens Falls Hospital, like all organizations, has a variety of good and bad qualities. Geographically, the Glens Falls Hospital is the largest hospital facility from Albany, New York to Montreal, Canada (About Glens Falls Hospital, 2018). They offer 26 different hospital services ranging from sleep disorders to wound healing, and snuggerys. With such a large geographic reach, the different hospital services are very useful for their organization. Since 2017, the Glens Falls Hospital has hired two new board members. It is important
During my interview with Regina Martinez, BS RN and currently an Assistant Director of a home health agency, I discovered her leadership style matched the above quote. Martinez had extensive experience in management prior to joining the medical field. As a single working mother, she worked her way up from waitress to manger of a popular seafood restaurant. However, her dream had always been to become a nurse and she began her medical career as a certified nurse’s aide (CNA), while working through college. She graduated from nursing school with a Bachelor’s degree in Science and has been a Registered Nurse (RN) for more than two decades. She quickly earned the respect of doctors and fellow nurses, becoming a Charge Nurse on the floors she worked. She has worked as Medical Surgery nurse, emergency room, and as Director of Nursing for home health and long-term care facilities where she was responsible for over 150 employees.
Their dedication to their mission statement and also due to the loyalty of the local community has given way to recent construction projects, such as a $66 million dollar expansion and renovation, new construction of a new emergency department and a new outpatient surgery center. These new ve...
This is a nearly 40-minute interview. The object of this interview is the leader of a community medical centre. This medical centre has five physicians, two nutritionists, one occupational therapist, a nurse and three service desk receptionists. This medical centre serves the community of more than five thousand patients now. After the interview, integration of the following eight items in this leader’s characteristics and traits.