A strategic review of hospital foundations across Canada
|Title||A strategic review of hospital foundations across Canada|
|Institution||University of Prince Edward Island|
|Degree earned||Master of Business Administration|
|Place published||Charlottetown, P.E.I.|
|Abstract||Hospital foundations, established to raise funds for medical equipment for their parent hospitals or health care institutions, are being challenged by changes in governance by their parent hospitals or health care institutions. The governance model for most hospitals across Canada has changed dramatically over the past fifteen years. They no longer have hospital boards but report directly to a regional, provincial board, or an authority with a broader mandate beyond one institution. This has changed the independence and authority held by the institutions and presented challenges for hospital foundations. The hospital or health care institution no longer holds the authority, or budget. This research examines the roles of hospital foundations boards across Canada and how hospital foundations are functioning in this new era of healthcare. The study's findings revealed that foundation boards and their Senior Development Officers are being forced into new roles such as advocacy and taking the place of hospital boards in filling the void left by the absence of hospital boards. The findings identified themes, including engagement, culture of philanthropy, power dimension, and board representation. The findings suggest that because of their unique relationship with their institution in this new era of healthcare, hospital foundations must look at their governance model and evaluate themselves to determine if their roles need to change.|
|Use/Reproduction||In presenting this signature project report in partial fulfilment of the requirements for a Master of Business Administration degree from the University of Prince Edward Island, the author has agreed that the Robertson Library, University of Prince Edward Island, may make this signature project freely available for inspection and gives permission to add an electronic version of the signature project to the Digital Repository at the University of Prince Edward Island. Moreover the author further agrees that permission for extensive copying of this signature project report for scholarly purposes may be granted by the professor or professors who supervised the author’s project work, or, in their absence, by the Dean of the School of Business. It is understood that any copying or publication or use of this signature project report or parts thereof for financial gain shall not be allowed without the author’s written permission. It is also understood that due recognition shall be given to the author and to the University of Prince Edward Island in any scholarly use which may be made of any material in the author’s report.
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