Cypress Health Region Analysis

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There are various subsystems within the Cypress Health Region, the focus of this analysis will be the subsystem in Leader Saskatchewan. According to Hayajneh (2007) “A system is a collection of independent but interrelated elements or components organized in a meaningful way to accomplish an overall goal” (p. 1). According to the Cypress Health Region website, the mission of the health region is delivering “safe, quality services to each person” (n.d.). This is the overriding goal that drives the region’s purpose and decisions in providing care. In order for this goal to be met and maintained there are a number of factors that must occur. Although, Leader Saskatchewan is a small community the system is complex as there are often limitations, …show more content…
There is a case manager that oversees all chronic disease management. A public health nurse provides public health services two days a week. A home care co-ordinator comes to the clinic two days a week, to co-ordinate home cares services and initiate the process of long term care acceptance when home is no longer an option. Home care services are handled out of the clinic as well. A full time mental health nurse provides services to individuals in the area. Other services that come to the clinic include addictions counselling, a dental hygienist, psychiatry and podiatry. Typically these services will come to community on a monthly …show more content…
In looking at the organizational leaders, the CEO has qualities of a strong leader. She is a strong communicator, maintaining an open manner, controlling any emotional expression which is imperative in managing self (Canadian College of Health Leaders, 2010). The CEO meets twice annually with the HSM’s in each facility to get direct feedback about the how the system is functioning; focusing on successes and issues. The VP of Health Services is involved at facilities through staff development; providing coaching and mentoring to front line leaders. This encourages those individuals to develop self by improving communication and self-reflection (Canadian College of Health Leaders, 2010). Directors of long term care and acute services generally come for site visits monthly, to touch base and interact with the employees and manager. The majority of the daily leadership comes from the HSM. Currently, she has two challenges, time management and workload. Unfortunately, necessary reports and budgets consume a large portion of time and that time is further broken into managing at two sites. There is simply not enough time to be interacting with employees on the

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