Lecture Notes: Medical Affairs and Human Resources Structure

Introduction

• Communication via Phone: Use star nine to raise hand, star six to unmute.
• Acknowledgment of Indigenous Lands: Recognition of the land's history and treaties in Ontario.
• Agenda Overview: Discuss human resource structure and medical leadership structure.

Human Resource Structure for Medical Affairs

• Variability: Medical staff offices vary drastically in size.
• Importance of Discussion: Recognized through environmental scans.
• Focus Areas:
  • Credentialing: Core business of medical affairs.
  • Recruitment: Ongoing recruitment of physicians.
  • Manpower Planning: Forecasting and strategizing staffing.
  • Performance Metrics: Varies by department.

Discussion Points

Current Structures and Practices

• Margaret's Experience: Constructed departments focusing on credentialing and recruitment.
• Other Core Functions: Managing academic programs for residents and students, mask fit testing, COVID vaccines, financial aspects like stipends.

Challenges and Solutions

• Variability in Manpower Planning: Some offices highly involved, others minimally.
• Role of Medical Affairs in Education: Coordination varies between academic and non-academic centers.
• Financial Management: Varies from office-based to integrated with hospital finance.

Specific Hospital Examples

• Oak Valley Health: Heavy involvement in manpower planning, mask fitting, and recruitment.
• St. Joseph's Healthcare: Supports medical learners extensively.
• Trillium Health Partners: Extensive training and support for medical leaders.

Medical Leadership Structure

• Leadership Roles: Chiefs, division heads, and corporate leads.
• Compensation: Differentiated by role and tenure.
• Selection and Appointment Process:
  • External reviews and robust processes for selecting department chiefs.
  • Involvement from various stakeholders including administration and peer physicians.

Succession Planning and Leadership Development

• Challenges: Difficulty in recruiting medical leaders due to workload and burnout.
• Training Programs: Hospitals offer leadership training and development courses.
• Succession Planning Efforts:
  • Programs to identify potential leaders.
  • Budget allocation for leadership training.

Conclusion

• Participation and Feedback: Encouragement for feedback on topics and involvement in future sessions.
• Next Steps: Emphasis on continuous improvement and adaptation of structures to meet needs.

These notes capture the essence of the lecture and discussion, focusing on key areas of human resource and medical leadership structures, providing insight into challenges faced by hospitals and strategies employed to address them. The discussion highlighted the importance of standardized processes, training, and strategic planning in medical affairs.