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Fraser Health Authority partnered with electronic medical records providers Intrahealth Canada Ltd., Telus Health Wolf EMR and Divisions of Family Practice to further enhance the CARES program – introducing, as a part of routine care, an Electronic Frailty Index Comprehensive Geriatric Assessment (eFI-CGA) tool to measure seniors’ frailty index through ongoing periodic geriatric assessments.",{"type":15,"attrs":907,"content":908},{"textAlign":53},[909],{"text":910,"type":356},"The CARES program, specifically the Self-Management Health Coach program, is a partnership between primary care providers and community partners developed and implemented by the University of Victoria’s Institute on Aging and Lifelong Health, and funded by British Columbia’s Ministry of Health.",{"type":15,"attrs":912,"content":913},{"textAlign":53},[914],{"text":915,"type":356},"CARES demonstrates that the progression of frailty in seniors can be proactively delayed with proper assessment and care planning. Community partners can help enhance the physical health of seniors at risk of frailty through active coaching to improve their access to exercise, nutrition and social engagement resources.",{"type":15,"attrs":917,"content":918},{"textAlign":53},[919],{"text":920,"type":356},"Other benefits of the CARES program include reduced acute care and emergency department use by seniors, as well as healthcare providers’ improved sensitivity to the measurement of frailty through their use of the evidence-informed frailty assessment tool.",{"type":15,"attrs":922,"content":923},{"textAlign":53},[924,925,931],{"text":386,"type":356},{"text":477,"type":356,"marks":926},[927],{"type":391,"attrs":928},{"href":472,"uuid":473,"anchor":53,"custom":929,"target":475,"linktype":406,"story":930},{},{"name":477,"id":478,"uuid":473,"slug":479,"url":480,"full_slug":480,"_stopResolving":291},{"text":932,"type":356},"Collaborative.",{"_uid":934,"file":935,"link":940,"label":941,"linkType":408,"component":409,"linkLabel":16},"267f1a14-f1b4-475e-82af-db42656cdbeb",{"id":936,"alt":937,"name":16,"focus":16,"title":937,"source":16,"filename":938,"copyright":16,"fieldtype":283,"meta_data":939,"is_external_url":285},114291120695119,"Cares Innovationprofile E FINAL Ua","https://a-ca.storyblok.com/f/850807391887861/c75da7690f/cares-innovationprofile-e-final-ua.pdf",{},{"id":16,"url":16,"linktype":406,"fieldtype":407,"cached_url":16},"CARES Innovation Profile",[122,129],[200,192],"community-action-and-resources-empowering-seniors-cares","resources/community-action-and-resources-empowering-seniors-cares",-18290,[],{"parent_slug":420,"umbraco_path":949,"umbraco_uuid":950},"/HealthcareExcellenceCanada/Resources/CommunityActionAndResourcesEmpoweringSeniors","d0e92990-f696-441b-8d7f-d9a8b4bd90ac","a7cd0405-8f0c-4ccb-8ee2-af0fb5c04de3","2025-11-26T23:54:00.233Z",[],[955],{"path":956,"name":957,"lang":305,"published":291},"ressources/programme-d-intervention-communautaire-et-de-ressources-pour-l-autonomie-des-aines-cares","Programme d’intervention communautaire et de ressources pour l’autonomie des aînés (CARES)",{"name":959,"created_at":960,"published_at":961,"updated_at":962,"id":963,"uuid":964,"content":965,"slug":1033,"full_slug":1034,"sort_by_date":53,"position":1035,"tag_list":1036,"is_startpage":285,"parent_id":418,"meta_data":53,"group_id":1037,"first_published_at":1038,"release_id":53,"lang":299,"path":53,"alternates":1039,"default_full_slug":1034,"translated_slugs":1040},"The Am I Safe? Report","2025-12-03T20:03:05.120Z","2026-02-16T20:18:56.956Z","2026-02-16T20:18:56.985Z",119204188963149,"40d6ae82-08e5-4775-8e7f-781703f93624",{"new":285,"seo":966,"_uid":969,"hero":970,"type":170,"topics":992,"Noindex":285,"content":993,"audience":1031,"duration":16,"regional":1032,"component":413},{"_uid":967,"title":959,"plugin":329,"og_image":16,"og_title":16,"description":968,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"898c961a-d9c8-4a03-8d40-be01b58994c9","It's time to have a conversation about safety in the home.","b3df2c3e-a759-4f13-8588-0768840e7e92",[971],{"_uid":972,"image":973,"title":959,"format":977,"component":340,"description":980,"key_learning":986,"prerequisite":989},"ac71778e-44f0-4608-a91e-0c7b12f8015f",{"id":974,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":975,"copyright":16,"fieldtype":283,"meta_data":976,"is_external_url":285},138976225850732,"https://a-ca.storyblok.com/f/850807391887861/1500x1000/f6c7e434b0/shapes-3.webp",{},{"type":12,"content":978},[979],{"type":15},{"type":12,"content":981},[982],{"type":15,"attrs":983,"content":984},{"textAlign":53},[985],{"text":968,"type":356},{"type":12,"content":987},[988],{"type":15},{"type":12,"content":990},[991],{"type":15},[69,76],[994],{"_uid":995,"content":996,"component":410},"9d10cdfd-d3a4-49ac-9b6a-f84df7432be5",[997,1024],{"_uid":998,"content":999,"component":397},"c8e5d0b9-e865-42a6-9ac9-ef3432a081d9",{"type":12,"content":1000},[1001,1006,1019],{"type":15,"attrs":1002,"content":1003},{"textAlign":53},[1004],{"text":1005,"type":356},"Choosing to receive care at home is an important decision to make. Being aware of and understanding potential risks to safety is a big part of receiving home care for patients, their families and care providers. Talking openly and honestly as a healthcare team is important - before, during and after care appointments.",{"type":15,"attrs":1007,"content":1008},{"textAlign":53},[1009,1011,1017],{"text":1010,"type":356},"The “Am I Safe?” report was released in 2015. HEC worked with ",{"text":1012,"type":356,"marks":1013},"the Canadian Home Care Association",[1014],{"type":391,"attrs":1015},{"href":1016,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://cdnhomecare.ca/",{"text":1018,"type":356}," to find tools and resources to guide safety conversations between healthcare providers and patients when receiving home care services.",{"type":15,"attrs":1020,"content":1021},{"textAlign":53},[1022],{"text":1023,"type":356},"“Am I Safe?” helps healthcare providers, patients and caregivers work together to evaluate and manage risk when receiving care at home. Understanding and accepting \"what is safe\" means balancing the patient's and family's understanding of risk with the healthcare provider’s knowledge and perception of acceptable risk. If all parties involved can have the right conversations, establish trust, share information and knowledge, and support one another, they can successfully provide safe care in the home.",{"_uid":1025,"file":1026,"link":1028,"label":959,"linkType":391,"component":409,"linkLabel":1030},"1f4fd50c-debc-4ecc-84e3-94315e06bf0e",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":1027},{},{"id":16,"url":1029,"target":697,"linktype":394,"fieldtype":407,"cached_url":1029},"https://cdnhomecare.ca/safety-at-home/","Learn more and download",[129,150],[185,192,200],"the-am-i-safe-report","resources/the-am-i-safe-report",-18820,[],"b3ddf950-52a9-413f-8584-31a999174cf5","2025-12-03T20:11:35.421Z",[],[1041],{"path":1042,"name":1043,"lang":305,"published":291},"ressources/rapport-suis-je-en-securite","Rapport Suis-je en sécurité?",{"name":1045,"created_at":1046,"published_at":1047,"updated_at":1048,"id":1049,"uuid":1050,"content":1051,"slug":1411,"full_slug":1412,"sort_by_date":53,"position":1413,"tag_list":1414,"is_startpage":285,"parent_id":418,"meta_data":53,"group_id":1415,"first_published_at":1416,"release_id":53,"lang":299,"path":53,"alternates":1417,"default_full_slug":1412,"translated_slugs":1418},"Case Study: Nursing Home Without Walls","2025-12-16T20:45:03.376Z","2026-02-17T16:55:17.347Z","2026-02-17T16:55:17.428Z",123815130825953,"b2135ef3-c050-4e1b-9f6d-e0c2f4a2bfe1",{"new":285,"seo":1052,"_uid":1055,"hero":1056,"type":179,"topics":1086,"Noindex":285,"content":1087,"audience":1409,"duration":16,"regional":1410,"component":413},{"_uid":1053,"title":1045,"plugin":329,"og_image":16,"og_title":16,"description":1054,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"ff7064c0-6d73-4226-bee8-df939c36cfc8","The Nursing Home Without Walls program aims to empower communities to improve access to health and social services for older adults living in their own homes, as well as their caregivers.","f7ae9867-52d9-4235-bcf8-b68b926b94fc",[1057],{"_uid":1058,"file":1059,"image":1060,"title":1045,"format":1062,"component":340,"description":1065,"key_learning":1080,"prerequisite":1083},"49c6498e-b973-4428-bd1a-28fcd56610f9",[],{"id":337,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":338,"copyright":16,"fieldtype":283,"meta_data":1061,"is_external_url":285},{"alt":16,"title":16,"source":16,"copyright":16},{"type":12,"content":1063},[1064],{"type":15},{"type":12,"content":1066},[1067],{"type":15,"attrs":1068,"content":1069},{"textAlign":53},[1070,1072,1078],{"text":1071,"type":356},"Nursing Home Without Walls (",{"text":1073,"type":356,"marks":1074},"NHWW",[1075],{"type":391,"attrs":1076},{"href":1077,"uuid":53,"anchor":53,"custom":53,"target":53,"linktype":394},"https://a-ca.storyblok.com/f/850807391887861/124f594359/nhww-promising-practice-accessible-en.pdf",{"text":1079,"type":356},") was created by Suzanne Dupuis-Blanchard, PhD, the Université de Moncton’s Health Research Chair in Population Aging, director of the Centre for Aging Research and full professor in the School of Nursing. Beginning as a pilot program in 2019, NHWW launched in four nursing homes located in Port Elgin, Lamèque, Paquetville and Inkerman, rural communities in New Brunswick.",{"type":12,"content":1081},[1082],{"type":15},{"type":12,"content":1084},[1085],{"type":15},[46,106,76,91,69],[1088,1390],{"id":16,"_uid":1089,"content":1090,"component":410},"035fa514-1d1f-4817-a43f-f23039c38de3",[1091,1104],{"_uid":1092,"file":1093,"link":1095,"label":1102,"linkType":391,"component":409,"linkLabel":1103},"076c7470-1c2c-44f1-b1fa-5002bd55a2cd",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":1094},{},{"id":1096,"url":16,"linktype":406,"fieldtype":407,"cached_url":1097,"story":1098},"51f7a9e3-217e-4e50-9ffe-d8e7b95c7af0","resources/seven-elements-for-successful-community-engagement-in-the-care-of-older-adults",{"name":1099,"id":1100,"uuid":1096,"slug":1101,"url":1097,"full_slug":1097,"_stopResolving":291},"Seven Elements for Successful Community Engagement in the Care of Older Adults",113880264986078,"seven-elements-for-successful-community-engagement-in-the-care-of-older-adults","This case study helped develop the Seven Elements for Successful Community Engagement in the Care of Older Adults resource.","Learn about the resource",{"_uid":1105,"content":1106,"component":397},"4a62bb39-bbb0-4bed-87ae-0573a311cd76",{"type":12,"content":1107},[1108,1113,1141,1146,1151,1188,1193,1198,1203,1208,1214,1219,1224,1229,1234,1239,1263,1268,1305,1310,1315,1320,1325,1330,1335,1340,1345,1350,1355,1360,1365,1370,1375,1380,1385],{"type":351,"attrs":1109,"content":1110},{"level":353,"textAlign":53},[1111],{"text":1112,"type":356},"Background: Aging-in-place model and setting",{"type":15,"attrs":1114,"content":1115},{"textAlign":53},[1116,1118,1124,1126,1139],{"text":1117,"type":356},"The NHWW program aims to empower communities to improve access to health and social services for older adults living in their own homes, as well as their caregivers. The program has since expanded through the ",{"text":1119,"type":356,"marks":1120},"Provincial Health Plan",[1121],{"type":391,"attrs":1122},{"href":1123,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://www2.gnb.ca/content/gnb/en/corporate/promo/new-brunswick-health-plan.html",{"text":1125,"type":356},". Most recently, 14 additional nursing homes in the province have joined the program, supported through a ",{"text":1127,"type":356,"marks":1128},"partnership with Healthcare Excellence Canada",[1129],{"type":391,"attrs":1130},{"href":1131,"uuid":1132,"anchor":53,"custom":1133,"target":475,"linktype":406,"story":1134},"/programs/nursing-home-without-walls","92479fac-7b41-4f7b-85e8-365d7630a9b2",{},{"name":1135,"id":1136,"uuid":1132,"slug":1137,"url":1138,"full_slug":1138,"_stopResolving":291},"Nursing Home Without Walls",123451124221105,"nursing-home-without-walls","programs/nursing-home-without-walls",{"text":1140,"type":356}," and the NHWW innovator at Université de Moncton’s Research Centre on Aging.",{"type":15,"attrs":1142,"content":1143},{"textAlign":53},[1144],{"text":1145,"type":356},"The program is designed to enhance quality of life for older adults living at home and their caregivers by offering supportive initiatives developed in collaboration with local communities and organizations. The NHWW nursing homes act as hubs to enable aging in place. They leverage community networks and apply trusted knowledge of dignified aging and skilled expertise in addressing health and social care needs of older adults. The NHWW nursing homes also provide physical space, infrastructure and administrative oversight to support NHWW programming and operations.",{"type":15,"attrs":1147,"content":1148},{"textAlign":53},[1149],{"text":1150,"type":356},"NHWW strengthens access to services, information and resources for aging in place. The program combats social isolation through health initiatives for older adults and their caregivers, while also improving awareness and access to relevant services. This is achieved through robust collaboration with local community organizations, community members, and health and social service providers. Examples of possible NHWW initiatives include:",{"type":489,"content":1152},[1153,1160,1167,1174,1181],{"type":492,"content":1154},[1155],{"type":15,"attrs":1156,"content":1157},{"textAlign":53},[1158],{"text":1159,"type":356},"check-in calls and in-person social visits with older adults",{"type":492,"content":1161},[1162],{"type":15,"attrs":1163,"content":1164},{"textAlign":53},[1165],{"text":1166,"type":356},"intergenerational activities that connect young people with older adults",{"type":492,"content":1168},[1169],{"type":15,"attrs":1170,"content":1171},{"textAlign":53},[1172],{"text":1173,"type":356},"help with navigating relevant programs, resources and services",{"type":492,"content":1175},[1176],{"type":15,"attrs":1177,"content":1178},{"textAlign":53},[1179],{"text":1180,"type":356},"transportation to medical appointments and other social outings via the nursing home’s minibus",{"type":492,"content":1182},[1183],{"type":15,"attrs":1184,"content":1185},{"textAlign":53},[1186],{"text":1187,"type":356},"access to nursing home bathing facilities and other specialized equipment",{"type":15,"attrs":1189,"content":1190},{"textAlign":53},[1191],{"text":1192,"type":356},"The genesis of the NHWW program began with Suzanne Dupuis-Blanchard’s impassioned desire to improve the lives of older adults in the community. Leveraging her background as a community health nurse and her expertise as a scholar in population aging, Dupuis-Blanchard adopted a facilitative coaching approach to initiate, implement, spread and scale the NHWW program. This effort was supported by partnerships with the New Brunswick provincial government and Healthcare Excellence Canada.",{"type":15,"attrs":1194,"content":1195},{"textAlign":53},[1196],{"text":1197,"type":356},"Development and expansion of the NHWW program was influenced by Dupuis-Blanchard’s deep understanding of how to care for older adults in their community – applied knowledge she had gained from working as a community health nurse. Alongside this, Dupuis-Blanchard’s experience as a population-aging scholar equipped her with an appreciation for evidence-based best practices for aging in place and relevant system-level policies. She engaged key interest holders, including the Nursing Home Association of New Brunswick, the Association francophone des aînés du Nouveau-Brunswick (Francophone seniors organization) and the New Brunswick Senior Citizens Federation discuss a pivotal question: Do nursing homes have a role to play in aging in place? The answer – a resounding “YES” – emerged from these dialogues and sparked a cascade of community engagement. Before Dupuis-Blanchard could conceptualize what this program might look like, a local nursing home reached out to her with the same goal in mind.",{"type":15,"attrs":1199,"content":1200},{"textAlign":53},[1201],{"text":1202,"type":356},"In the community and of the community, the nursing home would become the hub for community engagement for older adults at home. Dupuis-Blanchard’s small seed idea grew into a tree made up of far-reaching community-engaged branches.",{"type":351,"attrs":1204,"content":1205},{"level":353,"textAlign":53},[1206],{"text":1207,"type":356},"Engagement approach with community",{"type":351,"attrs":1209,"content":1211},{"level":1210,"textAlign":53},3,[1212],{"text":1213,"type":356},"Making connections",{"type":15,"attrs":1215,"content":1216},{"textAlign":53},[1217],{"text":1218,"type":356},"Community engagement began with Dupuis-Blanchard and the NHWW nursing homes leveraging informal networks to connect with the communities they intended to serve. These efforts were rooted in building relationships, starting with past colleagues, non-profit organizations and word-of-mouth connections. These informal relationships formed the foundation for deeper community involvement and collaboration.",{"type":351,"attrs":1220,"content":1221},{"level":1210,"textAlign":53},[1222],{"text":1223,"type":356},"Moving from consultation to co-creation",{"type":15,"attrs":1225,"content":1226},{"textAlign":53},[1227],{"text":1228,"type":356},"Applying the principle of co-creation, rather than consultation, fostered a grassroots motivation and encouraged diverse partners and organizations in the community to engage with NHWW as it developed. This approach broadened participation among those involved in or interested in the care of older adults.",{"type":15,"attrs":1230,"content":1231},{"textAlign":53},[1232],{"text":1233,"type":356},"NHWW prioritized diverse voices via a kick-off consultation: an inclusive and accessible invitation that drew all actors involved in care of older adults (including the older adults), as well as those intrigued by the concept of aging in place. The local nursing home led the effort to advertise an open invitation to the event. The home advertised in spaces that older people and their networks frequent, such as grocery stores, pharmacies and other local gathering places. Encouragement to attend was further spread through word of mouth, as well as through flyers in church bulletins, on Facebook and amongst local organizations.",{"type":15,"attrs":1235,"content":1236},{"textAlign":53},[1237],{"text":1238,"type":356},"At the event, roundtable discussions were characterized by openness and idea-sharing, recognizing and respecting that communities know themselves best and that nursing homes hold specific expertise that make them invaluable. Interest holders – from local organizations to associations and non-profits – blended with older people, their families and their grandchildren. Three questions made up the discussion:",{"type":649,"attrs":1240,"content":1241},{"order":651},[1242,1249,1256],{"type":492,"content":1243},[1244],{"type":15,"attrs":1245,"content":1246},{"textAlign":53},[1247],{"text":1248,"type":356},"What services or supports do we need to stay at home?",{"type":492,"content":1250},[1251],{"type":15,"attrs":1252,"content":1253},{"textAlign":53},[1254],{"text":1255,"type":356},"How do we think a nursing home can help address your answers to Question 1?",{"type":492,"content":1257},[1258],{"type":15,"attrs":1259,"content":1260},{"textAlign":53},[1261],{"text":1262,"type":356},"Who in the community could join alongside the nursing home to help us stay at home?",{"type":15,"attrs":1264,"content":1265},{"textAlign":53},[1266],{"text":1267,"type":356},"These questions were discussed in small groups. Later, the groups were welcome to share amongst the entire room. These discussions took place over a couple hours and combined rapid priority setting with a needs assessment. Highlights of the discussions included the following:",{"type":489,"content":1269},[1270,1277,1284,1291,1298],{"type":492,"content":1271},[1272],{"type":15,"attrs":1273,"content":1274},{"textAlign":53},[1275],{"text":1276,"type":356},"The group discussed the needs of older adults as well as community asset mapping. This dialogue enabled engagement through trust-building and knowledge-sharing.",{"type":492,"content":1278},[1279],{"type":15,"attrs":1280,"content":1281},{"textAlign":53},[1282],{"text":1283,"type":356},"NHWW was able to position itself as a complement rather than a competitor to the services available to older adults through the communities’ local organizations, non-profits and health professionals.",{"type":492,"content":1285},[1286],{"type":15,"attrs":1287,"content":1288},{"textAlign":53},[1289],{"text":1290,"type":356},"Groups were able to learn about and identify untapped resources within their locality. Engagement was prioritized here via the in-person nature and physical presence of those in the room, enabling people to better develop relationships face-to-face.",{"type":492,"content":1292},[1293],{"type":15,"attrs":1294,"content":1295},{"textAlign":53},[1296],{"text":1297,"type":356},"Voices from different perspectives were able to hear directly from one another, and the inclusive space made all parties feel comfortable speaking their lived experience.",{"type":492,"content":1299},[1300],{"type":15,"attrs":1301,"content":1302},{"textAlign":53},[1303],{"text":1304,"type":356},"Throughout the event, iterative relationships were made that would facilitate sustained engagement as the program was implemented.",{"type":15,"attrs":1306,"content":1307},{"textAlign":53},[1308],{"text":1309,"type":356},"This kick-off consultation was action-oriented and established bi-directional communication, laying the foundation for co-creation and instilling a sense of ownership within the community. Using these co-creation methods, a report quickly followed the launch. The rapidness with which the report was disseminated deepened trust among community members and with the program.",{"type":15,"attrs":1311,"content":1312},{"textAlign":53},[1313],{"text":1314,"type":356},"The documentation of the meeting discussion, along with action-oriented steps toward developing further connections, was vital to echoing and amplifying the voices that spoke up during the kick-off. The report provided the main takeaways of the discussion and gave the community a commitment to action. Timely and transparent communication, tied to active momentum, was a major enabler for trust and connection, keeping NHWW moving forward while also keeping the community engaged.",{"type":351,"attrs":1316,"content":1317},{"level":1210,"textAlign":53},[1318],{"text":1319,"type":356},"Flexibility and adaptability",{"type":15,"attrs":1321,"content":1322},{"textAlign":53},[1323],{"text":1324,"type":356},"The flexible and adaptable approach that NHWW took to engaging with the community was a grassroots-motivated strategy rooted in a commitment to co-creation. By recognizing community assets and placing the locus of control in the hands of the community, the program maintained momentum, flexibility and dynamism. NHWW facilitated action at every stage, ensuring that no idea or resource was overlooked or left untapped.",{"type":15,"attrs":1326,"content":1327},{"textAlign":53},[1328],{"text":1329,"type":356},"Timely and transparent communication was a cornerstone of NHWW’s engagement with diverse partners involved in care of older adults, including participants from the kick-off consultation and newly engaged partners. The diversity in the interest holders ranged from nonprofit organizations and volunteers to grandchildren, reflecting a broad spectrum of perspectives. Regular updates on funding, new partnerships and program developments were crucial during the program’s initiation and implementation. This ongoing communication by NHWW empowered communities to identify resources and actively engage in real-time decision-making. The commitment to communication built trust within the community and contributed to the program's sustainability and momentum.",{"type":15,"attrs":1331,"content":1332},{"textAlign":53},[1333],{"text":1334,"type":356},"Engagement fostered relationships between local communities, enabling them to understand their capacity to contribute through shared information and connections. Rather than prescribe engagement opportunities, NHWW guided groups to lean on their inherent local relationships, creating a full circle of connection. Relational networks were identified and strengthened, mapping existing community assets and empowering those who needed support.",{"type":15,"attrs":1336,"content":1337},{"textAlign":53},[1338],{"text":1339,"type":356},"Tactics included encouraging sites to set their own meetings and agendas, organizing community events such as setting up information tables at grocery stores to spread the word, and presenting at seniors clubs and municipal council meetings. These efforts served a dual purpose: enabling local nursing homes, in collaboration with community members and organizations, to take ownership over the program while simultaneously promoting it to other communities. This reciprocal and collaborative approach strengthened local relationships, fostered learning about community needs and expanded the capacity for aging in place programs.",{"type":351,"attrs":1341,"content":1342},{"level":1210,"textAlign":53},[1343],{"text":1344,"type":356},"Support through coaching",{"type":15,"attrs":1346,"content":1347},{"textAlign":53},[1348],{"text":1349,"type":356},"To support sustainability, NHWW adopted a backseat approach, guiding communities from the sidelines after program implementation. This practice empowered co-creators to maintain pride and ownership over the program. Tactics included “coaching pods”, where experienced NHWW staff met monthly and provided on-call support to nursing homes implementing the program. The coaching pod calls were designed to answer questions, facilitate connections and uphold NHWW’s principle of an open, hands-off approach that places responsibility in the hands of the community.",{"type":15,"attrs":1351,"content":1352},{"textAlign":53},[1353],{"text":1354,"type":356},"This engaged coaching approach emphasized maintaining momentum by equipping nursing homes with the tools needed for success and allowing them to adapt the tools in their own way. For example, a particular nursing home might undertake a unique activity and, at times, some tools and guidance could be tailored from community to community. Nursing homes were able to operate within NHWW in their own ways, according to their own contexts. NHWW’s foundation of genuine empathy, compassion and authentic desire to do well for older adults in the community transitioned ultimately into nursing homes acting as community hubs, while remaining aligned with NHWW principles.",{"type":15,"attrs":1356,"content":1357},{"textAlign":53},[1358],{"text":1359,"type":356},"NHWW grassroots beginnings were aptly paired with vast knowledge of system-level connections that allowed the program to sustain momentum through funding. Policy, infrastructure and system-level knowledge, stemming from Dupuis-Blanchard’s intimate knowledge of research funding, was key to growing the program as well as spreading awareness of timely population needs.",{"type":351,"attrs":1361,"content":1362},{"level":353,"textAlign":53},[1363],{"text":1364,"type":356},"Conclusion",{"type":15,"attrs":1366,"content":1367},{"textAlign":53},[1368],{"text":1369,"type":356},"Leaders attribute the program's effectiveness to empathy, encapsulated by the principle of “caring people caring for people”. NHWW's engagement success stems most notably from an unwavering commitment to co-creation and its ability to transform nursing homes into hubs for the care of older adults in the community. By engaging with the community, local nursing homes expanded their reach, providing health and social care services and navigation supports directly in older adults’ homes.",{"type":15,"attrs":1371,"content":1372},{"textAlign":53},[1373],{"text":1374,"type":356},"NHWW’s strategy leveraged existing community assets, including relational networks, respected leaders, and spaces where people could gather and share. By tapping into these structures, nursing homes initiated, implemented and sustained the goals of aging in place, thereby delaying or avoiding a move to a nursing home, in partnership with the community. The program's potential lay not in what it could do for the community, but what it could empower the community to create. NHWW's community engagement exemplifies the transformative power of empathy and commitment to co-creation and empowerment.",{"type":15,"attrs":1376,"content":1377},{"textAlign":53},[1378],{"text":1379,"type":356},"From the outset, NHWW prioritized creating and sharing over seeking pre-determined answers or enforcing rigid plans. Co-creation requires acknowledging the uniqueness of each community and the diverse interest holders involved in caring for older adults. NHWW embraced a blank slate approach, understanding that communities know their needs best, and enabling adaptable and diverse collaborations.",{"type":15,"attrs":1381,"content":1382},{"textAlign":53},[1383],{"text":1384,"type":356},"NHWW success is deeply rooted in its foundation of trust and mutual respect. Its open-handedness – adapting to community needs rather than requiring communities to conform – created fertile ground for sustainable engagement. NHWW creates an environment where communities feel safe to connect, share and actively participate. Most importantly, it cultivates bidirectional value, where nursing homes act as hubs that expand beyond staff and residents to include family, volunteers and potential future residents or older adults at home. By embracing the diversity of individuals within each community, NHWW became of the community, not just for it.",{"type":15,"attrs":1386,"content":1387},{"textAlign":53},[1388],{"text":1389,"type":356},"The key takeaway from NHWW’s engagement model is that creating shared value and ownership fosters broadly-based, community-centered programming. NHWW shows that potential is not something that must be crafted; it already exists if we listen, not just to hear, but to truly understand.",{"id":16,"cta":1391,"_uid":1402,"items":1403,"title":1407,"component":1408},[1392],{"_uid":1393,"link":1394,"label":1400,"component":1401},"89aaeb55-8cb4-4b9b-bc7c-096a9f3a299b",{"id":1395,"url":16,"linktype":406,"fieldtype":407,"cached_url":1396,"story":1397},"c0994de2-19e1-4311-b3e8-b4ddd7069dc6","resources/",{"name":1398,"id":1399,"uuid":1395,"slug":420,"url":1396,"full_slug":1396,"_stopResolving":291},"Resources",112494035151922,"See all resources","simple-link","8f0b3875-aace-4c2e-af56-81018a665517",[1096,1404,1405,1406],"e75760d7-3a26-4549-b15b-ac2077b4139c","7bedbd98-b52e-4603-b9eb-24bc1bec29ba","b89dae72-e0d3-4000-9161-431eb26d13c4","Related Resources","slider-redirection",[143,122,129,136,150],[185,192,200],"case-study-nursing-home-without-walls","resources/case-study-nursing-home-without-walls",-19170,[],"b9e04590-3579-48d9-ac48-d97ece7e8569","2025-12-16T20:47:30.397Z",[],[1419],{"path":1420,"name":1421,"lang":305,"published":291},"ressources/etude-de-cas-foyer-de-soins-sans-mur","Étude de cas : Foyer de soins sans mur",{"name":1423,"created_at":1424,"published_at":1425,"updated_at":1426,"id":1427,"uuid":1406,"content":1428,"slug":1771,"full_slug":1772,"sort_by_date":53,"position":1773,"tag_list":1774,"is_startpage":285,"parent_id":418,"meta_data":53,"group_id":1775,"first_published_at":1776,"release_id":53,"lang":299,"path":53,"alternates":1777,"default_full_slug":1772,"translated_slugs":1778},"Case Study: Naturally Occurring Retirement Communities","2025-12-16T20:48:14.983Z","2026-02-17T19:15:31.823Z","2026-02-17T19:15:31.860Z",123815915611362,{"new":285,"seo":1429,"_uid":1055,"hero":1432,"type":179,"topics":1461,"Noindex":285,"content":1462,"audience":1769,"duration":16,"regional":1770,"component":413},{"_uid":1430,"title":1423,"plugin":329,"og_image":16,"og_title":16,"description":1431,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"0fffe85c-ed9a-452f-9922-b95ce800a656","The NORC Innovation Centre has created a pioneering aging-in-place model called the NORC program that is designed to enhance quality of life, social connection, personal well-being and access to healthcare for older adults. ",[1433],{"_uid":1058,"file":1434,"image":1435,"title":1423,"format":1437,"component":340,"description":1440,"key_learning":1455,"prerequisite":1458},[],{"id":337,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":338,"copyright":16,"fieldtype":283,"meta_data":1436,"is_external_url":285},{"alt":16,"title":16,"source":16,"copyright":16},{"type":12,"content":1438},[1439],{"type":15},{"type":12,"content":1441},[1442],{"type":15,"attrs":1443,"content":1444},{"textAlign":53},[1445,1447,1453],{"text":1446,"type":356},"The ",{"text":1448,"type":356,"marks":1449},"NORC Innovation Centre (NIC)",[1450],{"type":391,"attrs":1451},{"href":1452,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://norcinnovationcentre.ca/",{"text":1454,"type":356}," has created a pioneering aging-in-place model called the NORC program that is designed to enhance quality of life, social connection, personal well-being and access to healthcare for older adults. NORC, which stands for “naturally occurring retirement community,” refers to geographic areas – often residential buildings such as condos, co-ops and apartments – that were not originally planned for older adults but have naturally evolved to house a significant proportion of them.",{"type":12,"content":1456},[1457],{"type":15},{"type":12,"content":1459},[1460],{"type":15},[46,106,76,91,69],[1463,1761],{"id":16,"_uid":1089,"content":1464,"component":410},[1465,1471],{"_uid":1466,"file":1467,"link":1469,"label":1102,"linkType":391,"component":409,"linkLabel":1103},"d80baec1-b82c-4dc0-8168-2325f188dd27",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":1468},{},{"id":1096,"url":16,"linktype":406,"fieldtype":407,"cached_url":1097,"story":1470},{"name":1099,"id":1100,"uuid":1096,"slug":1101,"url":1097,"full_slug":1097,"_stopResolving":291},{"_uid":1472,"content":1473,"component":397},"78aead95-eb3b-4eb2-9dfd-b1bff36e74e0",{"type":12,"content":1474},[1475,1479,1492,1552,1557,1562,1585,1590,1595,1600,1604,1609,1614,1619,1624,1629,1634,1639,1644,1649,1654,1659,1679,1684,1689,1694,1699,1704,1709,1714,1719,1724,1728,1733,1738,1751,1756],{"type":351,"attrs":1476,"content":1477},{"level":353,"textAlign":53},[1478],{"text":1112,"type":356},{"type":15,"attrs":1480,"content":1481},{"textAlign":53},[1482,1484,1490],{"text":1483,"type":356},"NORC programs take a bottom-up approach, embedding health, social and physical support directly within these communities. While the concept is not new – it dates back to 1986, when ",{"text":1485,"type":356,"marks":1486},"Hunt and Gunter Hunt",[1487],{"type":391,"attrs":1488},{"href":1489,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://www.tandfonline.com/doi/abs/10.1300/J081V03N03_02",{"text":1491,"type":356}," coined the term – NORC programs have been implemented globally, leveraging the density of older adults living in one place with social and health programs.",{"type":15,"attrs":1493,"content":1494},{"textAlign":53},[1495,1497,1503,1505,1511,1513,1519,1521,1527,1529,1535,1537,1543,1545,1551],{"text":1496,"type":356},"The NIC at University Health Network (UHN) is currently advancing an Ontario-based model, building on work initiated by Jen Recknagel, Director of Innovation and Design at the NIC and Senior Design Lead at ",{"text":1498,"type":356,"marks":1499},"UHN OpenLab",[1500],{"type":391,"attrs":1501},{"href":1502,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://uhnopenlab.ca/",{"text":1504,"type":356},". Her 2015 project ",{"text":1506,"type":356,"marks":1507},"Senior Social Living: An Exploration of Grassroots Models",[1508],{"type":391,"attrs":1509},{"href":1510,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://jen-recknagel-28sn.squarespace.com/",{"text":1512,"type":356},", laid the foundation for this approach. This model was rooted in learnings from ",{"text":1514,"type":356,"marks":1515},"NORC Supportive Service Program",[1516],{"type":391,"attrs":1517},{"href":1518,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://www.norcs.org/norc-paradigm",{"text":1520,"type":356}," models trialed in the US and Canada, and learnings from the co-housing movement, ",{"text":1522,"type":356,"marks":1523},"village-to-village network model",[1524],{"type":391,"attrs":1525},{"href":1526,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://www.vtvnetwork.org/",{"text":1528,"type":356}," and the relational care model from UHN and York University’s Dotsa Bitove Wellness Academy. UHN OpenLab began piloting new approaches to supporting NORC communities through various tests of change, including building a NORC database across Ontario in 2017, starting the ",{"text":1530,"type":356,"marks":1531},"NORC Ambassadors Program",[1532],{"type":391,"attrs":1533},{"href":1534,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://norcambassadors.ca/program/",{"text":1536,"type":356}," in 2019 and publishing concept models in ",{"text":1538,"type":356,"marks":1539},"Vertical Aging: The Future of Aging in Place in Canada",[1540],{"type":391,"attrs":1541},{"href":1542,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://verticalaging.uhnopenlab.ca/",{"text":1544,"type":356}," in 2020. This set the stage for the creation of the NIC, which is a partnership with ",{"text":1546,"type":356,"marks":1547},"UHN Connected Care",[1548],{"type":391,"attrs":1549},{"href":1550,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://www.uhnconnectedcare.ca/",{"text":396,"type":356},{"type":15,"attrs":1553,"content":1554},{"textAlign":53},[1555],{"text":1556,"type":356},"The UHN NORC program takes a partnership-based approach, working with residents, building partners and publicly funded health and social service agencies to deliver customized local programming in each NORC community. These programs include health talks and workshops, drop-in wellness classes, computer training, social events and group health clinics. At the heart of the model is a group of motivated resident volunteers known as ambassadors. These volunteers receive training to work alongside other residents and NIC staff, transforming high-rise buildings into vibrant communities that support healthy aging in place.",{"type":15,"attrs":1558,"content":1559},{"textAlign":53},[1560],{"text":1561,"type":356},"For communities using the Staffed Model, additional support is offered through an onsite NORC coordinator and access to a nurse practitioner (NP)-led virtual clinic, staffed by integrated care leads (ICLs):",{"type":489,"content":1563},[1564,1571,1578],{"type":492,"content":1565},[1566],{"type":15,"attrs":1567,"content":1568},{"textAlign":53},[1569],{"text":1570,"type":356},"The onsite NORC coordinator is available to speak with residents about social, health and wellness needs. This person works closely with residents to coordinate community events and programs, while linking residents with higher needs to the virtual care hub for one-on-one health and social services.",{"type":492,"content":1572},[1573],{"type":15,"attrs":1574,"content":1575},{"textAlign":53},[1576],{"text":1577,"type":356},"The NP provides health assessment, escalates care when necessary, creates tailored care plans and makes referrals to necessary services and resources in consultation with primary care providers.",{"type":492,"content":1579},[1580],{"type":15,"attrs":1581,"content":1582},{"textAlign":53},[1583],{"text":1584,"type":356},"The ICL works with older adults to support continuity of care and provides in-person, values-based assessments to determine unmet needs. The ICL also creates a personal wellness plan focused on self-management tools and education and brings together health and social care providers as one team.",{"type":15,"attrs":1586,"content":1587},{"textAlign":53},[1588],{"text":1589,"type":356},"Together, the NORC coordinator, the ICL and the NP form the NORC team, working collaboratively to support care planning. The NORC coordinator remains onsite as a consistent resource for residents, while UHN’s Connected Care Hub enables rapid access to diagnostic testing, specialist referrals and specialized programs. In addition to onsite support, the staffed model provides a continuum of integrated healthcare, with deep and comprehensive access to one-on-one health and social care interventions.",{"type":15,"attrs":1591,"content":1592},{"textAlign":53},[1593],{"text":1594,"type":356},"The NIC leverages insights from each NORC community to create a model that can accommodate diverse community contexts and integrate into health and social care systems across Canada. UHN’s NORC program is founded on the principles of capacity building and connection. The NIC team works as a catalyst empowering motivated resident ambassadors to build aging-in-place networks in their own NORC communities where they can initiate and lead resident-led activities.",{"type":15,"attrs":1596,"content":1597},{"textAlign":53},[1598],{"text":1599,"type":356},"NIC staff support this process through co-design activities, surveys and needs assessments, helping residents identify and address their aging-in-place needs and preferences. Based on these insights, NIC staff may also connect each NORC community to local health and social services to deliver group programming, such as falls prevention or wellness education workshops.",{"type":351,"attrs":1601,"content":1602},{"level":353,"textAlign":53},[1603],{"text":1207,"type":356},{"type":351,"attrs":1605,"content":1606},{"level":1210,"textAlign":53},[1607],{"text":1608,"type":356},"The environmental scan",{"type":15,"attrs":1610,"content":1611},{"textAlign":53},[1612],{"text":1613,"type":356},"A data-driven approach was used to identify where NORCs existed and which ones have the potential to be a NORC site. The first step included creating a NORC registry, identifying all the NORC buildings (buildings with at least 30% and at least 50 residents aged 65 and older). This list was used to help understand which buildings and neighbourhoods might have higher health needs, be lower income, or have higher diversity, thereby identifying buildings that may have more of a need for supportive programming.",{"type":15,"attrs":1615,"content":1616},{"textAlign":53},[1617],{"text":1618,"type":356},"The NIC team then reached out to potential building partners who met the criteria and introduced their management teams to the UHN NORC program, highlighting the benefits of supporting older adults to age in place with proper community supports. Interested building partners were asked to distribute information materials, such as posters, within the buildings to engage residents. The goal was to recruit resident volunteers to form an aging-in-place committee or ambassadors group.",{"type":351,"attrs":1620,"content":1621},{"level":1210,"textAlign":53},[1622],{"text":1623,"type":356},"Awareness: Reaching out",{"type":15,"attrs":1625,"content":1626},{"textAlign":53},[1627],{"text":1628,"type":356},"The NIC hosted an information session with residents to build awareness about aging in place and how a NORC program might benefit them. During these early sessions, attendees were introduced to the NORC ambassador program.",{"type":15,"attrs":1630,"content":1631},{"textAlign":53},[1632],{"text":1633,"type":356},"When the NIC team received an expression of interest from older adults within a building, they undertook ethnographic observations and group interviews to understand a community’s context. The NIC identified which communities were equity-deserving groups (such as low-income and racialized communities), and which might particularly benefit from a NORC program. This initial outreach was founded on trust and a commitment to taking the time necessary to build new relationships. The NORC team sought to build relationships with communities, particularly in areas unfamiliar with the NORC concept.",{"type":351,"attrs":1635,"content":1636},{"level":1210,"textAlign":53},[1637],{"text":1638,"type":356},"The Ambassador Program",{"type":15,"attrs":1640,"content":1641},{"textAlign":53},[1642],{"text":1643,"type":356},"Using a bottom-up approach, the NIC staff looked for groups of four to five older adults living in the same building and interested in starting an aging-in-place committee or ambassadors’ group. These ambassadors would become the key piece of the NIC’s engagement strategy, acting as connectors to outside resources and capacity-builders within their own buildings. Ambassadors would liaise with NIC coordinators to bring attention to their NORC building’s wants and needs, as well as bringing to the forefront the unique skills residents might possess.",{"type":15,"attrs":1645,"content":1646},{"textAlign":53},[1647],{"text":1648,"type":356},"For example, ambassadors might know residents who could teach Aquafit or who had expertise in finance. These initial sessions were built on the premise that engaging first with the community is essential for everyone’s needs to be met. The ambassadors’ knowledge was respected and relied upon, positioning them as experts in their own NORC buildings before a NORC program was formally begun. By discovering the needs and wants of the community through its own residents, each NORC program gained a sense of proprietorship and belonging to a unique community made of and for the residents.",{"type":15,"attrs":1650,"content":1651},{"textAlign":53},[1652],{"text":1653,"type":356},"The key takeaway from this step in the engagement process was the NIC coordinators’ significant time investment in building relationships and trust with the ambassadors before launching any support services or projects in the building. Similarly, the ambassadors needed additional time to build trust with other older adults in the NORC building. The NIC actively supported the ideas and priorities put forward by ambassadors, fostering a sense of responsibility among them for their fellow residents. This interdependence kept both parties engaged, ensuring that they were constantly connected and working towards the same goals.",{"type":351,"attrs":1655,"content":1656},{"level":1210,"textAlign":53},[1657],{"text":1658,"type":356},"Relational care and social capital",{"type":15,"attrs":1660,"content":1661},{"textAlign":53},[1662,1664,1670,1672,1678],{"text":1663,"type":356},"Coordinators drew on the principles and philosophy of relational care in their engagement approach. Relational care, an approach where growing meaningful relationships with one another is key to providing the best support possible, became a lens through which the NIC staff, ambassadors and residents would view their common commitments. Relational care was inspired by the Dotsa Bitove Wellness Academy, as well as ",{"text":1665,"type":356,"marks":1666},"Inspiring Communities",[1667],{"type":391,"attrs":1668},{"href":1669,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://inspiringcommunities.org.nz/",{"text":1671,"type":356}," a New Zealand community development model, and the ",{"text":1673,"type":356,"marks":1674},"Tamarack Institute",[1675],{"type":391,"attrs":1676},{"href":1677,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://www.tamarackcommunity.ca/",{"text":396,"type":356},{"type":15,"attrs":1680,"content":1681},{"textAlign":53},[1682],{"text":1683,"type":356},"The NIC knew that listening was key to building relationships and they fully embraced the process. Each NORC building, with the help of coordinators, gave itself the space needed for relations to develop, nurturing the complexity of interpersonal dynamics and diverse perspectives. Checking assumptions and suspending judgment before hearing from others was part of this deep listening, and allowed for a space that felt welcoming yet effective in its ability to move forward. In addition, a willingness to work through emotional discomfort was key in NIC’s bottom-up approach.",{"type":15,"attrs":1685,"content":1686},{"textAlign":53},[1687],{"text":1688,"type":356},"A key feature of the ambassador-facilitator relationship was social capital and its role in relational care. Social capital recognizes and respects that networks of relationships in a given community are crucial to the community’s functioning. In NIC’s case, this meant valuing how the assets of the older people involved (either as ambassadors or community members) brought unique strengths to the table. NIC recognized this and worked to engage ambassadors based on an understanding of each person’s unique offering. Alongside the ambassador relationships, NIC expanded its understanding of social capital to other community assets and connections by including them in conversations about future needs. The NIC also worked to build capacity amongst ambassadors and prioritize their NORCs needs.",{"type":15,"attrs":1690,"content":1691},{"textAlign":53},[1692],{"text":1693,"type":356},"Ambassadors and NIC coordinators met monthly, typically over a nine-month period to maintain momentum and provide consistent physical presence and support. Meetings started with a check-in and icebreaker to build trust and connection, offering respite from more difficult conversations, such as disagreements about priorities. The NIC emphasized a community-led approach, positioning itself as a supporter and enabler of the process, using its own social and financial capital to maximize support while giving ambassadors space to lead. Adequate time was allowed between meetings, enabling ambassadors to work within their own contexts while the NIC staff team maintained a lighter, supportive presence. Coordinators engaged with the building community by staying open and flexible to ambassadors’ ideas. This intentional yet adaptable environment empowered ambassadors to take ownership of their NORC program. After completing nine months in the program, ambassadors had the option to join the NORC Ambassadors Alumni Network, a peer group for continued connection, story-sharing and mutual support.",{"type":351,"attrs":1695,"content":1696},{"level":1210,"textAlign":53},[1697],{"text":1698,"type":356},"Ambassadors Alumni Network",{"type":15,"attrs":1700,"content":1701},{"textAlign":53},[1702],{"text":1703,"type":356},"Within the Alumni Network, representative ambassadors are involved in every level of governance, from shaping policies with UHN committees to advocating for their NORCs and broader aging-in-place initiatives with a community-first mindset. This collaborative approach ensures that the NORC’s bottom-up model influences top-down decision-making in healthcare and government. Engaging ambassadors in this way not only empowers residents to become self-determined agents of change for their communities, but also to advocate more formally for local priorities. The NIC supports this process by enabling older adults to exercise their social citizenship and drive meaningful change.",{"type":15,"attrs":1705,"content":1706},{"textAlign":53},[1707],{"text":1708,"type":356},"For instance, the NIC gathered feedback from communities indicating that having a dedicated NORC staff member embedded in each community would greatly enhance integrated health and social care support. While the details of this staffed model would align with UHN’s Connected Care Hub model, its inception was rooted in discussions with the ambassadors. Communities determined that a part-time NORC coordinator based in the building would not only fast-track services, but also build trust with the community in an accessible, in-person way. The NIC’s foresight in taking a data-driven approach – incorporating needs assessments, asset mapping and strategic evaluation – provided useful background information to make a business case for the proposed staffed model.",{"type":351,"attrs":1710,"content":1711},{"level":1210,"textAlign":53},[1712],{"text":1713,"type":356},"“Connecting” and creating partnerships",{"type":15,"attrs":1715,"content":1716},{"textAlign":53},[1717],{"text":1718,"type":356},"“Connecting” became a strategy for the NIC to engage with the community, fostering relationships between NORC buildings and local service providers. NIC staff and the resident ambassador groups did this by engaging with external community organizations that could address specific needs within a building. This matchmaking involved assessing existing services and programs, and identifying where a program could benefit a specific NORC building. NIC staff and ambassadors met with program representatives to explain how the program might be a good fit for the NORC program.",{"type":15,"attrs":1720,"content":1721},{"textAlign":53},[1722],{"text":1723,"type":356},"Although the existing programs weren’t specifically built to support NORCs, once connected, many had the flexibility to pivot towards the identified needs of a particular NORC community. Thus, existing programs altered their services to optimize for residents’ needs. While these partnerships had an element of formal service provision, they helped establish the presence and visible support of older adults, empowering NORC buildings to make their own unique communities based on their distinctive wants and needs. These informal engagements were open-ended and collaborative, followed by multiple rounds of co-design sessions with ambassadors and other residents to identify and refine the design of potential programs and services. The NIC has developed more than 50 informal partnerships, which provide residents with community wellness programs and one-on-one support.",{"type":351,"attrs":1725,"content":1726},{"level":353,"textAlign":53},[1727],{"text":1364,"type":356},{"type":15,"attrs":1729,"content":1730},{"textAlign":53},[1731],{"text":1732,"type":356},"The NIC’s key insight for successful community engagement is the importance of fostering connections within older adults' unique local contexts. The NIC’s success and sustainability stems from constant communication between communities – including the health system, community organizations and ambassador groups – to change or implement new models that better serve the population. This relationship-centered care is founded on trust, commitment to the community, and a true understanding of community priorities. For example, these trusting relationships were leveraged to enable a timely vaccine rollout in NORC buildings, with mobile on-site clinics prioritizing at-risk residents. This example illustrates the impact and value of NORC programs and expansion at a system level.",{"type":15,"attrs":1734,"content":1735},{"textAlign":53},[1736],{"text":1737,"type":356},"As part of UHN, the NIC leveraged its embedded position to drive innovation and amplify the NORC model’s accomplishments at government levels. The NIC is also connecting communities and facilitating learning across different NORCs in Toronto. The NIC therefore acts as a supporter of the NORC model, showcasing it as an aging-in-place initiative worthy of attention from the Ministry of Health and other levels of government. The NIC’s sustainability is strengthened by its unique team of people with diverse skills, spanning community development to evaluation. Acting as a backbone organization, the NIC has elevated the NORC model to governance and policy discussions, empowering them to be change-makers at the macro-level, fueled by residents at the local level.",{"type":15,"attrs":1739,"content":1740},{"textAlign":53},[1741,1743,1749],{"text":1742,"type":356},"In sustaining and co-creating the NORC program, the NIC has launched NORC Talks – in-person events focused on getting new NORC programs started, accompanied by a ",{"text":1744,"type":356,"marks":1745},"Do It Yourself (DIY) guide and toolkit",[1746],{"type":391,"attrs":1747},{"href":1748,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://norcambassadors.ca/diy/",{"text":1750,"type":356},". These resources, developed in consultation with residents and ambassadors, are accessible online and position older adults as central figures in shaping their communities. By challenging ageism, these tools empower older adults to take leadership roles and design solutions for their own needs.",{"type":15,"attrs":1752,"content":1753},{"textAlign":53},[1754],{"text":1755,"type":356},"Today, potential NORCs often approach the NIC directly, inspired by ambassador alumni success stories. The NIC’s approach – recognizing residents as leaders and engaging them from the start – has enabled communities to become self-actualized, with changes reflecting their unique identities. By prioritizing accessibility and local leadership, the NIC has nurtured a model where communities drive their own evolution.",{"type":15,"attrs":1757,"content":1758},{"textAlign":53},[1759],{"text":1760,"type":356},"The NIC’s NORC program is unique because it is a catalyst for connection. The program’s presence makes visible the threads of community that can connect older people across geographies and services, fostering a sense of shared purpose. By building the capacity of each NORC building and inspiring community-led aging-in-place solutions, the NIC has shown that the answers to community needs have always been within reach. The NIC’s role was simply to set the table.",{"id":16,"cta":1762,"_uid":1767,"items":1768,"title":1407,"component":1408},[1763],{"_uid":1764,"link":1765,"label":1400,"component":1401},"dc4b786b-fc59-4b51-9a06-966b72ccabac",{"id":1395,"url":16,"linktype":406,"fieldtype":407,"cached_url":1396,"story":1766},{"name":1398,"id":1399,"uuid":1395,"slug":420,"url":1396,"full_slug":1396,"_stopResolving":291},"70b40d8e-8cf8-4591-ac62-cb8487305ea9",[1096,1050,1404,1405],[143,122,129,136,150],[185,192,200],"case-study-naturally-occurring-retirement-communities","resources/case-study-naturally-occurring-retirement-communities",-19180,[],"0552e7ec-bbbe-438e-a858-488d1a553c98","2025-12-16T20:51:47.670Z",[],[1779],{"path":1780,"name":1781,"lang":305,"published":291},"ressources/etude-de-cas-communautes-de-retraite-naturelle","Étude de cas : Communautés de retraite naturelle",{"name":1783,"created_at":1784,"published_at":1785,"updated_at":1786,"id":1787,"uuid":1404,"content":1788,"slug":2066,"full_slug":2067,"sort_by_date":53,"position":2068,"tag_list":2069,"is_startpage":285,"parent_id":418,"meta_data":53,"group_id":2070,"first_published_at":2071,"release_id":53,"lang":299,"path":53,"alternates":2072,"default_full_slug":2067,"translated_slugs":2073},"Case Study: Better at Home","2025-12-16T20:33:53.802Z","2026-02-17T16:28:29.713Z","2026-02-17T16:28:29.732Z",123812388140256,{"new":285,"seo":1789,"_uid":1055,"hero":1792,"type":179,"topics":1832,"Noindex":285,"content":1833,"audience":2064,"duration":16,"regional":2065,"component":413},{"_uid":1790,"title":1783,"plugin":329,"og_image":16,"og_title":16,"description":1791,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"a8c1307c-f103-4615-8520-9e25afc025c0","Better at Home is a seniors-focused and community-centered program developed by Healthy Aging at United Way British Columbia in partnership with the province and organizations in the community-based seniors’ service sector. ",[1793],{"_uid":1058,"file":1794,"image":1795,"title":1783,"format":1800,"component":340,"description":1803,"key_learning":1826,"prerequisite":1829},[],{"id":1796,"alt":1797,"name":16,"focus":16,"title":1797,"source":16,"filename":1798,"copyright":16,"fieldtype":283,"meta_data":1799,"is_external_url":285},114297985572337,"Headway 5Qgiuubxkwm Unsplash (1)","https://a-ca.storyblok.com/f/850807391887861/631f6dc448/headway-5qgiuubxkwm-unsplash-1.png",{},{"type":12,"content":1801},[1802],{"type":15},{"type":12,"content":1804},[1805],{"type":15,"attrs":1806,"content":1807},{"textAlign":53},[1808,1815,1817,1824],{"text":1809,"type":356,"marks":1810},"Better at Home",[1811],{"type":391,"attrs":1812},{"href":1813,"uuid":53,"anchor":53,"custom":1814,"target":697,"linktype":394},"https://betterathome.ca/",{},{"text":1816,"type":356}," is a seniors-focused and community-centered program developed by ",{"text":1818,"type":356,"marks":1819},"Healthy Aging",[1820],{"type":391,"attrs":1821},{"href":1822,"uuid":53,"anchor":53,"custom":1823,"target":697,"linktype":394},"https://uwbc.ca/program/healthy-aging/",{},{"text":1825,"type":356}," at United Way British Columbia (BC) in partnership with the province and organizations in the community-based seniors’ service (CBSS) sector. The program’s origins date to 2006 and the call by the Premier’s Council on Aging and Seniors’ Issues for a non-medical home support program that would enable older adults to remain living independently, with dignity, in their homes and local communities.",{"type":12,"content":1827},[1828],{"type":15},{"type":12,"content":1830},[1831],{"type":15},[46,106,76,91,69],[1834,2058],{"id":16,"_uid":1089,"content":1835,"component":410},[1836,1842],{"_uid":1837,"file":1838,"link":1840,"label":1102,"linkType":391,"component":409,"linkLabel":1103},"8c6fe1b4-18a4-4c77-b832-5590d7e456de",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":1839},{},{"id":1096,"url":16,"linktype":406,"fieldtype":407,"cached_url":1097,"story":1841},{"name":1099,"id":1100,"uuid":1096,"slug":1101,"url":1097,"full_slug":1097,"_stopResolving":291},{"_uid":1843,"content":1844,"component":397},"e0979835-a4c5-415e-8b11-c8699c031027",{"type":12,"content":1845},[1846,1851,1856,1886,1891,1896,1901,1905,1910,1915,1920,1925,1930,1935,1940,1945,1950,1955,1960,1965,1970,1975,1980,1985,1998,2011,2016,2021,2026,2030,2035,2040,2045],{"type":351,"attrs":1847,"content":1848},{"level":353,"textAlign":53},[1849],{"text":1850,"type":356},"United Way BC Healthy Aging’s new program service model: Better at Home",{"type":15,"attrs":1852,"content":1853},{"textAlign":53},[1854],{"text":1855,"type":356},"In 2023, the Province of BC made a 70 million (CAD) investment to expand Better at Home and other community-based programs. Beginning in 2024, United Way BC has been rolling out a new Healthy Aging program and service model that includes a “Better, Better at Home”. This new model addresses key areas of improvement that have been uncovered in past consultations with the CBSS sector and evaluations of the Better at Home program, including:",{"type":489,"content":1857},[1858,1865,1872,1879],{"type":492,"content":1859},[1860],{"type":15,"attrs":1861,"content":1862},{"textAlign":53},[1863],{"text":1864,"type":356},"the need to shift from task-oriented delivery of services to placing social connection at the heart of all services",{"type":492,"content":1866},[1867],{"type":15,"attrs":1868,"content":1869},{"textAlign":53},[1870],{"text":1871,"type":356},"providing increased flexibility for service offerings in response to community needs",{"type":492,"content":1873},[1874],{"type":15,"attrs":1875,"content":1876},{"textAlign":53},[1877],{"text":1878,"type":356},"targeting resources towards vulnerable seniors with the greatest need",{"type":492,"content":1880},[1881],{"type":15,"attrs":1882,"content":1883},{"textAlign":53},[1884],{"text":1885,"type":356},"encouraging collaboration",{"type":15,"attrs":1887,"content":1888},{"textAlign":53},[1889],{"text":1890,"type":356},"Better at Home programs are now able to offer a broader range of non-medical services in response to community need and available funding, including information and referral, social meals, peer support, transportation to non-medical appointments, enhanced light housekeeping and expanded group activities. Grant funds are also available to programs to incorporate friendly visiting within their light housekeeping services.",{"type":15,"attrs":1892,"content":1893},{"textAlign":53},[1894],{"text":1895,"type":356},"The new model also requires the formation of Healthy Aging Community Collaboratives to encourage further collaboration between CBSS agencies, other non-profit and voluntary organizations, municipal and health care partners, and other key partners within communities. These Healthy Aging Community Collaboratives have access to new funding for Community Connector (CC) positions and Healthy Aging Enhancement Grants (for transportation supports and innovations, social meals and volunteer coordination and strategy).",{"type":15,"attrs":1897,"content":1898},{"textAlign":53},[1899],{"text":1900,"type":356},"The CC positions build and expand upon the success of the social prescribing demonstration project with both stronger connections to the health system and a process for phasing in these positions, over the next two years, in every region and community across BC. Social prescribing is a process that helps older adults access health promotion services, such as wellness programs and social activities, as well as support addressing social determinants of health. Seniors are referred to a local social prescribing program by their primary care physician, other care providers or community agency, and then a CC supports the older adult to connect to community resources. The CC may be based either at the Better at Home agency or another CBSS agency or organization.",{"type":351,"attrs":1902,"content":1903},{"level":353,"textAlign":53},[1904],{"text":1207,"type":356},{"type":351,"attrs":1906,"content":1907},{"level":1210,"textAlign":53},[1908],{"text":1909,"type":356},"Cultivating connectivity: Asset-Based Community Development approach for relationship building",{"type":15,"attrs":1911,"content":1912},{"textAlign":53},[1913],{"text":1914,"type":356},"The backbone of Better at Home is built from key takeaways that United Way BC has learned from its engagement with the CBSS sector. First amongst these is a recognition that relationship building is essential for fostering trust and cohesion. This process demands a dedicated commitment of time and resources, using a community development approach where seniors and community agencies collaborate to cultivate a sense of ownership and commitment to the program.",{"type":15,"attrs":1916,"content":1917},{"textAlign":53},[1918],{"text":1919,"type":356},"When the Better at Home model first was implemented, participating communities were selected by the provincial office with help from regional experts. These experts provided local knowledge, enabling the identification of communities with high populations of vulnerable seniors who would benefit most from support. United Way BC also assessed the presence of local organizations, their history of collaboration in service or program delivery and whether they had existing relationships with United Way BC.",{"type":15,"attrs":1921,"content":1922},{"textAlign":53},[1923],{"text":1924,"type":356},"This asset mapping went beyond evaluating the strengths of seniors and their community, delving into the capabilities of local organizations and relationships between them. It helped identify potential host organizations that were able to lead and build local partnerships. While some communities had strong host organizations with a proven ability to collaborate, others required more time to develop the capacity for robust collaboration.",{"type":15,"attrs":1926,"content":1927},{"textAlign":53},[1928],{"text":1929,"type":356},"As the Better at Home program grew, a regional community developer visited potential communities and conducted preliminary asset-mapping. The exercise served to acknowledge and make visible pre-existing strengths as well as needs in the community, its social resources and infrastructure, and the ways in which healthcare, community-based care and other social determinants of health were interconnected. United Way BC’s asset-based community development approach emphasized a strength-based perspective. By leveraging existing strengths, they co-develop programs with local communities, using these assets as starting points and tools for improvement. Their engagement strategies prioritized capability over need, recognizing that inherent capabilities exist within both individuals and communities. Ultimately, their asset mapping and engagement strategies reflect a core belief: community-level solutions are not just possible, but essential.",{"type":15,"attrs":1931,"content":1932},{"textAlign":53},[1933],{"text":1934,"type":356},"This approach was further strengthened by a flexible and responsive process during program identification and early implementation. Staying attuned to the intricacies of local contexts and the people who lived there allowed them to identify communities needing additional support to build capacity, foster connections with other communities or collaborate with other organizations. By remaining open to the unique dynamics of each community, United Way BC ensured their programs were both impactful and grounded in local realities.",{"type":351,"attrs":1936,"content":1937},{"level":1210,"textAlign":53},[1938],{"text":1939,"type":356},"Unlocking potential: Handbooks as supportive tools for effective engagement",{"type":15,"attrs":1941,"content":1942},{"textAlign":53},[1943],{"text":1944,"type":356},"United Way BC developed a handbook during the program’s provincial roll-out in 2012 that has served as a key tool for community-engaged implementation of the Better at Home program. The handbook offers essential support to local coordinators as they navigate the implementation process. It helps ensure the Better at Home program remains aligned with its guiding principles of senior-centred community development. The handbook underscores the importance of collaborating with other local organizations, establishing a local advisory committee, identifying the unique services and programs a community wants, and ensuring engagement remains consistent and meaningful, among other things. The handbook equips coordinators and communities with the framework, steps and inspiration to effectively develop and sustain Better at Home. Central to implementation is the development of a Memorandum of Understanding between the community and Better at Home, ensuring clarity of roles, responsibilities and collaboration. This framework fosters alignment among organizations, engages key actors and amplifies community voices to shape the program effectively.",{"type":351,"attrs":1946,"content":1947},{"level":1210,"textAlign":53},[1948],{"text":1949,"type":356},"Creating relationship links: Regional community developers",{"type":15,"attrs":1951,"content":1952},{"textAlign":53},[1953],{"text":1954,"type":356},"Regional Community Developers (RCDs) play a key role in supporting Better at Home Coordinators and their programs across BC. RCDs serve as a vital link between the co-ordinator, host agency, community and United Way BC. They possess an intimate understanding of community dynamics in their region, facilitate communication between United Way BC and the community, address questions about the program, create connections with the healthcare system and other entities responsible for the social determinants of health, ensure budgeting and oversee reporting procedures. Their recruitment is based on several factors, including their deep-rooted connections within the community, alignment with the United Way BC team's values, diverse life experiences, established trust within the community and proficiency in asset-based community development.",{"type":15,"attrs":1956,"content":1957},{"textAlign":53},[1958],{"text":1959,"type":356},"As the new Healthy Aging Program and service model is rolled out in 2024 and 2025, RCDs will intensify their focus on community development efforts by leveraging existing community assets, mobilizing these resources effectively, fostering regional communities of practice and convening at annual meetings to exchange their insights and experiences. In addition, they will investigate training needs and disseminate best practices throughout their regional networks. This enhanced role and level of engagement underscores the program's commitment to empowering communities and maximizing their potential by valuing relationships at all levels.",{"type":351,"attrs":1961,"content":1962},{"level":1210,"textAlign":53},[1963],{"text":1964,"type":356},"Empowering community: Bridging gaps through collaboration-building grants",{"type":15,"attrs":1966,"content":1967},{"textAlign":53},[1968],{"text":1969,"type":356},"United Way BC's commitment to sustaining community engagement is also evident through its focus on community collaboratives as a part of the new service-delivery model. The commitment to collaboration has been strengthened through the introduction of a collaboration-building grant where communities can apply for up to CAD 5,000 towards establishing close partnerships with other organizations – ultimately creating stronger grant applications. The grant monies can be used for renting a venue and hosting an event with other community members to understand the scope of local resources, and how they want to proceed with applying for Healthy Aging Enhancement Grant funding.",{"type":15,"attrs":1971,"content":1972},{"textAlign":53},[1973],{"text":1974,"type":356},"The phased roll-out of community connectors (CCs) across the province over the next two years also will serve to strengthen community collaboration. CCs will support the community at the local level, identifying priorities, addressing service gaps, sharing resources and matching assets. The strength of the CC role lies in their immersion in the community and a growing recognition by the health system of the importance of community-based seniors’ service (CBSS) and role CCs play in supporting seniors to age well in their own homes and communities.",{"type":15,"attrs":1976,"content":1977},{"textAlign":53},[1978],{"text":1979,"type":356},"CCs are instrumental in bridging the gap between local communities and organizational resources. For example, a CC might take a senior out to coffee to understand their interests and needs, and then link them with appropriate social connections. A CC might also work at a more organizational level, helping to develop and coordinate services within the community and between the community and the health system (e.g. facilitate referrals not only to CBSS, but also from community to the health system). CCs serve as liaisons, leveraging their intimate knowledge of community dynamics and connections to the health system and other social determinants of health to identify priorities, address gaps and facilitate collaborations. By focusing at both individual and organizational levels, CCs play a pivotal role in maximizing the community’s assets and collaborative potential.",{"type":351,"attrs":1981,"content":1982},{"level":1210,"textAlign":53},[1983],{"text":1984,"type":356},"Engagement across the CBSS sector",{"type":15,"attrs":1986,"content":1987},{"textAlign":53},[1988,1990,1996],{"text":1989,"type":356},"Better at Home is the flagship program of United Way BC’s healthy aging initiatives. Its impact has been bolstered by the development of a provincial partnership and networking model in collaboration with the CBSS sector. United Way BC was a key partner on the Raising the Profile Project, a grassroots community-driven initiative aimed at uniting and raising the profile of the CBSS sector in BC. This work culminated in the inaugural ",{"text":1991,"type":356,"marks":1992},"Provincial Summit on Aging in 2017",[1993],{"type":391,"attrs":1994},{"href":1995,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://betterathome.ca/building-a-vision-for-seniors-wellness-at-the-inaugural-provincial-summit-on-aging/",{"text":1997,"type":356},", which highlighted the crucial role of the CBSS sector in supporting older adults.",{"type":15,"attrs":1999,"content":2000},{"textAlign":53},[2001,2003,2009],{"text":2002,"type":356},"Building on this foundation, the Province of BC provided funding for pilot projects, including integrated community-based programs for older adults with higher needs and a social prescribing initiative. Another outcome of this work was the development of the ",{"text":2004,"type":356,"marks":2005},"Healthy Aging CORE BC",[2006],{"type":391,"attrs":2007},{"href":2008,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://bc.healthyagingcore.ca/",{"text":2010,"type":356}," (Healthy Aging Collaborative Online Resources and Education) knowledge hub. This virtual network brings together interest holders to learn, share and collaborate. Healthy Aging CORE BC and its bimonthly newsletter provide a key mechanism for engagement with the CBSS sector.",{"type":15,"attrs":2012,"content":2013},{"textAlign":53},[2014],{"text":2015,"type":356},"A cornerstone of United Way BC’s community engagement is their CBSS Leadership Council, a legacy of the Raising the Profile Project. Comprising seniors and diverse community stakeholders, the council serves as a vital advocacy body for CBSS. By intentionally fostering leadership that reflects the diverse backgrounds and regions of BC, the council ensures inclusivity and avoids overrepresentation of urban or Lower Mainland perspectives. This diverse representation allows the council to amplify awareness of CBSS and advocate effectively for policy changes and increased funding.",{"type":15,"attrs":2017,"content":2018},{"textAlign":53},[2019],{"text":2020,"type":356},"The CBSS Leadership Council plays a vital advocacy role that United Way BC or any other part of the CBSS sector cannot. By encompassing a truly diverse network across multiple communities, it influences policy and engages with policymakers to address the unique needs of seniors. The Council also advocates for sustained local programs and increased funding.",{"type":15,"attrs":2022,"content":2023},{"textAlign":53},[2024],{"text":2025,"type":356},"In addition to its advocacy role, the council reflects the varying perspectives that interest holders have on aging and social services. As a meso-level player within Better at Home, the council mirrors the spectrum of views on what it means to be ‘better at home’. By highlighting these differences, the council emphasizes the importance of inclusivity and engagement dynamics, ensuring the program continues to be effective and sustainable.",{"type":351,"attrs":2027,"content":2028},{"level":353,"textAlign":53},[2029],{"text":1364,"type":356},{"type":15,"attrs":2031,"content":2032},{"textAlign":53},[2033],{"text":2034,"type":356},"Key learnings from Better at Home underscore the prime importance of relationship-building as a component of providing effective and meaningful seniors’ services. By requiring a dedicated commitment of time and resources to nurture meaningful connections and collaborations across organizations and within community, seniors at the local level can visualize a community that works for them. When a community development and assets-based approach is adopted, engagement comes more naturally, and all actors feel ownership and pride over their program’s unique place in their community.",{"type":15,"attrs":2036,"content":2037},{"textAlign":53},[2038],{"text":2039,"type":356},"A collective responsibility emerges from Better at Home, not only from the services it provides, but also from the ways in which those services are created. The Better at Home initiative embodies a profound respect for both individuals and communities, rooted in recognizing the strengths, demographics and inherent potential of each community. It mirrors United Way's ethos, which is characterized by a nuanced appreciation for the diverse perspectives that shape policy and program development.",{"type":15,"attrs":2041,"content":2042},{"textAlign":53},[2043],{"text":2044,"type":356},"The Healthy Aging community collaboratives, CCs, RCDs and the CBSS Leadership Council are complementary “tools” to not only foster partnership and collaboration and to encourage deeper and new community connections, but also to advocate for broader policy and system changes. Thanks to Better at Home, and United Way BC’s broader Healthy Aging initiatives, there is now nationwide interest in CBSS, a sector that was relatively obscure a decade ago.",{"type":15,"attrs":2046,"content":2047},{"textAlign":53},[2048,2050,2056],{"text":2049,"type":356},"Other provincial government leaders now are taking note of United Way BC’s community engagement model. Inspired by the work in BC, Alberta has developed Healthy Aging Alberta and is implementing its own aging-in-place models. At the national level, the inaugural ",{"text":2051,"type":356,"marks":2052},"CBSS Sector Summit",[2053],{"type":391,"attrs":2054},{"href":2055,"uuid":53,"anchor":53,"custom":53,"target":697,"linktype":394},"https://healthyagingcore.ca/nationalsummit2024",{"text":2057,"type":356}," was held in June 2024, and a National CBSS Leadership Council has been established.",{"id":16,"cta":2059,"_uid":1767,"items":2063,"title":1407,"component":1408},[2060],{"_uid":1764,"link":2061,"label":1400,"component":1401},{"id":1395,"url":16,"linktype":406,"fieldtype":407,"cached_url":1396,"story":2062},{"name":1398,"id":1399,"uuid":1395,"slug":420,"url":1396,"full_slug":1396,"_stopResolving":291},[1096,1050,1406,1405],[143,122,129,136,150],[185,192,200],"case-study-better-at-home","resources/case-study-better-at-home",-19190,[],"16f7b712-58d1-400c-b1cd-6b86ef80e32f","2025-12-16T20:43:55.192Z",[],[2074],{"path":2075,"name":2076,"lang":305,"published":291},"ressources/etude-de-cas-better-at-home","Étude de cas : Better at Home",39,1776087585057]