Saskatchewan Health

About: Saskatchewan Health is a government organization based out in Regina, Saskatchewan, Canada. It is known for research contribution in the topics: Population & Health care. The organization has 442 authors who have published 489 publications receiving 7728 citations.

First trimester antenatal care visit reduces the risk of miscarriage among women of reproductive age in Ghana.

Abstract: Miscarriage is a common adverse pregnancy outcome in childbearing and an increasing global reproductive health problem. This study explored 1) the national prevalence of the first trimester (≤12 weeks) miscarriage among women (15-49 years) in Ghana, and 2) the influence of first-trimester antenatal care (ANC) visits on miscarriage risk. A cross-sectional study using the Demographic Health Survey (DHS- 2017) on maternal health in Ghana was conducted. We used a nationally representative subsample of (7,846) women with no or early ANC visit of the initial sample (25,062). Women with late ANC visit (≥12 weeks) and those who were never pregnant or had not given birth at the time of the survey were excluded from this analysis. We performed multivariable Poisson regression to estimate miscarriage risk (RR), its associated risk factors, and national prevalence. The national first-trimester miscarriage prevalence was 19.1%. Increasing maternal age and urban residence were significantly associated with the risk of first-trimester miscarriage ( p <0.001) while early ANC visits lower the risk of miscarriage by 43% (p=0.0246). We found that first trimester ANC visit decreases miscarriage risk in Ghana and highlights the important role of early ANC visits in reducing miscarriages. (Afr J Reprod Health 202 1; 25[1]: 129-137 ).

Sexual health counselling in patients with spinal cord injury: Health care professionals' perspectives.

Abstract: Objectives: We aimed to explore barriers to discussing sexual health with spinal cord injured (SCI) patients as perceived by health care professionals, to determine interest and preferences regarding further education in sexual health, and to assess the perceived need for an inpatient Sexual Health Team.Design: Pre and post surveys were completed by attendees following a 1-2 hour educational session on sexual health and SCI, assessing core elements including participant characteristics, confidence levels, and perceptions towards sexual health counselling and education.Setting: Wascana Rehabilitation Centre, a facility in Regina, SK offering inpatient and outpatient rehabilitation services in Saskatchewan.Participants: Eighty-six participants with a mean age of 39 years took part in this study. Among them, nearly half were nurses.Interventions: Educational sessions on SCI patients' sexual health.Outcome Measures: Self-administered surveys.Results: Significant differences were observed between pre- and post-session participant responses regarding their confidence levels (P < 0.001). Most participants (82.1%) had never provided sexual health counselling to SCI patients. The main perceived barrier to lack of sexual health counselling was insufficient training; the preferred learning method was via in-person workshops. The majority (80%) of participants indicated a Sexual Health Team should be created and 39.4% of participants expressed interest in becoming a member of this team.Conclusion: These results support that an educational session may help improve the confidence, knowledge, and perceptions around delivery of sexual health education of SCI patients. Study results suggest a perceived need for a Sexual Health Team and interest from health care professionals to become more involved in sexual health counselling.

Extreme Makeover: Can We Achieve Rapid Improvement in Canada's Healthcare System?

Abstract: Building upon some key discussion points in the Brown et al. paper, we explore the key elements driving performance measurement and quality improvement strategies in the Veterans Affairs healthcare system in the United States and the national primary-care trusts in England, both of which offer important insights into understanding the factors that affect rapid, large-scale change. In the context of these "extreme makeover" examples, our commentary discusses the currently evolving performance measurement culture in the Canadian primary healthcare reform setting. We specifically highlight the experiences in Saskatchewan, a province that has been acknowledged recently by CIHI as a leader in primary healthcare evaluation. Although Saskatchewan has attempted to overcome the methodological and conceptual challenges in evaluation that Brown et al. outline in their paper, a stable performance measurement culture has yet to emerge and systematically utilize performance measurement reports for purposes of facilitating change. Although there is a growing recognition that measures by themselves will not be able to spur improvement, it is yet to be seen to what extent these performance reports can speak compellingly to policymakers, primary healthcare providers and managers to serve as catalysts to a major leap forward in overall quality improvement.

Leadership succession preparedness and sense of urgency in Canadian hospital pharmacy

Abstract: Background: Leadership turnover is unavoidable in all organizations, including hospital pharmacy departments. Succession planning can promote organizational stability, among other benefits. Objectives: To gather a contemporary, nationwide measure of the level of preparedness for department leadership succession and to gain related insight from a variety of pharmacy leaders. Methods: This study was an environmental scan of Canadian hospital pharmacy leaders. An online survey was conducted to identify the current rate of succession planning; to describe existing succession plans; to determine the perceived need for succession planning; and to describe strategies for, barriers to, and facilitators of succession planning. Results: Eighty-three responses were received. Thirteen respondents (16%) reported that their hospital pharmacy departments had a succession plan, and 13 (16%) of individuals had known successors. Most respon-dents (64/75 [85%]) perceived succession plans to be rare or nonexistent across Canada. However, 72% (54/75) felt that succession planning was needed for their own leadership position. The most common barriers to succession planning were a lack of formal structure or tools, lack of plan implementation, unionization, and lack of career ladder positions. Select facilitators to succession planning identified by respondents were having a strong existing leadership and having an abundant pool of capable successors. Conclusions: Most Canadian hospital pharmacy departments and individual leaders represented in this survey were not prepared with succession plans. A collective effort to proactively enact succession planning in Canadian hospital pharmacy departments would have multiple benefits for existing and aspiring leaders and, ultimately, the profession as a whole. RESUME Contexte : Tout organisme, y compris les services de pharmacie d’hopitaux, fait face au renouvellement inevitable de sa direction. La planification de la releve peut, entre autres avantages, favoriser la stabilite organisationnelle. Objectifs : Brosser un portrait national et actuel de la capacite des services de pharmacie de faire face au renouvellement de leur direction et obtenir le point de vue de differents leaders en pharmacie sur le sujet. Methodes : La presente etude est une analyse du contexte des leaders en pharmacie hospitaliere du Canada. Un sondage en ligne a permis de determiner le degre actuel de planification de la releve, de decrire les plans de releve mis en place, de determiner dans quelle mesure une planification de la releve est necessaire et de decrire les strategies a adopter pour mener une planification de la releve ainsi que les elements y faisant obstacle ou la facilitant. Resultats : Les investigateurs ont recu 83 reponses. Treize repondants (16 %) ont indique que les services de pharmacie de leur hopital possedaient un plan de releve et tous les 13 (16 %) connaissaient les successeurs. La plupart des repondants (64/75 [85 %]) croyaient que les plans de releve etaient rares, voire inexistants, au Canada. Cependant, 72 % (54/75) estimaient que leur poste de direction necessitait une planification de la releve. Les obstacles a la planification de la releve le plus souvent evoques etaient : l’absence de structure ou d’outils formels, l’absence de mise en œuvre d’un plan, la syndicalisation et le manque de postes offrant des possibilites d’avancement. Parmi les elements facilitant la planification de la releve, les repondants ont mentionne : la presence d’un leadership fort et l’acces a un important bassin de candidats competents. Conclusions : La plupart des services de pharmacie d’hopitaux canadiens et des dirigeants representes dans le sondage n’etaient pas en mesure de s’appuyer sur un plan de releve. Un travail collectif de mise en œuvre proactive d’une planification de la releve dans les services de pharmacie d’hopitaux canadiens aurait de multiples avantages pour les dirigeants en place et ceux appeles a le devenir et, ultimement, pour la profession dans son ensemble.