Jenna M Evans
Biographic Data
| ID | 3583594 |
|---|---|
| NAME | Jenna M Evans |
| GIVEN NAMES | Jenna M |
| FAMILY NAME | Evans |
| SIGNATURE | EVANS J M |
| AFFILIATIONS | University of Toronto |
| ORCID | 0000-0003-3104-9889 |
| VERIFIED | Yes |
| TOTAL WORKS | 16 |
| TOTAL CITATIONS | 33 |
| AUTHOR COUNT | 16 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
Managing the performance of healthcare networks
This qualitative case study examines how the tension between control and collaboration is managed in the relationship between a Network Administrative Organization (NAO) and the 40 inter-organizational service delivery networks it governs using a performance management system. We found that the relationship between the NAO and networks operated as a ‘dance’, with the NAO taking steps to collaborate with and control the networks. We identified thr…
Investigating methods of sharing data between police, health, education, and social services
The Crime and Disorder Act (1998) requires the police, local authorities, NHS, and other organisations to share intelligence and collectively work to reduce violent crime. This paper aimed to explore opinions on linking police data with other agency data. Interviews were undertaken with individuals from police forces in Wales, UK. Barriers to sharing data with other organisations involve differences in the systems used to store police data and un…
Assessing the Delivery of Coordinated Care to Patients with Advanced Chronic Kidney Disease in Ontario, Canada
The results suggest that care for patients with advanced CKD in Ontario is not consistently coordinated. Healthcare professionals may enhance patient perceptions of coordinated care through explicit communication with patients about how the professionals they see and treatments or services they receive influence their overall health and well-being. At a systems level, there is a need to improve professional awareness of and linkages to home- and …
Trial and error, together
Hybrid networks that link disparate professionals and organizations are a common approach to deliver integrated care to patients. Recent literature argues that successful implementation of these networks demands a socio-cognitive perspective in which stakeholder mental frames and thought processes are prioritized, investigated, and compared. The aims of this article are to identify where mindsets diverge among clinical and managerial stakeholders…
Complexity-compatible' policy for integrated care? Lessons from the implementation of Ontario's Health Links
Complex adaptive systems (CAS) theory views healthcare as numerous sub-systems characterized by diverse agents that interact, self-organize, and continuously adapt. We apply this complexity science perspective to examine the extent to which CAS theory is a useful lens for designing and implementing health policies. We present the case of Health Links, a "low rules" policy intervention in Ontario, Canada aimed at stimulating the development of vol…
Operationalizing Patient-Centered Integrated Care
The International Journal of Integrated Care (IJIC) is an online, open-access, peer-reviewed scientific journal that publishes original articles in the field of integrated care on a continuous basis.IJIC has an Impact Factor of 5.120 (2020 JCR, received in June 2021)
Understanding the sustainability of cross-sectoral care coordination
Introduction: Coordinated health services are required for complex patients with comorbid mental and physical health conditions. Health Links (HL) is an initiative in Ontario, Canada promoting integration across the mental and physical health sectors. Collaborative structures in HLs were determined by local partnering organizations, resulting in various integration approaches. Therefore, HLs offers a unique opportunity to examine different approa…
Organizational Context and Capabilities for Integrating Care
Introduction: Interventions aimed at integrating care have become widespread in healthcare; however, there is significant variability in their success. Differences in organizational contexts and associated capabilities may be responsible for some of this variability. This study develops and validates a conceptual framework of organizational capabilities for integrating care, identifies which of these capabilities may be most important, and explor…
Can complexity dynamics be harnessed to improve integration of care? The implementation of the Health Links in Ontario, Canada
The International Journal of Integrated Care (IJIC) is an online, open-access, peer-reviewed scientific journal that publishes original articles in the field of integrated care on a continuous basis.IJIC has an Impact Factor of 2.913 (2021 JCR, received in June 2022)The IJIC 20th Anniversary Issue was published in 2021
Evaluating the ‘Health Links’
Introduction: Adults with multiple chronic illnesses account for more than 75% of health care spending. Many are considered complex due to multimorbidity, high service use, and psychosocial vulnerability.Practice Change Implemented: The Health Links (HLs) are networks of multiple health and social service organizations that voluntarily partner to deliver integrated care to complex, high-cost patients in Ontario, Canada.Aim and Theory of Change: W…
Distributed versus centralized leadership in the implementation of a Canadian integrated care initiative
The International Journal of Integrated Care (IJIC) is an online, open-access, peer-reviewed scientific journal that publishes original articles in the field of integrated care on a continuous basis.IJIC has an Impact Factor of 2.913 (2021 JCR, received in June 2022)The IJIC 20th Anniversary Issue was published in 2021
Organizational Context Matters
The toolkit can be used to characterize and compare organizational contexts across cases and enable comparison of results across studies. This information can enhance our understanding of the influence of organizational contexts, support the transfer of best practices, and help explain why some integrated care initiatives succeed and some fail
Organizational Context and Capabilities for Integrating Care
Organizational leaders can use the framework to determine readiness to integrate care, develop targeted change management strategies, and select appropriate partners with overlapping or complementary profiles on key capabilities. Researchers may use the results to test and refine the proposed framework, with a focus on the hypothesized relationships among organizational capabilities and between organizational capabilities and performance outcomes
Implementing a “Low-Rules” Provincial Integrated Care Initiative in Canada
Introduction: This study explores the implementation of "Health Links", a provincial integrated care initiative aimed at transforming care systems for high needs patients in Ontario, Canada. Launched in 2012 with 19 early adopters, there are currently 54 operational Health Links in Ontario. Each Health Link consists of multiple providers and is led by a coordinating partner such as a hospital, primary care group, or community support agency
Health Systems Integration
For over two decades, health services researchers and managers have focused on improving integration between organizations and levels of care. Yet, healthcare systems capable of delivering integrated care have not developed widely. This dissertation argues that structural and process strategies for integration need to be supplemented by attention to the social cognitions that characterize the behaviours of actors within healthcare systems. The ai…
Reframing the challenges to integrated care
One possible explanation for the lack of systems change towards integration is that we have failed to treat the healthcare system as complex-adaptive. The data suggest that future integration initiatives must be anchored in a CAS perspective, and focus on building the system's capacity to self-organize. We conclude that integrating care requires policies and management practices that promote system awareness, relationship-building and information…
Complexity-compatible' policy for integrated care? Lessons from the implementation of Ontario's Health Links
Complex adaptive systems (CAS) theory views healthcare as numerous sub-systems characterized by diverse agents that interact, self-organize, and continuously adapt. We apply this complexity science perspective to examine the extent to which CAS theory is a useful lens for designing and implementing health policies. We present the case of Health Links, a "low rules" policy intervention in Ontario, Canada aimed at stimulating the development of vol…
Organizational Context and Capabilities for Integrating Care
Organizational leaders can use the framework to determine readiness to integrate care, develop targeted change management strategies, and select appropriate partners with overlapping or complementary profiles on key capabilities. Researchers may use the results to test and refine the proposed framework, with a focus on the hypothesized relationships among organizational capabilities and between organizational capabilities and performance outcomes
Organizational Context Matters
The toolkit can be used to characterize and compare organizational contexts across cases and enable comparison of results across studies. This information can enhance our understanding of the influence of organizational contexts, support the transfer of best practices, and help explain why some integrated care initiatives succeed and some fail
Reframing the challenges to integrated care
One possible explanation for the lack of systems change towards integration is that we have failed to treat the healthcare system as complex-adaptive. The data suggest that future integration initiatives must be anchored in a CAS perspective, and focus on building the system's capacity to self-organize. We conclude that integrating care requires policies and management practices that promote system awareness, relationship-building and information…
Trial and error, together
Hybrid networks that link disparate professionals and organizations are a common approach to deliver integrated care to patients. Recent literature argues that successful implementation of these networks demands a socio-cognitive perspective in which stakeholder mental frames and thought processes are prioritized, investigated, and compared. The aims of this article are to identify where mindsets diverge among clinical and managerial stakeholders…
Evaluating the ‘Health Links’
Introduction: Adults with multiple chronic illnesses account for more than 75% of health care spending. Many are considered complex due to multimorbidity, high service use, and psychosocial vulnerability.Practice Change Implemented: The Health Links (HLs) are networks of multiple health and social service organizations that voluntarily partner to deliver integrated care to complex, high-cost patients in Ontario, Canada.Aim and Theory of Change: W…
Reframing the challenges to integrated care
One possible explanation for the lack of systems change towards integration is that we have failed to treat the healthcare system as complex-adaptive. The data suggest that future integration initiatives must be anchored in a CAS perspective, and focus on building the system's capacity to self-organize. We conclude that integrating care requires policies and management practices that promote system awareness, relationship-building and information…
Health Systems Integration
For over two decades, health services researchers and managers have focused on improving integration between organizations and levels of care. Yet, healthcare systems capable of delivering integrated care have not developed widely. This dissertation argues that structural and process strategies for integration need to be supplemented by attention to the social cognitions that characterize the behaviours of actors within healthcare systems. The ai…
Implementing a “Low-Rules” Provincial Integrated Care Initiative in Canada
Introduction: This study explores the implementation of "Health Links", a provincial integrated care initiative aimed at transforming care systems for high needs patients in Ontario, Canada. Launched in 2012 with 19 early adopters, there are currently 54 operational Health Links in Ontario. Each Health Link consists of multiple providers and is led by a coordinating partner such as a hospital, primary care group, or community support agency
Organizational Context and Capabilities for Integrating Care
Organizational leaders can use the framework to determine readiness to integrate care, develop targeted change management strategies, and select appropriate partners with overlapping or complementary profiles on key capabilities. Researchers may use the results to test and refine the proposed framework, with a focus on the hypothesized relationships among organizational capabilities and between organizational capabilities and performance outcomes
Operationalizing Patient-Centered Integrated Care
The International Journal of Integrated Care (IJIC) is an online, open-access, peer-reviewed scientific journal that publishes original articles in the field of integrated care on a continuous basis.IJIC has an Impact Factor of 5.120 (2020 JCR, received in June 2021)
Understanding the sustainability of cross-sectoral care coordination
Introduction: Coordinated health services are required for complex patients with comorbid mental and physical health conditions. Health Links (HL) is an initiative in Ontario, Canada promoting integration across the mental and physical health sectors. Collaborative structures in HLs were determined by local partnering organizations, resulting in various integration approaches. Therefore, HLs offers a unique opportunity to examine different approa…
Organizational Context and Capabilities for Integrating Care
Introduction: Interventions aimed at integrating care have become widespread in healthcare; however, there is significant variability in their success. Differences in organizational contexts and associated capabilities may be responsible for some of this variability. This study develops and validates a conceptual framework of organizational capabilities for integrating care, identifies which of these capabilities may be most important, and explor…
Can complexity dynamics be harnessed to improve integration of care? The implementation of the Health Links in Ontario, Canada
The International Journal of Integrated Care (IJIC) is an online, open-access, peer-reviewed scientific journal that publishes original articles in the field of integrated care on a continuous basis.IJIC has an Impact Factor of 2.913 (2021 JCR, received in June 2022)The IJIC 20th Anniversary Issue was published in 2021
Evaluating the ‘Health Links’
Introduction: Adults with multiple chronic illnesses account for more than 75% of health care spending. Many are considered complex due to multimorbidity, high service use, and psychosocial vulnerability.Practice Change Implemented: The Health Links (HLs) are networks of multiple health and social service organizations that voluntarily partner to deliver integrated care to complex, high-cost patients in Ontario, Canada.Aim and Theory of Change: W…
Distributed versus centralized leadership in the implementation of a Canadian integrated care initiative
The International Journal of Integrated Care (IJIC) is an online, open-access, peer-reviewed scientific journal that publishes original articles in the field of integrated care on a continuous basis.IJIC has an Impact Factor of 2.913 (2021 JCR, received in June 2022)The IJIC 20th Anniversary Issue was published in 2021
Organizational Context Matters
The toolkit can be used to characterize and compare organizational contexts across cases and enable comparison of results across studies. This information can enhance our understanding of the influence of organizational contexts, support the transfer of best practices, and help explain why some integrated care initiatives succeed and some fail
Trial and error, together
Hybrid networks that link disparate professionals and organizations are a common approach to deliver integrated care to patients. Recent literature argues that successful implementation of these networks demands a socio-cognitive perspective in which stakeholder mental frames and thought processes are prioritized, investigated, and compared. The aims of this article are to identify where mindsets diverge among clinical and managerial stakeholders…
Complexity-compatible' policy for integrated care? Lessons from the implementation of Ontario's Health Links
Complex adaptive systems (CAS) theory views healthcare as numerous sub-systems characterized by diverse agents that interact, self-organize, and continuously adapt. We apply this complexity science perspective to examine the extent to which CAS theory is a useful lens for designing and implementing health policies. We present the case of Health Links, a "low rules" policy intervention in Ontario, Canada aimed at stimulating the development of vol…
Assessing the Delivery of Coordinated Care to Patients with Advanced Chronic Kidney Disease in Ontario, Canada
The results suggest that care for patients with advanced CKD in Ontario is not consistently coordinated. Healthcare professionals may enhance patient perceptions of coordinated care through explicit communication with patients about how the professionals they see and treatments or services they receive influence their overall health and well-being. At a systems level, there is a need to improve professional awareness of and linkages to home- and …
Managing the performance of healthcare networks
This qualitative case study examines how the tension between control and collaboration is managed in the relationship between a Network Administrative Organization (NAO) and the 40 inter-organizational service delivery networks it governs using a performance management system. We found that the relationship between the NAO and networks operated as a ‘dance’, with the NAO taking steps to collaborate with and control the networks. We identified thr…
Investigating methods of sharing data between police, health, education, and social services
The Crime and Disorder Act (1998) requires the police, local authorities, NHS, and other organisations to share intelligence and collectively work to reduce violent crime. This paper aimed to explore opinions on linking police data with other agency data. Interviews were undertaken with individuals from police forces in Wales, UK. Barriers to sharing data with other organisations involve differences in the systems used to store police data and un…
Political science (14 works) · Computer Science (13 works) · Health care (11 works) · Interprofessional Education and Collaboration (11 works) · Knowledge management (11 works) · Integrated care (9 works) · Business (8 works) · Medicine (8 works) · Public relations (8 works) · Health Policy Implementation Science (7 works)