VANG - GMF apprenant

Learning FMG

Orientations

Foundations

Governance

Policies

Medical leadership

FR

Authors: Catherine Bouffard-Dumais and Sophie Boies Directed by Antoine Groulx April 2024

Patient partnership

The benefits of partnership are known, and patients are involved in the clinic at various levels.

La commnautet la sant durabl

Patient partnership

Indicators

• The FMG has a patient partnership policy.
• Managers have attended at least one training session on patient partnership.

• The FMG works with at least one patient partner during the year.
• Patient partners are involved in at least two aspects of the clinic's structure (governance, research projects, care, teaching, etc.).

Resources

Learning FMG orientations

An annual assessment is carried out, based on identified indicators.

The more mature an FMG is as a learning organization, the more funding it receives to support it.

It is essential that FMGs who choose to invest in a learning culture are equipped and supported. Each dimension of the learning culture is associated with a toolkit and/or support option.

Once the necessary foundations have been laid (see Foundations), the FMG is ready to implement a learning culture within its organization. The different dimensions of this culture are: continuous quality improvement (CQI) and best practices; interprofessional collaboration; comanagement; patient partnership; community; sustainable health. It is important to note that although these dimensions are analyzed separately in this model, they are interrelated. Each clinic is invited to invest in learning culture according to its priorities, needs, strengths, and challenges. This is a flexible process with no standard path. However, CQI must be at the heart of a learning culture. Likewise, adherence to best organizational, clinical, and management practices should be an ongoing concern. The learning FMG must therefore be continuously involved in one or more CQI initiatives.

Knowledge transfer

If the FMG is effective and sustainable in one or more dimensions of the learning culture, it can support other clinics and professionals in adopting this approach, including through knowledge transfer.

Indicators

• At least 25% of FMG staff are involved annually in teaching or knowledge transfer activities in two of the following three areas :

• Teaching courses in health sciences faculties;
• Supervising clinical training;

• Providing continuing education (organization-accredited conference).

• The FMG has identified a local physician responsible for continuing education.

Support guide (french)

Support

Once FMG has effectively and sustainably invested in one or more dimensions of the learning culture, it can support other clinics and leaders in adopting such an approach, particularly through coaching.

Indicators

• On an annual basis, the FMG provides support and coaching to at least one other clinic, related to a dimension they have acquired.
• Students and coaches complete a reflection exercise on their coaching process.

Support guide (french)

Foundations

Before deploying a learning culture within its organization, the FMG must first have a solid foundation. More specifically, it is essential to develop participative and functional governance, as well as clear procedures, policies and regulations, all driven by strong medical leadership.

Indicators

• The medical director participates in at least one leadership training or mentoring activity per year.
• The FMG has a team-based vision, mission, values, and organizational goals.
• The FMG has a participatory governance structure developed by the team.

• The FMG has developed medical regulations and policies that govern clinic life, minimally concerning :

• Confidentiality;

• Protection and retention of personal information;
• Psychological and sexual harassment in the workplace.

Proposition

Adherence to the model comes with some funding to support FMG in its early stages.

The FMG has one year to acquire the foundations of a learning culture. Since setting and monitoring organizational objectives is an ongoing process that needs to be adjusted as the clinic evolves, this aspect is integrated into each subsequent annual review.

Resources

Interprofessional collaboration

The way in which teamwork operates is clear and known to all. It is supported by regulations, policies and/or procedures.

La commnautet la sant durabl

Interprofessional collaboration

Indicators

• The FMG has procedures, policies, or agreements for interprofessional collaboration. At a minimum, this includes:

• A policy designed to support and guide interprofessional collaboration;
• A policy that clarifies roles and responsibilities by profession and function.

• There is at least one physical space dedicated to interprofessional collaboration.
• The FMG has an interprofessional committee that coordinates and optimizes interprofessional activities according to patient needs, respect of the best practices, and the respective professions.

Resources

Through its CQI initiatives and all other dimensions, the learning FMG is meant to contribute to the quintuple aim.

CQI and best practices

The importance of CQI makes it a cross-functional activity. Similarly, adherence to best organizational, clinical and management practices should be a constant preoccupation. These elements are essential to the deployment of a learning culture. The learning FMG must therefore be continuously engaged in one or more CQI initiatives. It has the structure and resources to carry out relevant and effective CQI initiatives.

La commnautet la sant durabl

Indicators

• The FMG has identified and trained a CQI physician to serve as the leader of his or her team.

• The FMG has a structured mechanism for efficient data extraction, structuring, and analysis.
• Within the parameters of confidentiality and ethics, the FMG has a policy for sharing its data for CQI and research purposes.
• The FMG has developed a formal structure and process for developing and monitoring CQI initiatives.
• The FMG participates in at least one CQI initiative per year, consistent with organizational priorities and goals.
• Team members collectively complete the CQI Maturity Grid on an annual basis.

Resources

Research

The learning FMG contributes to the development of new knowledge through research, an important dimension of a learning culture.

Indicators

• At least one member of the clinic is a principal researcher, associate researcher, or collaborating member of a research center and has published as an author or co-author, annually.
• The FMG is actively engaged in research. This includes at least one of the following, annually :

• Submission of a scientific project to an ethics committee;
• A formal partnership agreement with a research center;

• Participation in a scientific project.

Resources

Creating links between research and front-line communities (french)

Support guide (french)

Medico-administrative comanagement

Comanagers undergo continuous training to ensure that they are well equipped to carry out their duties. In addition, through their leadership, management plays a key role in the deployment of a learning culture.

La commnautet la sant durabl

Comanagement

Indicators

• Managers have jointly defined and communicated their roles and responsibilities to the rest of the team
• Managers complete the maturity grid together on a quarterly basis.
• Managers participate in at least one management training or mentoring activity per year.

Resources

Community and sustainable health

The FMG knows and is committed to its community. Because of its social responsibility, the FMG pays particular attention to meeting the specific needs of its community, and more specifically those of its most vulnerable populations (access and care).

Community and sustainable health

Indicators

• The FMG has designated a person responsible for establishing and maintaining active and reciprocal relationships with the community.
• The FMG has at least one equity, diversity and inclusion (EDI) policy.

• The FMG has developed at least one partnership and/or mechanism to get to know its community and its most vulnerable populations (socio-economic and health determinants).
• The FMG has at least one initiative to improve equity and access to health and social services for the most vulnerable populations.

Resources