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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":434,"content":435},{"textAlign":53},[436],{"text":437,"type":349},"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":439,"content":440},"bullet_list",[441,449,456,463,470],{"type":442,"content":443},"list_item",[444],{"type":15,"attrs":445,"content":446},{"textAlign":53},[447],{"text":448,"type":349},"check-in calls and in-person social visits with older adults",{"type":442,"content":450},[451],{"type":15,"attrs":452,"content":453},{"textAlign":53},[454],{"text":455,"type":349},"intergenerational activities that connect young people with older adults",{"type":442,"content":457},[458],{"type":15,"attrs":459,"content":460},{"textAlign":53},[461],{"text":462,"type":349},"help with navigating relevant programs, resources and services",{"type":442,"content":464},[465],{"type":15,"attrs":466,"content":467},{"textAlign":53},[468],{"text":469,"type":349},"transportation to medical appointments and other social outings via the nursing home’s minibus",{"type":442,"content":471},[472],{"type":15,"attrs":473,"content":474},{"textAlign":53},[475],{"text":476,"type":349},"access to nursing home bathing facilities and other specialized equipment",{"type":15,"attrs":478,"content":479},{"textAlign":53},[480],{"text":481,"type":349},"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":483,"content":484},{"textAlign":53},[485],{"text":486,"type":349},"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":488,"content":489},{"textAlign":53},[490],{"text":491,"type":349},"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":392,"attrs":493,"content":494},{"level":394,"textAlign":53},[495],{"text":496,"type":349},"Engagement approach with community",{"type":392,"attrs":498,"content":500},{"level":499,"textAlign":53},3,[501],{"text":502,"type":349},"Making connections",{"type":15,"attrs":504,"content":505},{"textAlign":53},[506],{"text":507,"type":349},"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":392,"attrs":509,"content":510},{"level":499,"textAlign":53},[511],{"text":512,"type":349},"Moving from consultation to co-creation",{"type":15,"attrs":514,"content":515},{"textAlign":53},[516],{"text":517,"type":349},"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":519,"content":520},{"textAlign":53},[521],{"text":522,"type":349},"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":524,"content":525},{"textAlign":53},[526],{"text":527,"type":349},"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":529,"attrs":530,"content":532},"ordered_list",{"order":531},1,[533,540,547],{"type":442,"content":534},[535],{"type":15,"attrs":536,"content":537},{"textAlign":53},[538],{"text":539,"type":349},"What services or supports do we need to stay at home?",{"type":442,"content":541},[542],{"type":15,"attrs":543,"content":544},{"textAlign":53},[545],{"text":546,"type":349},"How do we think a nursing home can help address your answers to Question 1?",{"type":442,"content":548},[549],{"type":15,"attrs":550,"content":551},{"textAlign":53},[552],{"text":553,"type":349},"Who in the community could join alongside the nursing home to help us stay at home?",{"type":15,"attrs":555,"content":556},{"textAlign":53},[557],{"text":558,"type":349},"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":439,"content":560},[561,568,575,582,589],{"type":442,"content":562},[563],{"type":15,"attrs":564,"content":565},{"textAlign":53},[566],{"text":567,"type":349},"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":442,"content":569},[570],{"type":15,"attrs":571,"content":572},{"textAlign":53},[573],{"text":574,"type":349},"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":442,"content":576},[577],{"type":15,"attrs":578,"content":579},{"textAlign":53},[580],{"text":581,"type":349},"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":442,"content":583},[584],{"type":15,"attrs":585,"content":586},{"textAlign":53},[587],{"text":588,"type":349},"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":442,"content":590},[591],{"type":15,"attrs":592,"content":593},{"textAlign":53},[594],{"text":595,"type":349},"Throughout the event, iterative relationships were made that would facilitate sustained engagement as the program was implemented.",{"type":15,"attrs":597,"content":598},{"textAlign":53},[599],{"text":600,"type":349},"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":602,"content":603},{"textAlign":53},[604],{"text":605,"type":349},"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":392,"attrs":607,"content":608},{"level":499,"textAlign":53},[609],{"text":610,"type":349},"Flexibility and adaptability",{"type":15,"attrs":612,"content":613},{"textAlign":53},[614],{"text":615,"type":349},"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":617,"content":618},{"textAlign":53},[619],{"text":620,"type":349},"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":622,"content":623},{"textAlign":53},[624],{"text":625,"type":349},"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":627,"content":628},{"textAlign":53},[629],{"text":630,"type":349},"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":392,"attrs":632,"content":633},{"level":499,"textAlign":53},[634],{"text":635,"type":349},"Support through coaching",{"type":15,"attrs":637,"content":638},{"textAlign":53},[639],{"text":640,"type":349},"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":642,"content":643},{"textAlign":53},[644],{"text":645,"type":349},"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":647,"content":648},{"textAlign":53},[649],{"text":650,"type":349},"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":392,"attrs":652,"content":653},{"level":394,"textAlign":53},[654],{"text":655,"type":349},"Conclusion",{"type":15,"attrs":657,"content":658},{"textAlign":53},[659],{"text":660,"type":349},"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":662,"content":663},{"textAlign":53},[664],{"text":665,"type":349},"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":667,"content":668},{"textAlign":53},[669],{"text":670,"type":349},"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":672,"content":673},{"textAlign":53},[674],{"text":675,"type":349},"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":677,"content":678},{"textAlign":53},[679],{"text":680,"type":349},"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.","simple-richtext","wysiwyg-program",{"id":16,"cta":684,"_uid":696,"items":697,"title":701,"component":702},[685],{"_uid":686,"link":687,"label":694,"component":695},"89aaeb55-8cb4-4b9b-bc7c-096a9f3a299b",{"id":688,"url":16,"linktype":377,"fieldtype":378,"cached_url":689,"story":690},"c0994de2-19e1-4311-b3e8-b4ddd7069dc6","resources/",{"name":691,"id":692,"uuid":688,"slug":693,"url":689,"full_slug":689,"_stopResolving":290},"Resources",112494035151922,"resources","See all resources","simple-link","8f0b3875-aace-4c2e-af56-81018a665517",[376,698,699,700],"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],"hec-page-resource-single","case-study-nursing-home-without-walls","resources/case-study-nursing-home-without-walls",-19170,[],103604225865405,"b9e04590-3579-48d9-ac48-d97ece7e8569","2025-12-16T20:47:30.397Z",[],[715],{"path":716,"name":717,"lang":303,"published":290},"ressources/etude-de-cas-foyer-de-soins-sans-mur","Étude de cas : Foyer de soins sans mur",{"name":719,"created_at":720,"published_at":721,"updated_at":722,"id":723,"uuid":700,"content":724,"slug":1068,"full_slug":1069,"sort_by_date":53,"position":1070,"tag_list":1071,"is_startpage":285,"parent_id":710,"meta_data":53,"group_id":1072,"first_published_at":1073,"release_id":53,"lang":298,"path":53,"alternates":1074,"default_full_slug":1069,"translated_slugs":1075},"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":725,"_uid":329,"hero":728,"type":179,"topics":757,"Noindex":285,"content":758,"audience":1066,"duration":16,"regional":1067,"component":705},{"_uid":726,"title":719,"plugin":327,"og_image":16,"og_title":16,"description":727,"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. ",[729],{"_uid":332,"file":730,"image":731,"title":719,"format":733,"component":341,"description":736,"key_learning":751,"prerequisite":754},[],{"id":335,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":336,"copyright":16,"fieldtype":283,"meta_data":732,"is_external_url":285},{"alt":16,"title":16,"source":16,"copyright":16},{"type":12,"content":734},[735],{"type":15},{"type":12,"content":737},[738],{"type":15,"attrs":739,"content":740},{"textAlign":53},[741,743,749],{"text":742,"type":349},"The ",{"text":744,"type":349,"marks":745},"NORC Innovation Centre (NIC)",[746],{"type":354,"attrs":747},{"href":748,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://norcinnovationcentre.ca/",{"text":750,"type":349}," 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":752},[753],{"type":15},{"type":12,"content":755},[756],{"type":15},[46,106,76,91,69],[759,1058],{"id":16,"_uid":369,"content":760,"component":682},[761,767],{"_uid":762,"file":763,"link":765,"label":384,"linkType":354,"component":385,"linkLabel":386},"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":764},{},{"id":376,"url":16,"linktype":377,"fieldtype":378,"cached_url":379,"story":766},{"name":381,"id":382,"uuid":376,"slug":383,"url":379,"full_slug":379,"_stopResolving":290},{"_uid":768,"content":769,"component":681},"78aead95-eb3b-4eb2-9dfd-b1bff36e74e0",{"type":12,"content":770},[771,775,788,849,854,859,882,887,892,897,901,906,911,916,921,926,931,936,941,946,951,956,976,981,986,991,996,1001,1006,1011,1016,1021,1025,1030,1035,1048,1053],{"type":392,"attrs":772,"content":773},{"level":394,"textAlign":53},[774],{"text":397,"type":349},{"type":15,"attrs":776,"content":777},{"textAlign":53},[778,780,786],{"text":779,"type":349},"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":781,"type":349,"marks":782},"Hunt and Gunter Hunt",[783],{"type":354,"attrs":784},{"href":785,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://www.tandfonline.com/doi/abs/10.1300/J081V03N03_02",{"text":787,"type":349}," 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":789,"content":790},{"textAlign":53},[791,793,799,801,807,809,815,817,823,825,831,833,839,841,847],{"text":792,"type":349},"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":794,"type":349,"marks":795},"UHN OpenLab",[796],{"type":354,"attrs":797},{"href":798,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://uhnopenlab.ca/",{"text":800,"type":349},". Her 2015 project ",{"text":802,"type":349,"marks":803},"Senior Social Living: An Exploration of Grassroots Models",[804],{"type":354,"attrs":805},{"href":806,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://jen-recknagel-28sn.squarespace.com/",{"text":808,"type":349},", laid the foundation for this approach. This model was rooted in learnings from ",{"text":810,"type":349,"marks":811},"NORC Supportive Service Program",[812],{"type":354,"attrs":813},{"href":814,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://www.norcs.org/norc-paradigm",{"text":816,"type":349}," models trialed in the US and Canada, and learnings from the co-housing movement, ",{"text":818,"type":349,"marks":819},"village-to-village network model",[820],{"type":354,"attrs":821},{"href":822,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://www.vtvnetwork.org/",{"text":824,"type":349}," 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":826,"type":349,"marks":827},"NORC Ambassadors Program",[828],{"type":354,"attrs":829},{"href":830,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://norcambassadors.ca/program/",{"text":832,"type":349}," in 2019 and publishing concept models in ",{"text":834,"type":349,"marks":835},"Vertical Aging: The Future of Aging in Place in Canada",[836],{"type":354,"attrs":837},{"href":838,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://verticalaging.uhnopenlab.ca/",{"text":840,"type":349}," in 2020. This set the stage for the creation of the NIC, which is a partnership with ",{"text":842,"type":349,"marks":843},"UHN Connected Care",[844],{"type":354,"attrs":845},{"href":846,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://www.uhnconnectedcare.ca/",{"text":848,"type":349},".",{"type":15,"attrs":850,"content":851},{"textAlign":53},[852],{"text":853,"type":349},"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":855,"content":856},{"textAlign":53},[857],{"text":858,"type":349},"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":439,"content":860},[861,868,875],{"type":442,"content":862},[863],{"type":15,"attrs":864,"content":865},{"textAlign":53},[866],{"text":867,"type":349},"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":442,"content":869},[870],{"type":15,"attrs":871,"content":872},{"textAlign":53},[873],{"text":874,"type":349},"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":442,"content":876},[877],{"type":15,"attrs":878,"content":879},{"textAlign":53},[880],{"text":881,"type":349},"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":883,"content":884},{"textAlign":53},[885],{"text":886,"type":349},"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":888,"content":889},{"textAlign":53},[890],{"text":891,"type":349},"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":893,"content":894},{"textAlign":53},[895],{"text":896,"type":349},"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":392,"attrs":898,"content":899},{"level":394,"textAlign":53},[900],{"text":496,"type":349},{"type":392,"attrs":902,"content":903},{"level":499,"textAlign":53},[904],{"text":905,"type":349},"The environmental scan",{"type":15,"attrs":907,"content":908},{"textAlign":53},[909],{"text":910,"type":349},"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":912,"content":913},{"textAlign":53},[914],{"text":915,"type":349},"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":392,"attrs":917,"content":918},{"level":499,"textAlign":53},[919],{"text":920,"type":349},"Awareness: Reaching out",{"type":15,"attrs":922,"content":923},{"textAlign":53},[924],{"text":925,"type":349},"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":927,"content":928},{"textAlign":53},[929],{"text":930,"type":349},"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":392,"attrs":932,"content":933},{"level":499,"textAlign":53},[934],{"text":935,"type":349},"The Ambassador Program",{"type":15,"attrs":937,"content":938},{"textAlign":53},[939],{"text":940,"type":349},"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":942,"content":943},{"textAlign":53},[944],{"text":945,"type":349},"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":947,"content":948},{"textAlign":53},[949],{"text":950,"type":349},"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":392,"attrs":952,"content":953},{"level":499,"textAlign":53},[954],{"text":955,"type":349},"Relational care and social capital",{"type":15,"attrs":957,"content":958},{"textAlign":53},[959,961,967,969,975],{"text":960,"type":349},"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":962,"type":349,"marks":963},"Inspiring Communities",[964],{"type":354,"attrs":965},{"href":966,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://inspiringcommunities.org.nz/",{"text":968,"type":349}," a New Zealand community development model, and the ",{"text":970,"type":349,"marks":971},"Tamarack Institute",[972],{"type":354,"attrs":973},{"href":974,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://www.tamarackcommunity.ca/",{"text":848,"type":349},{"type":15,"attrs":977,"content":978},{"textAlign":53},[979],{"text":980,"type":349},"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":982,"content":983},{"textAlign":53},[984],{"text":985,"type":349},"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":987,"content":988},{"textAlign":53},[989],{"text":990,"type":349},"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":392,"attrs":992,"content":993},{"level":499,"textAlign":53},[994],{"text":995,"type":349},"Ambassadors Alumni Network",{"type":15,"attrs":997,"content":998},{"textAlign":53},[999],{"text":1000,"type":349},"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":1002,"content":1003},{"textAlign":53},[1004],{"text":1005,"type":349},"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":392,"attrs":1007,"content":1008},{"level":499,"textAlign":53},[1009],{"text":1010,"type":349},"“Connecting” and creating partnerships",{"type":15,"attrs":1012,"content":1013},{"textAlign":53},[1014],{"text":1015,"type":349},"“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":1017,"content":1018},{"textAlign":53},[1019],{"text":1020,"type":349},"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":392,"attrs":1022,"content":1023},{"level":394,"textAlign":53},[1024],{"text":655,"type":349},{"type":15,"attrs":1026,"content":1027},{"textAlign":53},[1028],{"text":1029,"type":349},"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":1031,"content":1032},{"textAlign":53},[1033],{"text":1034,"type":349},"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":1036,"content":1037},{"textAlign":53},[1038,1040,1046],{"text":1039,"type":349},"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":1041,"type":349,"marks":1042},"Do It Yourself (DIY) guide and toolkit",[1043],{"type":354,"attrs":1044},{"href":1045,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://norcambassadors.ca/diy/",{"text":1047,"type":349},". 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":1049,"content":1050},{"textAlign":53},[1051],{"text":1052,"type":349},"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":1054,"content":1055},{"textAlign":53},[1056],{"text":1057,"type":349},"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":1059,"_uid":1064,"items":1065,"title":701,"component":702},[1060],{"_uid":1061,"link":1062,"label":694,"component":695},"dc4b786b-fc59-4b51-9a06-966b72ccabac",{"id":688,"url":16,"linktype":377,"fieldtype":378,"cached_url":689,"story":1063},{"name":691,"id":692,"uuid":688,"slug":693,"url":689,"full_slug":689,"_stopResolving":290},"70b40d8e-8cf8-4591-ac62-cb8487305ea9",[376,323,698,699],[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",[],[1076],{"path":1077,"name":1078,"lang":303,"published":290},"ressources/etude-de-cas-communautes-de-retraite-naturelle","Étude de cas : Communautés de retraite naturelle",{"name":1080,"created_at":1081,"published_at":1082,"updated_at":1083,"id":1084,"uuid":698,"content":1085,"slug":1363,"full_slug":1364,"sort_by_date":53,"position":1365,"tag_list":1366,"is_startpage":285,"parent_id":710,"meta_data":53,"group_id":1367,"first_published_at":1368,"release_id":53,"lang":298,"path":53,"alternates":1369,"default_full_slug":1364,"translated_slugs":1370},"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":1086,"_uid":329,"hero":1089,"type":179,"topics":1129,"Noindex":285,"content":1130,"audience":1361,"duration":16,"regional":1362,"component":705},{"_uid":1087,"title":1080,"plugin":327,"og_image":16,"og_title":16,"description":1088,"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. ",[1090],{"_uid":332,"file":1091,"image":1092,"title":1080,"format":1097,"component":341,"description":1100,"key_learning":1123,"prerequisite":1126},[],{"id":1093,"alt":1094,"name":16,"focus":16,"title":1094,"source":16,"filename":1095,"copyright":16,"fieldtype":283,"meta_data":1096,"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":1098},[1099],{"type":15},{"type":12,"content":1101},[1102],{"type":15,"attrs":1103,"content":1104},{"textAlign":53},[1105,1112,1114,1121],{"text":1106,"type":349,"marks":1107},"Better at Home",[1108],{"type":354,"attrs":1109},{"href":1110,"uuid":53,"anchor":53,"custom":1111,"target":409,"linktype":357},"https://betterathome.ca/",{},{"text":1113,"type":349}," is a seniors-focused and community-centered program developed by ",{"text":1115,"type":349,"marks":1116},"Healthy Aging",[1117],{"type":354,"attrs":1118},{"href":1119,"uuid":53,"anchor":53,"custom":1120,"target":409,"linktype":357},"https://uwbc.ca/program/healthy-aging/",{},{"text":1122,"type":349}," 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":1124},[1125],{"type":15},{"type":12,"content":1127},[1128],{"type":15},[46,106,76,91,69],[1131,1355],{"id":16,"_uid":369,"content":1132,"component":682},[1133,1139],{"_uid":1134,"file":1135,"link":1137,"label":384,"linkType":354,"component":385,"linkLabel":386},"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":1136},{},{"id":376,"url":16,"linktype":377,"fieldtype":378,"cached_url":379,"story":1138},{"name":381,"id":382,"uuid":376,"slug":383,"url":379,"full_slug":379,"_stopResolving":290},{"_uid":1140,"content":1141,"component":681},"e0979835-a4c5-415e-8b11-c8699c031027",{"type":12,"content":1142},[1143,1148,1153,1183,1188,1193,1198,1202,1207,1212,1217,1222,1227,1232,1237,1242,1247,1252,1257,1262,1267,1272,1277,1282,1295,1308,1313,1318,1323,1327,1332,1337,1342],{"type":392,"attrs":1144,"content":1145},{"level":394,"textAlign":53},[1146],{"text":1147,"type":349},"United Way BC Healthy Aging’s new program service model: Better at Home",{"type":15,"attrs":1149,"content":1150},{"textAlign":53},[1151],{"text":1152,"type":349},"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":439,"content":1154},[1155,1162,1169,1176],{"type":442,"content":1156},[1157],{"type":15,"attrs":1158,"content":1159},{"textAlign":53},[1160],{"text":1161,"type":349},"the need to shift from task-oriented delivery of services to placing social connection at the heart of all services",{"type":442,"content":1163},[1164],{"type":15,"attrs":1165,"content":1166},{"textAlign":53},[1167],{"text":1168,"type":349},"providing increased flexibility for service offerings in response to community needs",{"type":442,"content":1170},[1171],{"type":15,"attrs":1172,"content":1173},{"textAlign":53},[1174],{"text":1175,"type":349},"targeting resources towards vulnerable seniors with the greatest need",{"type":442,"content":1177},[1178],{"type":15,"attrs":1179,"content":1180},{"textAlign":53},[1181],{"text":1182,"type":349},"encouraging collaboration",{"type":15,"attrs":1184,"content":1185},{"textAlign":53},[1186],{"text":1187,"type":349},"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":1189,"content":1190},{"textAlign":53},[1191],{"text":1192,"type":349},"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":1194,"content":1195},{"textAlign":53},[1196],{"text":1197,"type":349},"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":392,"attrs":1199,"content":1200},{"level":394,"textAlign":53},[1201],{"text":496,"type":349},{"type":392,"attrs":1203,"content":1204},{"level":499,"textAlign":53},[1205],{"text":1206,"type":349},"Cultivating connectivity: Asset-Based Community Development approach for relationship building",{"type":15,"attrs":1208,"content":1209},{"textAlign":53},[1210],{"text":1211,"type":349},"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":1213,"content":1214},{"textAlign":53},[1215],{"text":1216,"type":349},"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":1218,"content":1219},{"textAlign":53},[1220],{"text":1221,"type":349},"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":1223,"content":1224},{"textAlign":53},[1225],{"text":1226,"type":349},"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":1228,"content":1229},{"textAlign":53},[1230],{"text":1231,"type":349},"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":392,"attrs":1233,"content":1234},{"level":499,"textAlign":53},[1235],{"text":1236,"type":349},"Unlocking potential: Handbooks as supportive tools for effective engagement",{"type":15,"attrs":1238,"content":1239},{"textAlign":53},[1240],{"text":1241,"type":349},"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":392,"attrs":1243,"content":1244},{"level":499,"textAlign":53},[1245],{"text":1246,"type":349},"Creating relationship links: Regional community developers",{"type":15,"attrs":1248,"content":1249},{"textAlign":53},[1250],{"text":1251,"type":349},"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":1253,"content":1254},{"textAlign":53},[1255],{"text":1256,"type":349},"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":392,"attrs":1258,"content":1259},{"level":499,"textAlign":53},[1260],{"text":1261,"type":349},"Empowering community: Bridging gaps through collaboration-building grants",{"type":15,"attrs":1263,"content":1264},{"textAlign":53},[1265],{"text":1266,"type":349},"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":1268,"content":1269},{"textAlign":53},[1270],{"text":1271,"type":349},"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":1273,"content":1274},{"textAlign":53},[1275],{"text":1276,"type":349},"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":392,"attrs":1278,"content":1279},{"level":499,"textAlign":53},[1280],{"text":1281,"type":349},"Engagement across the CBSS sector",{"type":15,"attrs":1283,"content":1284},{"textAlign":53},[1285,1287,1293],{"text":1286,"type":349},"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":1288,"type":349,"marks":1289},"Provincial Summit on Aging in 2017",[1290],{"type":354,"attrs":1291},{"href":1292,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://betterathome.ca/building-a-vision-for-seniors-wellness-at-the-inaugural-provincial-summit-on-aging/",{"text":1294,"type":349},", which highlighted the crucial role of the CBSS sector in supporting older adults.",{"type":15,"attrs":1296,"content":1297},{"textAlign":53},[1298,1300,1306],{"text":1299,"type":349},"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":1301,"type":349,"marks":1302},"Healthy Aging CORE BC",[1303],{"type":354,"attrs":1304},{"href":1305,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://bc.healthyagingcore.ca/",{"text":1307,"type":349}," (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":1309,"content":1310},{"textAlign":53},[1311],{"text":1312,"type":349},"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":1314,"content":1315},{"textAlign":53},[1316],{"text":1317,"type":349},"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":1319,"content":1320},{"textAlign":53},[1321],{"text":1322,"type":349},"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":392,"attrs":1324,"content":1325},{"level":394,"textAlign":53},[1326],{"text":655,"type":349},{"type":15,"attrs":1328,"content":1329},{"textAlign":53},[1330],{"text":1331,"type":349},"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":1333,"content":1334},{"textAlign":53},[1335],{"text":1336,"type":349},"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":1338,"content":1339},{"textAlign":53},[1340],{"text":1341,"type":349},"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":1343,"content":1344},{"textAlign":53},[1345,1347,1353],{"text":1346,"type":349},"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":1348,"type":349,"marks":1349},"CBSS Sector Summit",[1350],{"type":354,"attrs":1351},{"href":1352,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://healthyagingcore.ca/nationalsummit2024",{"text":1354,"type":349}," was held in June 2024, and a National CBSS Leadership Council has been established.",{"id":16,"cta":1356,"_uid":1064,"items":1360,"title":701,"component":702},[1357],{"_uid":1061,"link":1358,"label":694,"component":695},{"id":688,"url":16,"linktype":377,"fieldtype":378,"cached_url":689,"story":1359},{"name":691,"id":692,"uuid":688,"slug":693,"url":689,"full_slug":689,"_stopResolving":290},[376,323,700,699],[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",[],[1371],{"path":1372,"name":1373,"lang":303,"published":290},"ressources/etude-de-cas-better-at-home","Étude de cas : Better at Home",{"name":1375,"created_at":1376,"published_at":1377,"updated_at":1378,"id":1379,"uuid":1380,"content":1381,"slug":1603,"full_slug":1604,"sort_by_date":53,"position":1605,"tag_list":1606,"is_startpage":285,"parent_id":710,"meta_data":53,"group_id":1607,"first_published_at":1608,"release_id":53,"lang":298,"path":53,"alternates":1609,"default_full_slug":1604,"translated_slugs":1610},"Strengthening Pandemic Preparedness in Long-Term Care","2026-01-26T16:52:08.737Z","2026-04-07T18:20:29.850Z","2026-04-07T18:20:29.882Z",138267561186992,"45a0356b-8d8e-4e1f-b761-57e22c116c2c",{"new":285,"seo":1382,"_uid":1385,"hero":1386,"type":179,"topics":1410,"Noindex":285,"content":1411,"audience":1601,"duration":16,"regional":1602,"component":705},{"_uid":1383,"title":1375,"plugin":327,"og_image":16,"og_title":16,"description":1384,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"d8eabec2-74c8-4a76-962d-d6ea7ae6474a","This rapid research initiative brought together quality improvement efforts with implementation science so that learnings could be quickly shared across the sector to improve preparedness for future waves of the pandemic.","33fcfa34-8d1b-4773-93b8-f42d49fa8592",[1387],{"_uid":1388,"file":1389,"image":1390,"title":1375,"format":1394,"component":341,"description":1397,"key_learning":1404,"prerequisite":1407},"8f67313a-a704-4645-a94c-0e0e72a9986b",[],{"id":1391,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":1392,"copyright":16,"fieldtype":283,"meta_data":1393,"is_external_url":285},135801694528672,"https://a-ca.storyblok.com/f/850807391887861/2210x1501/18376b8c5a/2022_shapes_covid-19-20.jpg",{},{"type":12,"content":1395},[1396],{"type":15},{"type":12,"content":1398},[1399],{"type":15,"attrs":1400,"content":1401},{"textAlign":53},[1402],{"text":1403,"type":349},"The COVID-19 pandemic profoundly impacted the health and care of older adults, with particularly devastating consequences for residents, families and essential care partners in long-term care and retirement homes across Canada.",{"type":12,"content":1405},[1406],{"type":15},{"type":12,"content":1408},[1409],{"type":15},[18,106],[1412,1485,1505],{"id":16,"_uid":1413,"content":1414,"component":682},"f5910ad1-459f-4b96-a532-95944467a5d7",[1415],{"_uid":1416,"content":1417,"component":681},"718df81e-0522-442a-b4da-87368eab3093",{"type":12,"content":1418},[1419,1424,1444,1449,1472],{"type":392,"attrs":1420,"content":1421},{"level":394,"textAlign":53},[1422],{"text":1423,"type":349},"The Implementation Science Teams approach",{"type":15,"attrs":1425,"content":1426},{"textAlign":53},[1427,1429,1442],{"text":1428,"type":349},"This rapid research initiative brought together quality improvement efforts through the ",{"text":1430,"type":349,"marks":1431},"LTC+ Acting on the Pandemic Learning 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practices.",{"id":16,"_uid":1486,"link":1487,"image":1488,"title":1490,"video_id":16,"component":1491,"media_type":1492,"description":1493,"video_title":16},"6ec909d3-2fc3-40c1-b550-d3170973ccef",[],{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":1489},{},"What is Implementation Science?","info-block-program","none",{"type":12,"content":1494},[1495,1500],{"type":15,"attrs":1496,"content":1497},{"textAlign":53},[1498],{"text":1499,"type":349},"Implementation science is the study of methods and strategies used to implement evidence-informed interventions within routine healthcare in clinical, organizational or policy context. 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This initiative identified the resources needed to support meaningful partnerships with family caregivers, and use technology that enables virtual connections.",{"type":15,"attrs":1531},{"textAlign":53},{"_uid":1533,"title":1534,"ctaLeft":1535,"ctaRight":1536,"component":1519,"columnLeft":1542,"columnRight":1545},"cbce5caf-8383-4772-8e13-37fd66763d81","People in the workforce",[],[1537],{"_uid":1538,"link":1539,"label":1541,"component":1518},"2bc10a09-4226-474e-a0c3-ba821d352029",{"id":16,"url":1540,"target":409,"linktype":357,"fieldtype":378,"cached_url":1540},"https://www.longwoods.com/content/26981/healthcare-quarterly/lessons-from-long-term-care-home-partners-during-the-covid-19-pandemic","Learn how two long-term care home partners supported their workforce to respond to the pandemic",{"type":12,"content":1543},[1544],{"type":15},{"type":12,"content":1546},[1547],{"type":15,"attrs":1548,"content":1549},{"textAlign":53},[1550],{"text":1551,"type":349},"Appropriate supports, working conditions and staffing can help the long-term care workforce to strengthen their competencies and capacity to provide safe, high-quality care.",{"_uid":1553,"title":1554,"ctaLeft":1555,"ctaRight":1556,"component":1519,"columnLeft":1562,"columnRight":1565},"a3c236b2-7976-4398-ac81-2823069abfa0","Planning for COVID-19 and non-COVID-19 care",[],[1557],{"_uid":1558,"link":1559,"label":1561,"component":1518},"97434c73-a009-4e6c-8758-9314142c292e",{"id":16,"url":1560,"target":409,"linktype":357,"fieldtype":378,"cached_url":1560},"https://www.longwoods.com/content/26983/healthcare-quarterly/pandemic-preparedness-and-beyond-person-centred-care-for-older-adults-living-in-long-term-care-dur","Learn about promising practices and policies for person-centred care during the pandemic and beyond",{"type":12,"content":1563},[1564],{"type":15},{"type":12,"content":1566},[1567,1572],{"type":15,"attrs":1568,"content":1569},{"textAlign":53},[1570],{"text":1571,"type":349},"Solutions designed to support person-centred care should be flexible and adaptable to different environments. Partnerships among researchers and long-term care homes accelerated the development of context- and setting-specific interventions guided by the unique needs and goals of individual long-term care homes.",{"type":15,"attrs":1573},{"textAlign":53},"How the Implementation Science Teams contributed to better healthcare in Canada","accordion-2-columns",{"type":12,"content":1577},[1578,1583,1588],{"type":15,"attrs":1579,"content":1580},{"textAlign":53},[1581],{"text":1582,"type":349},"Rapid research has been essential for understanding the impact of COVID-19 and informing the health system’s response. This initiative helped teams quickly evaluate the effect of policies and interventions in different settings and contexts to inform real-time learning and improvements. It helped strengthen capacity to participate in research and facilitate knowledge transfer in real time across the long-term care sector.",{"type":15,"attrs":1584,"content":1585},{"textAlign":53},[1586],{"text":1587,"type":349},"Implementation Science Teams focused primarily on interventions related to family presence, people in the workforce and planning for COVID-19 and non-COVID-19 care.",{"type":15,"attrs":1589,"content":1590},{"textAlign":53},[1591,1593,1599],{"text":1592,"type":349},"Learn more about ",{"text":1594,"type":349,"marks":1595},"recommendations for strengthening pandemic preparedness in long-term care",[1596],{"type":354,"attrs":1597},{"href":1598,"uuid":53,"anchor":53,"custom":53,"target":409,"linktype":357},"https://www.longwoods.com/content/26977/healthcare-quarterly/what-we-have-heard-next-steps-for-long-term-care-pandemic-preparedness-in-canada",{"text":1600,"type":349}," identified through the Implementation Science Teams initiative.",[143,129,150,136],[185,192,200],"strengthening-pandemic-preparedness-in-long-term-care","resources/strengthening-pandemic-preparedness-in-long-term-care",-19360,[],"96ba4234-72d1-4525-abb2-db07f645a3cf","2026-01-26T17:18:44.229Z",[],[1611],{"path":1612,"name":1613,"lang":303,"published":290},"ressources/renforcer-la-preparation-des-etablissements-de-soins-de-longue-duree-a-la-pandemie","Renforcer la préparation des établissements de soins de longue durée à la pandémie",{"name":1615,"created_at":1616,"published_at":1617,"updated_at":1618,"id":1619,"uuid":1620,"content":1621,"slug":3735,"full_slug":3736,"sort_by_date":53,"position":3737,"tag_list":3738,"is_startpage":285,"parent_id":710,"meta_data":53,"group_id":3739,"first_published_at":3740,"release_id":53,"lang":298,"path":53,"alternates":3741,"default_full_slug":3736,"translated_slugs":3742},"Promising Practices for Partnering on Appropriate Virtual Care","2026-03-06T22:39:58.736Z","2026-04-07T18:17:18.101Z","2026-04-07T18:17:18.299Z",152154926156579,"aaad40a0-e1c2-435e-86d9-b1845fe74000",{"new":285,"seo":1622,"_uid":1625,"hero":1626,"type":179,"topics":1649,"Noindex":285,"content":1650,"audience":3733,"duration":16,"regional":3734,"component":705},{"_uid":1623,"title":1615,"plugin":327,"og_image":16,"og_title":16,"description":1624,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"0cdfc5d3-1d85-442b-800f-355d506bd211","Through a 12-month collaborative program HEC supported 39 teams across Canada to develop a functional framework for determining when and how virtual care could be used appropriately, safely and equitably in their unique care settings, fostering partnerships with patients, families and communities for effective healthcare delivery.","2e5d378d-ef76-4665-96a7-b95841c63943",[1627],{"_uid":1628,"file":1629,"image":1630,"title":1615,"format":1634,"component":341,"description":1637,"key_learning":1643,"prerequisite":1646},"0093edef-c76d-42f3-a3ba-4a838efdab97",[],{"id":1631,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":1632,"copyright":16,"fieldtype":283,"meta_data":1633,"is_external_url":285},138976226129263,"https://a-ca.storyblok.com/f/850807391887861/1500x1000/dd0254d276/shapes-1.webp",{},{"type":12,"content":1635},[1636],{"type":15},{"type":12,"content":1638},[1639],{"type":15,"attrs":1640,"content":1641},{"textAlign":53},[1642],{"text":1624,"type":349},{"type":12,"content":1644},[1645],{"type":15},{"type":12,"content":1647},[1648],{"type":15},[46,76,25,32,98],[1651,1695,3646,3715],{"id":1652,"_uid":1653,"items":1654,"title":1615,"component":1682,"description":1683},"promisingpractices","b422c9e1-158b-4677-8c4e-3b8057310f8c",[1655,1666,1674],{"_uid":1656,"image":1657,"title":1661,"component":1662,"description":1663},"e6677742-7354-4643-9327-9eb402c80e0c",{"id":1658,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":1659,"copyright":16,"fieldtype":283,"meta_data":1660,"is_external_url":285},119537678778928,"https://a-ca.storyblok.com/f/850807391887861/600x600/c301964117/checkmark-icon.png",{},"Objective and purpose of the promising practice ","small-text-image-item",{"type":12,"content":1664},[1665],{"type":15},{"_uid":1667,"image":1668,"title":1670,"component":1662,"description":1671},"c0ecee7d-2b23-4982-9900-dcce549bb489",{"id":1658,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":1659,"copyright":16,"fieldtype":283,"meta_data":1669,"is_external_url":285},{},"Approach ",{"type":12,"content":1672},[1673],{"type":15},{"_uid":1675,"image":1676,"title":1678,"component":1662,"description":1679},"022ca9fa-28ce-4ee8-b784-8882f8942ecd",{"id":1658,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":1659,"copyright":16,"fieldtype":283,"meta_data":1677,"is_external_url":285},{},"Impacts and learnings",{"type":12,"content":1680},[1681],{"type":15},"small-text-image",{"type":12,"content":1684},[1685,1690],{"type":15,"attrs":1686,"content":1687},{"textAlign":53},[1688],{"text":1689,"type":349},"Virtual care is growing rapidly across the country, as more primary care providers use technology to deliver healthcare. Healthcare Excellence Canada (HEC) launched an initiative to help care providers and patients work together to ensure virtual care is provided in an appropriate, safe and equitable way. ",{"type":15,"attrs":1691,"content":1692},{"textAlign":53},[1693],{"text":1694,"type":349},"Each promising practice features each of these elements:",{"id":1652,"_uid":1696,"items":1697,"title":3615,"component":1575,"description":3616},"48ae9ded-2f0a-48e5-b95e-3c7353c5fbec",[1698,1894,2161,2381,2593,2757,2951,3151,3348],{"_uid":1699,"title":1700,"ctaLeft":1701,"ctaRight":1702,"component":1519,"columnLeft":1703,"columnRight":1751},"11557097-d791-4ed3-be63-57cf7b553884","Optimizing Workflows to Deliver Standardized and Appropriate Virtual Care",[],[],{"type":12,"content":1704},[1705,1710,1715,1720,1726,1731,1740],{"type":392,"attrs":1706,"content":1707},{"level":499,"textAlign":53},[1708],{"text":1709,"type":349},"First Nations Technical Services Advisory Group",{"type":15,"attrs":1711,"content":1712},{"textAlign":53},[1713],{"text":1714,"type":349},"The primary goal of this initiative was to address inconsistent communication and triaging between patients and medical office assistants, which led to varied patient experiences and an unstandardized approach to meeting patient and provider needs.",{"type":15,"attrs":1716,"content":1717},{"textAlign":53},[1718],{"text":1719,"type":349},"The Alberta Indigenous Virtual Care Clinic’s initiative showcases the power of collaborative workflow redesign in enhancing access to care and standardizing patient experiences, ultimately leading to better outcomes for Indigenous communities.",{"type":392,"attrs":1721,"content":1723},{"level":1722,"textAlign":53},4,[1724],{"text":1725,"type":349},"For more information:",{"type":15,"attrs":1727,"content":1728},{"textAlign":53},[1729],{"text":1730,"type":349},"Michelle Hoeber",{"type":15,"attrs":1732,"content":1733},{"textAlign":53},[1734,1736,1738],{"text":1735,"type":349},"eHealth/Clinic manager",{"type":1737},"hard_break",{"text":1739,"type":349},"First Nations Technical Services Advisory Group (TSAG) ",{"type":15,"attrs":1741,"content":1742},{"textAlign":53},[1743],{"text":1744,"type":349,"marks":1745},"mhoeber@tsag.net ",[1746],{"type":354,"attrs":1747},{"href":1748,"uuid":53,"anchor":53,"custom":1749,"target":420,"linktype":1750},"mhoeber@tsag.net",{},"email",{"type":12,"content":1752},[1753,1758,1762,1767,1771,1779,1784,1791,1796,1800,1807,1837,1844,1853,1860,1890],{"type":15,"attrs":1754,"content":1755},{"textAlign":53},[1756],{"text":1757,"type":349},"The Alberta Indigenous Virtual Care Clinic provides essential virtual primary care services to individuals and families that self-identify as First Nations, Inuit and Métis. To enhance the patient and provider experience, the team has revamped existing workflows to optimize triaging and support for patients and healthcare professionals, resulting in nearly 9,000 patients receiving virtual care in a year. This initiative has involved all clinical staff, leading to a more consistent patient experience, improved provider satisfaction and standardized processes.",{"type":392,"attrs":1759,"content":1760},{"level":1722,"textAlign":53},[1761],{"text":1661,"type":349},{"type":15,"attrs":1763,"content":1764},{"textAlign":53},[1765],{"text":1766,"type":349},"The primary goal of this initiative was to address inconsistent communication and triaging between patients and medical office assistants, which led to varied patient experiences and an unstandardized approach to meeting patient and provider needs. The project focused on refining the booking process to ensure patients were matched with the most appropriate physicians within the clinic or directing patients to the most appropriate external service, thereby improving the overall effectiveness of care through revised triaging workflows.",{"type":392,"attrs":1768,"content":1769},{"level":1722,"textAlign":53},[1770],{"text":1670,"type":349},{"type":15,"attrs":1772,"content":1773},{"textAlign":53},[1774],{"text":1775,"type":349,"marks":1776},"Engagement",[1777],{"type":1778},"bold",{"type":15,"attrs":1780,"content":1781},{"textAlign":53},[1782],{"text":1783,"type":349},"The project team engaged extensively with diverse clinic staff to co-design new workflows. Through meetings, presentations, reports and weekly check-ins, project deliverables were collaboratively developed and piloted. Key partners included medical leads, clinical nurses, the clinic manager, medical office assistants and a patient navigator. Patient feedback was also collected through surveys and interviews to inform workflow design.",{"type":15,"attrs":1785,"content":1786},{"textAlign":53},[1787],{"text":1788,"type":349,"marks":1789},"Outcomes",[1790],{"type":1778},{"type":15,"attrs":1792,"content":1793},{"textAlign":53},[1794],{"text":1795,"type":349},"Between 1 February 2023 and 31 January 2024, the implementation of revised workflows has directly benefited almost 9,000 patients and involved all 46 clinic staff members. Notably, 73 percent of clinic patients reported not having a family doctor or nurse practitioner, and although the clinic does not provide family medicine, it has provided increased access to care for these patients until they are under the care of a local family doctor. Creation and sharing of the patient handbook allows the patients to have an understanding of services available and clearer expectations of the clinic. The standardized clinician workflow has resulted in improved communication between staff.",{"type":392,"attrs":1797,"content":1798},{"level":1722,"textAlign":53},[1799],{"text":1678,"type":349},{"type":15,"attrs":1801,"content":1802},{"textAlign":53},[1803],{"text":1804,"type":349,"marks":1805},"Key takeaways ",[1806],{"type":1778},{"type":439,"content":1808},[1809,1816,1823,1830],{"type":442,"content":1810},[1811],{"type":15,"attrs":1812,"content":1813},{"textAlign":53},[1814],{"text":1815,"type":349},"Assumptions that all clinics followed the same process led to varied patient experiences, underscoring the need for collective efforts with medical office assistants to regularly review and improve processes.",{"type":442,"content":1817},[1818],{"type":15,"attrs":1819,"content":1820},{"textAlign":53},[1821],{"text":1822,"type":349},"External support and services should be utilized when necessary.",{"type":442,"content":1824},[1825],{"type":15,"attrs":1826,"content":1827},{"textAlign":53},[1828],{"text":1829,"type":349},"Dedicated planning time is critical for successful improvements.",{"type":442,"content":1831},[1832],{"type":15,"attrs":1833,"content":1834},{"textAlign":53},[1835],{"text":1836,"type":349},"Open communication and a clear implementation process are essential.",{"type":15,"attrs":1838,"content":1839},{"textAlign":53},[1840],{"text":1841,"type":349,"marks":1842},"Facilitators",[1843],{"type":1778},{"type":439,"content":1845},[1846],{"type":442,"content":1847},[1848],{"type":15,"attrs":1849,"content":1850},{"textAlign":53},[1851],{"text":1852,"type":349},"The success of the project was driven by the evaluation team, the engagement of primary care physicians and medical office assistants and the support of project leads, the clinic manager, clinic coordinator and nurse.",{"type":15,"attrs":1854,"content":1855},{"textAlign":53},[1856],{"text":1857,"type":349,"marks":1858},"Barriers",[1859],{"type":1778},{"type":439,"content":1861},[1862,1869,1876,1883],{"type":442,"content":1863},[1864],{"type":15,"attrs":1865,"content":1866},{"textAlign":53},[1867],{"text":1868,"type":349},"Staff and provider experience varied.",{"type":442,"content":1870},[1871],{"type":15,"attrs":1872,"content":1873},{"textAlign":53},[1874],{"text":1875,"type":349},"Availability of the team to meet was limited.",{"type":442,"content":1877},[1878],{"type":15,"attrs":1879,"content":1880},{"textAlign":53},[1881],{"text":1882,"type":349},"Levels of change readiness among team members differed.",{"type":442,"content":1884},[1885],{"type":15,"attrs":1886,"content":1887},{"textAlign":53},[1888],{"text":1889,"type":349},"Competing demands and priorities required significant time management.",{"type":15,"attrs":1891,"content":1892},{"textAlign":53},[1893],{"text":1719,"type":349},{"_uid":1895,"title":1896,"ctaLeft":1897,"ctaRight":1898,"component":1519,"columnLeft":1899,"columnRight":1938},"0e73b3c5-98aa-4914-9427-39a7407a4105","Supporting Rural and Remote Communities with Virtual Rehabilitation Services ",[],[],{"type":12,"content":1900},[1901,1906,1911,1915,1920,1928],{"type":392,"attrs":1902,"content":1903},{"level":499,"textAlign":53},[1904],{"text":1905,"type":349},"Health Link 811 - Alberta Health Services",{"type":15,"attrs":1907,"content":1908},{"textAlign":53},[1909],{"text":1910,"type":349},"This initiative’s goal was to utilize virtual technology to triage, assess and treat eligible patients and leverage therapy assistant in-person support within the patient’s home community, thereby reducing waitlists and improving health outcomes. ",{"type":392,"attrs":1912,"content":1913},{"level":1722,"textAlign":53},[1914],{"text":1725,"type":349},{"type":15,"attrs":1916,"content":1917},{"textAlign":53},[1918],{"text":1919,"type":349},"Kira Ellis",{"type":15,"attrs":1921,"content":1922},{"textAlign":53},[1923,1925,1926],{"text":1924,"type":349},"Program Manager ",{"type":1737},{"text":1927,"type":349},"Health Link 811 – Alberta Health Services",{"type":15,"attrs":1929,"content":1930},{"textAlign":53},[1931],{"text":1932,"type":349,"marks":1933},"kira.ellis@ahs.ca ",[1934],{"type":354,"attrs":1935},{"href":1936,"uuid":53,"anchor":53,"custom":1937,"target":420,"linktype":1750},"kira.ellis@ahs.ca",{},{"type":12,"content":1939},[1940,1945,1949,1954,1959,1963,1969,1974,1979,1985,1990,1995,2032,2037,2041,2047,2098,2104,2127,2133,2156],{"type":15,"attrs":1941,"content":1942},{"textAlign":53},[1943],{"text":1944,"type":349},"With a shortage of rehabilitation providers in rural and remote communities across Alberta, Health Link 811 implemented virtual care innovations to triage, assess and treat patients in need of occupational therapy (OT) and physical therapy (PT) support appropriate for virtual care. This promising practice aimed to adapt an existing virtual care framework from other communities to enhance access, ensure equitable care and to deliver safe and effective services through a collaborative partnership between virtual providers and local healthcare teams. By leveraging virtual solutions, the Health Link 811 Rehabilitation Advice Line team was able to serve more patients, alleviate the workload on contracted OT services and local providers, and address urgent referrals efficiently.",{"type":392,"attrs":1946,"content":1947},{"level":1722,"textAlign":53},[1948],{"text":1661,"type":349},{"type":15,"attrs":1950,"content":1951},{"textAlign":53},[1952],{"text":1953,"type":349},"Rural communities, including High Level, La Crete and Fort Vermillion, face a critical shortage of rehabilitation services due to prolonged vacancies of key positions. Long waitlists for OT (n=30+) and PT (n=500+) services are exacerbated by broader clinician shortages in Alberta. Health Link’s 811 virtual care solutions aimed to support community rehabilitation patients by providing OT and PT services remotely.",{"type":15,"attrs":1955,"content":1956},{"textAlign":53},[1957],{"text":1958,"type":349},"This initiative’s goal was to utilize virtual technology to triage, assess and treat eligible patients and leverage therapy assistant in-person support within the patient’s home community, thereby reducing waitlists and improving health outcomes.",{"type":392,"attrs":1960,"content":1961},{"level":1722,"textAlign":53},[1962],{"text":1670,"type":349},{"type":15,"attrs":1964,"content":1965},{"textAlign":53},[1966],{"text":1775,"type":349,"marks":1967},[1968],{"type":1778},{"type":15,"attrs":1970,"content":1971},{"textAlign":53},[1972],{"text":1973,"type":349},"Health Link’s 811 Rehabilitation and Advice Line staff engaged with patients early through shared decision-making, providing information about virtual rehabilitation services and offering options for virtual appointments. This early introduction allowed for conversations with patients to determine the feasibility and appropriateness of virtual care for each patient.",{"type":15,"attrs":1975,"content":1976},{"textAlign":53},[1977],{"text":1978,"type":349},"Additionally, engaging therapy assistants in pilot cases in rural and remote communities proved essential. These assistants offered critical support services virtually, ensuring safety of the patient, reducing the burden on teams and enhancing patient satisfaction.",{"type":15,"attrs":1980,"content":1981},{"textAlign":53},[1982],{"text":1788,"type":349,"marks":1983},[1984],{"type":1778},{"type":15,"attrs":1986,"content":1987},{"textAlign":53},[1988],{"text":1989,"type":349},"At the time of project implementation at the beginning of April 2023, there were over 30 people on the OT waitlist and over 500 people on the PT waitlist. As of January 2024, 308 of these patients were reached. The virtual rehabilitation services led to the elimination of the OT waitlist by October 2023, with all new referrals assessed and managed within the acceptable time frame of 1-2 weeks. The PT waitlist was reduced by over 50 percent, with 227 referrals remaining by January 15, 2024, and a goal to address the remaining waitlist in the coming year.",{"type":15,"attrs":1991,"content":1992},{"textAlign":53},[1993],{"text":1994,"type":349},"Patient feedback was gathered through 112 completed Telehealth Usability Questionnaire (TUQ) surveys which indicated the following:",{"type":439,"content":1996},[1997,2004,2011,2018,2025],{"type":442,"content":1998},[1999],{"type":15,"attrs":2000,"content":2001},{"textAlign":53},[2002],{"text":2003,"type":349},"84% felt virtual health (e.g. Zoom, telephone care) provided for their healthcare needs (n=94).",{"type":442,"content":2005},[2006],{"type":15,"attrs":2007,"content":2008},{"textAlign":53},[2009],{"text":2010,"type":349},"87% felt virtual health (e.g. Zoom, telephone care) improved access to healthcare services (n=97)",{"type":442,"content":2012},[2013],{"type":15,"attrs":2014,"content":2015},{"textAlign":53},[2016],{"text":2017,"type":349},"86% felt it was simple to use Virtual health (e.g. Zoom, telephone care) (n=96)",{"type":442,"content":2019},[2020],{"type":15,"attrs":2021,"content":2022},{"textAlign":53},[2023],{"text":2024,"type":349},"91% felt they can easily talk to the clinician using virtual health (e.g. Zoom, telephone care) (n=102)",{"type":442,"content":2026},[2027],{"type":15,"attrs":2028,"content":2029},{"textAlign":53},[2030],{"text":2031,"type":349},"92% felt they were satisfied overall with virtual health (e.g. Zoom, telephone care) (n=103)",{"type":15,"attrs":2033,"content":2034},{"textAlign":53},[2035],{"text":2036,"type":349},"While not an initial objective, an unexpected outcome was improved workplace culture. Existing relationships and positive outcomes contributed to the project’s success.",{"type":392,"attrs":2038,"content":2039},{"level":499,"textAlign":53},[2040],{"text":1678,"type":349},{"type":15,"attrs":2042,"content":2043},{"textAlign":53},[2044],{"text":1804,"type":349,"marks":2045},[2046],{"type":1778},{"type":439,"content":2048},[2049,2056,2063,2070,2077,2084,2091],{"type":442,"content":2050},[2051],{"type":15,"attrs":2052,"content":2053},{"textAlign":53},[2054],{"text":2055,"type":349},"Initially piloted in 2021, existing relationships facilitated managers’ openness to virtual rehabilitation.",{"type":442,"content":2057},[2058],{"type":15,"attrs":2059,"content":2060},{"textAlign":53},[2061],{"text":2062,"type":349},"Patients were generally indifferent between virtual and in-person care, provided their needs were met.",{"type":442,"content":2064},[2065],{"type":15,"attrs":2066,"content":2067},{"textAlign":53},[2068],{"text":2069,"type":349},"Insights from patients highlighted that virtual care may not be suitable for everyone, such as those with specific rehabilitation needs.",{"type":442,"content":2071},[2072],{"type":15,"attrs":2073,"content":2074},{"textAlign":53},[2075],{"text":2076,"type":349},"Patients adapted quickly to new approaches, making follow-ups simpler.",{"type":442,"content":2078},[2079],{"type":15,"attrs":2080,"content":2081},{"textAlign":53},[2082],{"text":2083,"type":349},"Virtual care complements rather than replaces in-person care, serving as a method of delivering care in certain communities.",{"type":442,"content":2085},[2086],{"type":15,"attrs":2087,"content":2088},{"textAlign":53},[2089],{"text":2090,"type":349},"Virtual care’s process-heavy nature requires workflow adjustments to improve efficiency.",{"type":442,"content":2092},[2093],{"type":15,"attrs":2094,"content":2095},{"textAlign":53},[2096],{"text":2097,"type":349},"Real-time improvements enabled better wait-list management and reduced staff stress levels.",{"type":15,"attrs":2099,"content":2100},{"textAlign":53},[2101],{"text":1841,"type":349,"marks":2102},[2103],{"type":1778},{"type":439,"content":2105},[2106,2113,2120],{"type":442,"content":2107},[2108],{"type":15,"attrs":2109,"content":2110},{"textAlign":53},[2111],{"text":2112,"type":349},"Access to experienced rehabilitation staff and open communications between in-person teams.",{"type":442,"content":2114},[2115],{"type":15,"attrs":2116,"content":2117},{"textAlign":53},[2118],{"text":2119,"type":349},"Willingness and open-mindedness of all teams to support the project.",{"type":442,"content":2121},[2122],{"type":15,"attrs":2123,"content":2124},{"textAlign":53},[2125],{"text":2126,"type":349},"Strong administrative support in communities, aiding early workflow development.",{"type":15,"attrs":2128,"content":2129},{"textAlign":53},[2130],{"text":1857,"type":349,"marks":2131},[2132],{"type":1778},{"type":439,"content":2134},[2135,2142,2149],{"type":442,"content":2136},[2137],{"type":15,"attrs":2138,"content":2139},{"textAlign":53},[2140],{"text":2141,"type":349},"Significant orientation was required due to numerous electronic records systems.",{"type":442,"content":2143},[2144],{"type":15,"attrs":2145,"content":2146},{"textAlign":53},[2147],{"text":2148,"type":349},"Unexpected staff absences left gaps in managing referrals.",{"type":442,"content":2150},[2151],{"type":15,"attrs":2152,"content":2153},{"textAlign":53},[2154],{"text":2155,"type":349},"Administrative burdens included policy reviews, training for new hires and refining the triage process.",{"type":15,"attrs":2157,"content":2158},{"textAlign":53},[2159],{"text":2160,"type":349},"The implementation of virtual care innovations by Health Link 811 has reduced waitlists and enhanced access to rehabilitation services in rural and remote communities across Alberta. By addressing clinician shortages and long waitlists, this initiative demonstrated the potential of virtual care to deliver equitable, safe and effective therapy services.",{"_uid":2162,"title":2163,"ctaLeft":2164,"ctaRight":2165,"component":1519,"columnLeft":2166,"columnRight":2205},"f58b75dd-b964-4fea-bba4-39d1dfc6dcea","Leveraging Virtual Care to Support Francophone Patients and Caregivers at Home",[],[],{"type":12,"content":2167},[2168,2173,2178,2182,2187,2195],{"type":392,"attrs":2169,"content":2170},{"level":499,"textAlign":53},[2171],{"text":2172,"type":349},"Home Care - Health PEI",{"type":15,"attrs":2174,"content":2175},{"textAlign":53},[2176],{"text":2177,"type":349},"This project aimed to optimize the bilingual care coordinator’s time and to develop resources to promote the appropriate use of virtual care in interactions with linguistically diverse communities. ",{"type":392,"attrs":2179,"content":2180},{"level":1722,"textAlign":53},[2181],{"text":1725,"type":349},{"type":15,"attrs":2183,"content":2184},{"textAlign":53},[2185],{"text":2186,"type":349},"Lisa Gotell",{"type":15,"attrs":2188,"content":2189},{"textAlign":53},[2190,2192,2193],{"text":2191,"type":349},"Bilingual Project Manager",{"type":1737},{"text":2194,"type":349},"Health PEI",{"type":15,"attrs":2196,"content":2197},{"textAlign":53},[2198],{"text":2199,"type":349,"marks":2200},"lgotell@ihis.org ",[2201],{"type":354,"attrs":2202},{"href":2203,"uuid":53,"anchor":53,"custom":2204,"target":420,"linktype":1750},"lgotell@ihis.org",{},{"type":12,"content":2206},[2207,2212,2216,2221,2225,2231,2236,2242,2247,2252,2257,2261,2267,2297,2303,2340,2346,2376],{"type":15,"attrs":2208,"content":2209},{"textAlign":53},[2210],{"text":2211,"type":349},"In response to the need for more accessible home care services for Francophone clients, Health PEI launched an initiative to enhance access through virtual visits. By adopting virtual care delivery, for some clients the travel time for in-person visits was eliminated, enabling the bilingual care coordinator to manage an additional caseload and assist with other functions within home-based care. Surveys from patients, caregivers and providers indicated high levels of satisfaction and confidence in the virtual care provided.",{"type":392,"attrs":2213,"content":2214},{"level":1722,"textAlign":53},[2215],{"text":1661,"type":349},{"type":15,"attrs":2217,"content":2218},{"textAlign":53},[2219],{"text":2220,"type":349},"The promising practice aimed to serve home care clients in Prince County whose preferred language was French. This project aimed to optimize the bilingual care coordinator’s time and to develop resources to promote the appropriate use of virtual care in interactions with linguistically diverse communities.",{"type":392,"attrs":2222,"content":2223},{"level":1722,"textAlign":53},[2224],{"text":1670,"type":349},{"type":15,"attrs":2226,"content":2227},{"textAlign":53},[2228],{"text":1775,"type":349,"marks":2229},[2230],{"type":1778},{"type":15,"attrs":2232,"content":2233},{"textAlign":53},[2234],{"text":2235,"type":349},"The project team engaged with the Francophone community through focus groups, workshops, satisfaction surveys and presentations at local French community events. Leadership and front-line staff were also members of the working group, which developed a framework, process and monthly updates for the leadership team.",{"type":15,"attrs":2237,"content":2238},{"textAlign":53},[2239],{"text":1788,"type":349,"marks":2240},[2241],{"type":1778},{"type":15,"attrs":2243,"content":2244},{"textAlign":53},[2245],{"text":2246,"type":349},"The project’s target was to increase the bilingual care coordinator’s case load by 25% by January 2024. Prior to the implementation of the project, the care coordinator’s case load was 32 clients. Although the project was only implemented on January 29, 2024, 8 clients were added by the beginning of March, meeting the 25% target. The plan is to spread within more home-based care programs. By optimizing healthcare resources and managing non-urgent cases remotely, the project reduced the burden on in-person facilities and allowed providers to focus on critical cases. Through client surveys, five patients report feeling more connected and valued, with easier access to healthcare teams for timely answers and engagement in managing their health using this approach.",{"type":15,"attrs":2248,"content":2249},{"textAlign":53},[2250],{"text":2251,"type":349},"Home care staff also reported increased confidence in using technology, as a result of the training and support provided. Most staff felt the virtual care approach was worthwhile and appropriate. Initial internet connectivity issues impacting the bilingual care coordinator were resolved, ensuring smoother virtual visits.",{"type":15,"attrs":2253,"content":2254},{"textAlign":53},[2255],{"text":2256,"type":349},"The project demonstrated increased satisfaction of clients, increased access for patients facing geographical barriers, and more efficient use of time and healthcare services, and the team plans to expand the initiative by sharing their insights through presentations and learning exchanges.",{"type":392,"attrs":2258,"content":2259},{"level":1722,"textAlign":53},[2260],{"text":1678,"type":349},{"type":15,"attrs":2262,"content":2263},{"textAlign":53},[2264],{"text":1804,"type":349,"marks":2265},[2266],{"type":1778},{"type":439,"content":2268},[2269,2276,2283,2290],{"type":442,"content":2270},[2271],{"type":15,"attrs":2272,"content":2273},{"textAlign":53},[2274],{"text":2275,"type":349},"Patients and caregivers shared practical challenges such as time constraints, financial barriers and technological issues, highlighting the need for equipment such as electronic devices and SIM cards.",{"type":442,"content":2277},[2278],{"type":15,"attrs":2279,"content":2280},{"textAlign":53},[2281],{"text":2282,"type":349},"Feedback on user interface difficulties led to improvements to the usability of the platform.",{"type":442,"content":2284},[2285],{"type":15,"attrs":2286,"content":2287},{"textAlign":53},[2288],{"text":2289,"type":349},"Transparency on data privacy and security helped to build trust in the virtual care platform.",{"type":442,"content":2291},[2292],{"type":15,"attrs":2293,"content":2294},{"textAlign":53},[2295],{"text":2296,"type":349},"Engaging with clinicians in creating a dedicated workflow and involving legal and compliance teams ensured seamless integration of virtual care into existing processes and regulatory compliance.",{"type":15,"attrs":2298,"content":2299},{"textAlign":53},[2300],{"text":1841,"type":349,"marks":2301},[2302],{"type":1778},{"type":439,"content":2304},[2305,2312,2319,2326,2333],{"type":442,"content":2306},[2307],{"type":15,"attrs":2308,"content":2309},{"textAlign":53},[2310],{"text":2311,"type":349},"Clear project objectives guided implementation.",{"type":442,"content":2313},[2314],{"type":15,"attrs":2315,"content":2316},{"textAlign":53},[2317],{"text":2318,"type":349},"Specific measurement goals were set.",{"type":442,"content":2320},[2321],{"type":15,"attrs":2322,"content":2323},{"textAlign":53},[2324],{"text":2325,"type":349},"Active engagement of stakeholders, including clinicians, staff, clients and caregivers was maintained.",{"type":442,"content":2327},[2328],{"type":15,"attrs":2329,"content":2330},{"textAlign":53},[2331],{"text":2332,"type":349},"Regular communication ensured all perspectives were considered.",{"type":442,"content":2334},[2335],{"type":15,"attrs":2336,"content":2337},{"textAlign":53},[2338],{"text":2339,"type":349},"The virtual care solution was designed for scalability, fostering future growth and improvement.",{"type":15,"attrs":2341,"content":2342},{"textAlign":53},[2343],{"text":1857,"type":349,"marks":2344},[2345],{"type":1778},{"type":439,"content":2347},[2348,2355,2362,2369],{"type":442,"content":2349},[2350],{"type":15,"attrs":2351,"content":2352},{"textAlign":53},[2353],{"text":2354,"type":349},"Inadequate access to high-speed internet, smartphones and computers.",{"type":442,"content":2356},[2357],{"type":15,"attrs":2358,"content":2359},{"textAlign":53},[2360],{"text":2361,"type":349},"Unreliable internet access in rural areas.",{"type":442,"content":2363},[2364],{"type":15,"attrs":2365,"content":2366},{"textAlign":53},[2367],{"text":2368,"type":349},"Lower digital literacy levels among some seniors.",{"type":442,"content":2370},[2371],{"type":15,"attrs":2372,"content":2373},{"textAlign":53},[2374],{"text":2375,"type":349},"Resistance to change among some staff members.",{"type":15,"attrs":2377,"content":2378},{"textAlign":53},[2379],{"text":2380,"type":349},"Health PEI's initiative demonstrates a successful model for leveraging virtual care to support Francophone patients and caregivers, enhancing access and optimizing healthcare delivery.",{"_uid":2382,"title":2383,"ctaLeft":2384,"ctaRight":2385,"component":1519,"columnLeft":2386,"columnRight":2424},"e66e448f-4a53-459b-a5ba-f2d20c387d6e","Zoom for Healthcare (Z4HC) delivered via Single App iPads",[],[],{"type":12,"content":2387},[2388,2393,2398,2402,2407,2415],{"type":392,"attrs":2389,"content":2390},{"level":499,"textAlign":53},[2391],{"text":2392,"type":349},"Hospital at Home Program – Island Health",{"type":15,"attrs":2394,"content":2395},{"textAlign":53},[2396],{"text":2397,"type":349},"The primary goal of this initiative is to improve therapeutic connections, visual assessments and discharge planning for patients.   ",{"type":392,"attrs":2399,"content":2400},{"level":1722,"textAlign":53},[2401],{"text":1725,"type":349},{"type":15,"attrs":2403,"content":2404},{"textAlign":53},[2405],{"text":2406,"type":349},"Laurie Flores",{"type":15,"attrs":2408,"content":2409},{"textAlign":53},[2410,2412,2413],{"text":2411,"type":349},"Innovation and Virtual Lead  ",{"type":1737},{"text":2414,"type":349},"Island Health",{"type":15,"attrs":2416,"content":2417},{"textAlign":53},[2418],{"text":2419,"type":349,"marks":2420},"virtualcare@islandhealth.ca ",[2421],{"type":354,"attrs":2422},{"href":2419,"uuid":53,"anchor":53,"custom":2423,"target":420,"linktype":1750},{},{"type":12,"content":2425},[2426,2431,2436,2440,2445,2449,2455,2460,2465,2471,2476,2481,2486,2491,2495,2501,2538,2544,2588],{"type":15,"attrs":2427,"content":2428},{"textAlign":53},[2429],{"text":2430,"type":349},"Island Health, responsible for delivering health and care services to a large population across Vancouver Island in British Columbia, has introduced a groundbreaking initiative with its Hospital at Home (H@H) program. This program brings hospital-level care to patients in the comfort of their homes. The average age of H@H patients is 80, with some admitted patients being as old as 110 years. Many of these elderly patients are home alone, without a caregiver.",{"type":15,"attrs":2432,"content":2433},{"textAlign":53},[2434],{"text":2435,"type":349},"By leveraging technology, particularly video visits, Island Health aims to enhance the quality of care from admission through discharge. The Zoom for Healthcare (Z4HC) program enables virtual visits, increasing staff efficiency and reducing costs by replacing traditional home visits and telephone check-ins. Continuous care is maintained without adding operational costs or inefficiencies.",{"type":392,"attrs":2437,"content":2438},{"level":1722,"textAlign":53},[2439],{"text":1661,"type":349},{"type":15,"attrs":2441,"content":2442},{"textAlign":53},[2443],{"text":2444,"type":349},"The primary goal of this initiative is to improve therapeutic connections, visual assessments and discharge planning for patients. Eligible patients admitted to Victoria General and Royal Jubilee Hospital through the H@H program receive a single-use iPad to facilitate daily virtual appointments with physicians and nightly virtual check-ins with the responsible nurse.",{"type":392,"attrs":2446,"content":2447},{"level":1722,"textAlign":53},[2448],{"text":1670,"type":349},{"type":15,"attrs":2450,"content":2451},{"textAlign":53},[2452],{"text":1775,"type":349,"marks":2453},[2454],{"type":1778},{"type":15,"attrs":2456,"content":2457},{"textAlign":53},[2458],{"text":2459,"type":349},"Patient partners have tested new equipment and evaluated quick reference guides and resources to ensure a patient-centric approach. Personal feedback opportunities and patient surveys were employed for continuous improvement.",{"type":15,"attrs":2461,"content":2462},{"textAlign":53},[2463],{"text":2464,"type":349},"Monthly project progress reports are emailed to staff with printed copies posted in communal workspaces. Weekly virtual care updates and animated videos highlight staff achievements. Success stories are shared during morning team reporting sessions.",{"type":15,"attrs":2466,"content":2467},{"textAlign":53},[2468],{"text":1788,"type":349,"marks":2469},[2470],{"type":1778},{"type":15,"attrs":2472,"content":2473},{"textAlign":53},[2474],{"text":2475,"type":349},"The introduction of virtual video check-ins has significantly enhanced patient care by enabling nightly check-ins, ensuring more consistent and personalized attention. A patient who is deemed appropriate for a virtual check-in (no cognitive impairment, sufficient dexterity, and strong enough cellular connection in their home) is added to a roaster for a nightly check-in. Once the nightly check-in is complete, the nurse confirms whether the call was successful.",{"type":15,"attrs":2477,"content":2478},{"textAlign":53},[2479],{"text":2480,"type":349},"Eligible patients now receive evening virtual visits, enabling more involvement from allied health team members, including occupational therapists and pharmacists. With virtual check-ins, patients receive evening visits lasting about seven minutes. Increased physician uptake of virtual visits was noted. Occupational therapists and pharmacists are using the iPads for compliance reviews and medication check-ins. The implementation team also found that there was a five percent increase in access to care for H@H patients.",{"type":15,"attrs":2482,"content":2483},{"textAlign":53},[2484],{"text":2485,"type":349},"Over a seven-month pilot, an increase in the quality of care provided was noted as a result of the second patient visit being changed from a telephone check-in to a visual virtual check-in.",{"type":15,"attrs":2487,"content":2488},{"textAlign":53},[2489],{"text":2490,"type":349},"Visual virtual check-ins provide access to visual cues, environmental context and visual demonstrations to support care providers and patients receiving care in their homes. Care providers can observe patient body language, facial expressions, living conditions and other non-verbal cues. Furthermore, certain assessments may require the individual to demonstrate physical movements or reactions which the care provider can observe and evaluate through video. These visual elements are absent during a telephone check-in.",{"type":392,"attrs":2492,"content":2493},{"level":1722,"textAlign":53},[2494],{"text":1678,"type":349},{"type":15,"attrs":2496,"content":2497},{"textAlign":53},[2498],{"text":1804,"type":349,"marks":2499},[2500],{"type":1778},{"type":439,"content":2502},[2503,2510,2517,2524,2531],{"type":442,"content":2504},[2505],{"type":15,"attrs":2506,"content":2507},{"textAlign":53},[2508],{"text":2509,"type":349},"Triaging family and caregivers along with the patient are crucial for navigating new technologies.",{"type":442,"content":2511},[2512],{"type":15,"attrs":2513,"content":2514},{"textAlign":53},[2515],{"text":2516,"type":349},"Caregiver burnout is a significant concern that must be addressed.",{"type":442,"content":2518},[2519],{"type":15,"attrs":2520,"content":2521},{"textAlign":53},[2522],{"text":2523,"type":349},"Digital literacy varies among staff, requiring additional support.",{"type":442,"content":2525},[2526],{"type":15,"attrs":2527,"content":2528},{"textAlign":53},[2529],{"text":2530,"type":349},"Elderly patients can successfully manage technology for virtual visits.",{"type":442,"content":2532},[2533],{"type":15,"attrs":2534,"content":2535},{"textAlign":53},[2536],{"text":2537,"type":349},"Engaging staff and supporting new workflows is challenging, but essential.",{"type":15,"attrs":2539,"content":2540},{"textAlign":53},[2541],{"text":1841,"type":349,"marks":2542},[2543],{"type":1778},{"type":439,"content":2545},[2546,2553,2560,2567,2574,2581],{"type":442,"content":2547},[2548],{"type":15,"attrs":2549,"content":2550},{"textAlign":53},[2551],{"text":2552,"type":349},"A patient advocate helped to improve digital literacy, usability of iPads, and revising the quick reference guide to use language that was more patient friendly.",{"type":442,"content":2554},[2555],{"type":15,"attrs":2556,"content":2557},{"textAlign":53},[2558],{"text":2559,"type":349},"Providers and clinicians were provided Zoom for Healthcare accounts to initiate video calls to patients’ iPads using either their desktop workstations or Island Health mobile phones.",{"type":442,"content":2561},[2562],{"type":15,"attrs":2563,"content":2564},{"textAlign":53},[2565],{"text":2566,"type":349},"A manager engaged with staff to encourage technology adoption and workflow integration.",{"type":442,"content":2568},[2569],{"type":15,"attrs":2570,"content":2571},{"textAlign":53},[2572],{"text":2573,"type":349},"A clinical nurse educator worked with staff to enhance the team’s computer skills for providing patient care.",{"type":442,"content":2575},[2576],{"type":15,"attrs":2577,"content":2578},{"textAlign":53},[2579],{"text":2580,"type":349},"The Virtual Care Services team worked to find solutions to uncovered technical issues.",{"type":442,"content":2582},[2583],{"type":15,"attrs":2584,"content":2585},{"textAlign":53},[2586],{"text":2587,"type":349},"The Collaborative Lead collected data and operationalized project changes.",{"type":15,"attrs":2589,"content":2590},{"textAlign":53},[2591],{"text":2592,"type":349},"Island Health’s H@H program demonstrates a successful integration of technology into patient care, offering enhanced access, efficiency, and continuous support while addressing the challenges of digital literacy and caregiver engagement.",{"_uid":2594,"title":2595,"ctaLeft":2596,"ctaRight":2597,"component":1519,"columnLeft":2598,"columnRight":2636},"f41a1112-f102-4fbe-a748-546824e18e2a","Integrated Virtual Care Framework for Primary Care",[],[],{"type":12,"content":2599},[2600,2605,2610,2614,2619,2627],{"type":392,"attrs":2601,"content":2602},{"level":499,"textAlign":53},[2603],{"text":2604,"type":349},"Newfoundland and Labrador Health Services (NLHS) Western Zone",{"type":15,"attrs":2606,"content":2607},{"textAlign":53},[2608],{"text":2609,"type":349},"This initiative aims to improve access to primary care and patient experience using virtual care in the Western Zone.",{"type":392,"attrs":2611,"content":2612},{"level":1722,"textAlign":53},[2613],{"text":1725,"type":349},{"type":15,"attrs":2615,"content":2616},{"textAlign":53},[2617],{"text":2618,"type":349},"Erica Parsons",{"type":15,"attrs":2620,"content":2621},{"textAlign":53},[2622,2624,2625],{"text":2623,"type":349},"Regional Director",{"type":1737},{"text":2626,"type":349},"Medical Services, Rural and PHC Bonne Bay Health Center",{"type":15,"attrs":2628,"content":2629},{"textAlign":53},[2630],{"text":2631,"type":349,"marks":2632},"ericaparsons@westernhealth.nl.ca",[2633],{"type":354,"attrs":2634},{"href":2631,"uuid":53,"anchor":53,"custom":2635,"target":420,"linktype":1750},{},{"type":12,"content":2637},[2638,2643,2648,2652,2657,2662,2666,2672,2676,2682,2687,2692,2697,2701,2707,2730,2736,2752],{"type":15,"attrs":2639,"content":2640},{"textAlign":53},[2641],{"text":2642,"type":349},"Over the past few years, Newfoundland and Labrador have faced significant challenges with community physician clinic closures, recruitment and retention, and a general shortage of primary care providers. To address these issues, the integration of enhanced virtual care into the existing primary care service delivery model has become essential.",{"type":15,"attrs":2644,"content":2645},{"textAlign":53},[2646],{"text":2647,"type":349},"The NLHS Western Zone team designed a new virtual care framework for primary care, incorporating existing frameworks that focus on person and family-centered care, quality improvement and evaluation. This model has successfully increased access to care, expanded service sites and reduced emergency department visits, with 26,000 virtual appointments completed in one year. Enhanced technology and support have been implemented across most sites in the western zone and a hub and spoke model has been established to support more communities.",{"type":392,"attrs":2649,"content":2650},{"level":1722,"textAlign":53},[2651],{"text":1661,"type":349},{"type":15,"attrs":2653,"content":2654},{"textAlign":53},[2655],{"text":2656,"type":349},"As Newfoundland and Labrador transition to a single provincial health authority, the province is developing a comprehensive virtual care framework for all zones. In the interim, the Western Zone team created guiding principles featuring an integrated virtual primary care model.",{"type":15,"attrs":2658,"content":2659},{"textAlign":53},[2660],{"text":2661,"type":349},"This initiative aims to improve access to primary care and patient experience using virtual care in the Western Zone. The focus is on the appropriate use of virtual care in primary care settings, expanding the Integrated Virtual Primary Care Model to all health neighbourhoods for both attached and unattached patients. This is expected to improve patient outcomes, overall health and wellness, care coordination with team-based shared care and reduce emergency department visits for low acuity issues.",{"type":392,"attrs":2663,"content":2664},{"level":1722,"textAlign":53},[2665],{"text":1670,"type":349},{"type":15,"attrs":2667,"content":2668},{"textAlign":53},[2669],{"text":1775,"type":349,"marks":2670},[2671],{"type":1778},{"type":15,"attrs":2673,"content":2674},{"textAlign":53},[2675],{"text":1783,"type":349},{"type":15,"attrs":2677,"content":2678},{"textAlign":53},[2679],{"text":1788,"type":349,"marks":2680},[2681],{"type":1778},{"type":15,"attrs":2683,"content":2684},{"textAlign":53},[2685],{"text":2686,"type":349},"The virtual care model has achieved a regional reach beyond their initial sites of focus through a hub and spoke model, implementing virtual care in 25 of 28 sites, 89% of all primary care sites in the region, including rural and remote communities. All staff in the established Family Care Teams are using the integrated Virtual Primary Care Framework, and long-term plans will see integration of virtual care into all sites. From 1 February 2023 to 31 January 2024, there were 82,912 appointments completed using this model, consisting of 49,284 virtual appointments and 33,628 in-person appointments. Additionally, 26,138 of the appointments were diversions from the Emergency Department1 through the RVCC and virtual locum services, which provided support to unattached patients and cross-coverage for hub and spoke sites within the Zone.",{"type":15,"attrs":2688,"content":2689},{"textAlign":53},[2690],{"text":2691,"type":349},"From patient experience surveys, 95% of respondents report being satisfied with their virtual visit (n=38/40) and 93% indicated that their health care needs were met (n=76/79). This project has improved access to primary care services, particularly in rural and remote communities, improved patient and provider experience and reduced overall costs.",{"type":15,"attrs":2693,"content":2694},{"textAlign":53},[2695],{"text":2696,"type":349},"Plans are in place for sustaining the improvement, with working groups, clinical care coordinators and managers collaborating to streamline processes, engage partners and transition relevant initiatives into their workloads. Regular meetings and engagement with organizational leaders, family physician partners, and cross-Zone counterparts across the province support their plans to spread the promising practices both regionally and provincially.",{"type":392,"attrs":2698,"content":2699},{"level":1722,"textAlign":53},[2700],{"text":1678,"type":349},{"type":15,"attrs":2702,"content":2703},{"textAlign":53},[2704],{"text":1841,"type":349,"marks":2705},[2706],{"type":1778},{"type":439,"content":2708},[2709,2716,2723],{"type":442,"content":2710},[2711],{"type":15,"attrs":2712,"content":2713},{"textAlign":53},[2714],{"text":2715,"type":349},"Involvement of patient and provider champions in all aspects of the project.",{"type":442,"content":2717},[2718],{"type":15,"attrs":2719,"content":2720},{"textAlign":53},[2721],{"text":2722,"type":349},"Additional members added to family care teams enabled a team-based shared care model.",{"type":442,"content":2724},[2725],{"type":15,"attrs":2726,"content":2727},{"textAlign":53},[2728],{"text":2729,"type":349},"Information-sharing through newsletters, huddles, memos, hands-on training, videos and follow-up improved implementation and provider experience.",{"type":15,"attrs":2731,"content":2732},{"textAlign":53},[2733],{"text":1857,"type":349,"marks":2734},[2735],{"type":1778},{"type":439,"content":2737},[2738,2745],{"type":442,"content":2739},[2740],{"type":15,"attrs":2741,"content":2742},{"textAlign":53},[2743],{"text":2744,"type":349},"Staff turnover and hiring delays slowed uptake by some primary care providers, resulting in inconsistent virtual care offerings.",{"type":442,"content":2746},[2747],{"type":15,"attrs":2748,"content":2749},{"textAlign":53},[2750],{"text":2751,"type":349},"Public perception and awareness of available virtual care options, such as the misconception that virtual care is only by telephone.",{"type":15,"attrs":2753,"content":2754},{"textAlign":53},[2755],{"text":2756,"type":349},"Newfoundland and Labrador have faced significant challenges with physician shortages and clinic closures, prompting the need for enhanced virtual care integration. The NLHS Western Zone team's new virtual care framework, incorporating person and family-centered care, quality improvement and evaluation, has successfully increased access to care, expanded service sites and avoided over 26,000 emergency department visits in one year.",{"_uid":2758,"title":2759,"ctaLeft":2760,"ctaRight":2761,"component":1519,"columnLeft":2762,"columnRight":2801},"46643c4b-8de5-4f08-9c7a-e40c3d881231","North York Family Health Team Virtual Care Framework",[],[],{"type":12,"content":2763},[2764,2769,2774,2778,2783,2791],{"type":392,"attrs":2765,"content":2766},{"level":499,"textAlign":53},[2767],{"text":2768,"type":349},"North York Family Health",{"type":15,"attrs":2770,"content":2771},{"textAlign":53},[2772],{"text":2773,"type":349},"The primary goal was to better meet patient needs and provide safe and effective care by increasing the percentage of interprofessional healthcare provider (IHP) visits that met patient preferences by 10 percent.",{"type":392,"attrs":2775,"content":2776},{"level":1722,"textAlign":53},[2777],{"text":1725,"type":349},{"type":15,"attrs":2779,"content":2780},{"textAlign":53},[2781],{"text":2782,"type":349},"Neil Shah",{"type":15,"attrs":2784,"content":2785},{"textAlign":53},[2786,2788,2789],{"text":2787,"type":349},"CEO & Executive Director",{"type":1737},{"text":2790,"type":349},"North York Family Health Team",{"type":15,"attrs":2792,"content":2793},{"textAlign":53},[2794],{"text":2795,"type":349,"marks":2796},"nshah@nyfht.com ",[2797],{"type":354,"attrs":2798},{"href":2799,"uuid":53,"anchor":53,"custom":2800,"target":420,"linktype":1750},"nshah@nyfht.com",{},{"type":12,"content":2802},[2803,2808,2812,2817,2822,2826,2832,2837,2843,2848,2871,2875,2881,2924,2930,2946],{"type":15,"attrs":2804,"content":2805},{"textAlign":53},[2806],{"text":2807,"type":349},"The North York Family Health Team utilized Ontario Health’s framework for clinically appropriate virtual care to improve patient satisfaction and provider efficacy in delivering safe and effective care for a broad spectrum of stakeholders, including clinicians, non-clinical staff and patients. The framework was adapted for virtual home care visits, focusing on incorporating the patient voice and addressing equity barriers in the community.",{"type":392,"attrs":2809,"content":2810},{"level":1722,"textAlign":53},[2811],{"text":1661,"type":349},{"type":15,"attrs":2813,"content":2814},{"textAlign":53},[2815],{"text":2816,"type":349},"The primary goal was to better meet patient needs and provide safe and effective care by increasing the percentage of interprofessional healthcare provider (IHP) visits that met patient preferences by 10 percent. Patient satisfaction was measured through ongoing surveys.",{"type":15,"attrs":2818,"content":2819},{"textAlign":53},[2820],{"text":2821,"type":349},"The implementation of a virtual care framework dually aimed to improve patient satisfaction and provider efficacy in delivering safe and effective care.",{"type":392,"attrs":2823,"content":2824},{"level":1722,"textAlign":53},[2825],{"text":1670,"type":349},{"type":15,"attrs":2827,"content":2828},{"textAlign":53},[2829],{"text":1775,"type":349,"marks":2830},[2831],{"type":1778},{"type":15,"attrs":2833,"content":2834},{"textAlign":53},[2835],{"text":2836,"type":349},"The North York Family Health Team collaborated and consulted with the Patient and Family Advisory Committee (7 members) to design and implement the new virtual care framework. This engagement provided a deeper understanding of patient needs and preferences. For example, they discovered patients were eager to participate in surveys and appreciated the option to select a modality of care. Early and frequent provider engagement facilitated co-design and uptake of the virtual care framework.",{"type":15,"attrs":2838,"content":2839},{"textAlign":53},[2840],{"text":1788,"type":349,"marks":2841},[2842],{"type":1778},{"type":15,"attrs":2844,"content":2845},{"textAlign":53},[2846],{"text":2847,"type":349},"Key measures demonstrated significant improvements:",{"type":439,"content":2849},[2850,2857,2864],{"type":442,"content":2851},[2852],{"type":15,"attrs":2853,"content":2854},{"textAlign":53},[2855],{"text":2856,"type":349},"A reduction of 115 patients seen1 that otherwise would have gone to the emergency department, over the 10-month duration of the project visits.",{"type":442,"content":2858},[2859],{"type":15,"attrs":2860,"content":2861},{"textAlign":53},[2862],{"text":2863,"type":349},"90 percent of patients who responded to a survey following a virtual visit agreed that the care they received was in their preferred format (n=53).",{"type":442,"content":2865},[2866],{"type":15,"attrs":2867,"content":2868},{"textAlign":53},[2869],{"text":2870,"type":349},"Although not initially prioritized, the initiative fostered a culture of quality improvement around virtual care within the allied health team.",{"type":392,"attrs":2872,"content":2873},{"level":1722,"textAlign":53},[2874],{"text":1678,"type":349},{"type":15,"attrs":2876,"content":2877},{"textAlign":53},[2878],{"text":1804,"type":349,"marks":2879},[2880],{"type":1778},{"type":439,"content":2882},[2883,2890,2897,2903,2910,2917],{"type":442,"content":2884},[2885],{"type":15,"attrs":2886,"content":2887},{"textAlign":53},[2888],{"text":2889,"type":349},"Incremental changes through PDSA (Plan-Do-Study-Act) cycles helped address assumptions and misunderstandings among clinical and non-clinical staff.",{"type":442,"content":2891},[2892],{"type":15,"attrs":2893,"content":2894},{"textAlign":53},[2895],{"text":2896,"type":349},"Engagement with patients, clients, families and caregivers revealed preferences, many seniors expressed a preference for in-person or phone visits over video visits; eagerness to provide feedback; and appreciation for flexible care modalities.",{"type":442,"content":2898},[2899],{"type":15,"attrs":2900,"content":2901},{"textAlign":53},[2902],{"text":1841,"type":349},{"type":442,"content":2904},[2905],{"type":15,"attrs":2906,"content":2907},{"textAlign":53},[2908],{"text":2909,"type":349},"Guidance from teams with similar experiences was invaluable.'",{"type":442,"content":2911},[2912],{"type":15,"attrs":2913,"content":2914},{"textAlign":53},[2915],{"text":2916,"type":349},"Dedicated coaches provided essential support and expertise.",{"type":442,"content":2918},[2919],{"type":15,"attrs":2920,"content":2921},{"textAlign":53},[2922],{"text":2923,"type":349},"The most significant contributor was the inclusion of the patient voice in the pathway.",{"type":15,"attrs":2925,"content":2926},{"textAlign":53},[2927],{"text":1857,"type":349,"marks":2928},[2929],{"type":1778},{"type":439,"content":2931},[2932,2939],{"type":442,"content":2933},[2934],{"type":15,"attrs":2935,"content":2936},{"textAlign":53},[2937],{"text":2938,"type":349},"Competing organizational priorities frequently impacted progress.",{"type":442,"content":2940},[2941],{"type":15,"attrs":2942,"content":2943},{"textAlign":53},[2944],{"text":2945,"type":349},"Navigating the learning curve around the importance of virtual visits compared to other care modalities.",{"type":15,"attrs":2947,"content":2948},{"textAlign":53},[2949],{"text":2950,"type":349},"By leveraging Ontario Health’s framework and prioritizing patient engagement, the North York Family Health Team successfully enhanced virtual home care delivery, improving engagement with patients, staff and patient satisfaction and an emergency department diversions.",{"_uid":2952,"title":2953,"ctaLeft":2954,"ctaRight":2955,"component":1519,"columnLeft":2956,"columnRight":2992},"8d466536-5049-4230-b57f-a93a8921d4bf","Appropriate Virtual Care for Linguistically Diverse Communities",[],[],{"type":12,"content":2957},[2958,2963,2968,2972,2977,2982],{"type":392,"attrs":2959,"content":2960},{"level":499,"textAlign":53},[2961],{"text":2962,"type":349},"Provincial Health Services Authority – British Columbia",{"type":15,"attrs":2964,"content":2965},{"textAlign":53},[2966],{"text":2967,"type":349},"The primary goal of this promising practice was to create resources that promote the appropriate use of virtual care in healthcare interactions involving linguistically diverse communities.",{"type":392,"attrs":2969,"content":2970},{"level":1722,"textAlign":53},[2971],{"text":1725,"type":349},{"type":15,"attrs":2973,"content":2974},{"textAlign":53},[2975],{"text":2976,"type":349},"Tina Costa",{"type":15,"attrs":2978,"content":2979},{"textAlign":53},[2980],{"text":2981,"type":349},"Provincial Health Services Authority",{"type":15,"attrs":2983,"content":2984},{"textAlign":53},[2985],{"text":2986,"type":349,"marks":2987},"tina.costsa@phsa.ca ",[2988],{"type":354,"attrs":2989},{"href":2990,"uuid":53,"anchor":53,"custom":2991,"target":420,"linktype":1750},"tina.costsa@phsa.ca",{},{"type":12,"content":2993},[2994,2999,3003,3008,3012,3018,3023,3028,3033,3039,3044,3049,3053,3059,3095,3101,3124,3130,3146],{"type":15,"attrs":2995,"content":2996},{"textAlign":53},[2997],{"text":2998,"type":349},"The Provincial Health Services Authority (PHSA), in collaboration with Provincial Language Services, has initiated a groundbreaking project to provide safe, high-quality and culturally sensitive virtual care to patients, families and caregivers from linguistically diverse communities. Recognizing the absence of standardized resources to facilitate effective virtual communication between healthcare teams and non-English speaking individuals, the project team engaged diverse stakeholders through working groups, focus groups, interviews and surveys to develop a comprehensive guide for these interactions. This evolving resource aims to empower users in making informed decisions when utilizing virtual care.",{"type":392,"attrs":3000,"content":3001},{"level":1722,"textAlign":53},[3002],{"text":1661,"type":349},{"type":15,"attrs":3004,"content":3005},{"textAlign":53},[3006],{"text":3007,"type":349},"The primary goal of this promising practice is to create resources that promote the appropriate use of virtual care in healthcare interactions involving linguistically diverse communities. This includes ensuring care that is safe, high-quality, equitable and culturally sensitive.",{"type":392,"attrs":3009,"content":3010},{"level":1722,"textAlign":53},[3011],{"text":1670,"type":349},{"type":15,"attrs":3013,"content":3014},{"textAlign":53},[3015],{"text":1775,"type":349,"marks":3016},[3017],{"type":1778},{"type":15,"attrs":3019,"content":3020},{"textAlign":53},[3021],{"text":3022,"type":349},"This project heavily emphasized stakeholder engagement. Patients, families and caregiver partners actively participated in working groups, sharing their needs, preferences, beliefs and suggestions for improvement. This included two Spanish speaking patient partners, a Francophone patient partner, and a patient partner who is Indigenous and Deaf, ensuring a broad representation of linguistically diverse voices.",{"type":15,"attrs":3024,"content":3025},{"textAlign":53},[3026],{"text":3027,"type":349},"The virtual health team utilized a patient and community partnership toolkit to guide the co-design and development process. The team adopted a new model of project management, in which a patient partner was empowered to be one of the project co-leads to inform the project approach from inception to sustainment. This set a new standard for inclusive project development.",{"type":15,"attrs":3029,"content":3030},{"textAlign":53},[3031],{"text":3032,"type":349},"To engage provider and staff perspectives, the project co-leads also included a PLS staff member, who is Deaf, as well as working group members with expertise in in education, practice, clinical care and project management. Through surveys and focus groups, the project team gathered insight from various internal and external healthcare team members. They held monthly meetings and used Microsoft Teams software for ongoing updates and communication.",{"type":15,"attrs":3034,"content":3035},{"textAlign":53},[3036],{"text":1788,"type":349,"marks":3037},[3038],{"type":1778},{"type":15,"attrs":3040,"content":3041},{"textAlign":53},[3042],{"text":3043,"type":349},"The virtual care resource will be launched in November 2024 with planned distribution to patient partners, team members, community partners and providers. Following the launch, a PDSA approach will be used to incorporate feedback from patient partners and clinicians. Intended outcomes include improving the resource prior to launch across the organization, increased use of interpreters during virtual visits with linguistically diverse patients, enhanced translation of documents and improved patient and provider experiences. Evaluation of the resource will follow at various intervals to closely measure the uptake of the resources and opportunities to adjust based on the evaluation objectives.",{"type":15,"attrs":3045,"content":3046},{"textAlign":53},[3047],{"text":3048,"type":349},"Collaboration with community members and language interpreters in a unified meeting setting proved transformative, fostering rich discussions and highlighting infrastructure limitations that hinder collaboration. An online translation tool was secured to ensure equitable participation across multiple languages. The translation tool will continue to support future projects.",{"type":392,"attrs":3050,"content":3051},{"level":1722,"textAlign":53},[3052],{"text":1678,"type":349},{"type":15,"attrs":3054,"content":3055},{"textAlign":53},[3056],{"text":1804,"type":349,"marks":3057},[3058],{"type":1778},{"type":439,"content":3060},[3061,3068,3074,3081,3088],{"type":442,"content":3062},[3063],{"type":15,"attrs":3064,"content":3065},{"textAlign":53},[3066],{"text":3067,"type":349},"Navigating change management and securing clinical program buy-in posed challenges, necessitating additional support for quality improvement efforts.",{"type":442,"content":3069},[3070],{"type":15,"attrs":3071,"content":3072},{"textAlign":53},[3073],{"text":1822,"type":349},{"type":442,"content":3075},[3076],{"type":15,"attrs":3077,"content":3078},{"textAlign":53},[3079],{"text":3080,"type":349},"Early and ongoing engagement was crucial for the project’s success, allowing ample time for meaningful connections with patient partners.",{"type":442,"content":3082},[3083],{"type":15,"attrs":3084,"content":3085},{"textAlign":53},[3086],{"text":3087,"type":349},"Tailored communication and management approaches maintained high levels of engagement with patient partners.",{"type":442,"content":3089},[3090],{"type":15,"attrs":3091,"content":3092},{"textAlign":53},[3093],{"text":3094,"type":349},"Further engagement with Indigenous communities needed to better understand their experiences with virtual care and language accessibility, which will inform further resource development and evaluation.",{"type":15,"attrs":3096,"content":3097},{"textAlign":53},[3098],{"text":1841,"type":349,"marks":3099},[3100],{"type":1778},{"type":439,"content":3102},[3103,3110,3117],{"type":442,"content":3104},[3105],{"type":15,"attrs":3106,"content":3107},{"textAlign":53},[3108],{"text":3109,"type":349},"Access to language interpreters through the Provincial Language Services team was essential.",{"type":442,"content":3111},[3112],{"type":15,"attrs":3113,"content":3114},{"textAlign":53},[3115],{"text":3116,"type":349},"Executive sponsorship and the participation of individuals with lived experience fostered engagement and dialogue.",{"type":442,"content":3118},[3119],{"type":15,"attrs":3120,"content":3121},{"textAlign":53},[3122],{"text":3123,"type":349},"Seed funding for interpretation and translation was critical to the project’s initiation.",{"type":15,"attrs":3125,"content":3126},{"textAlign":53},[3127],{"text":1857,"type":349,"marks":3128},[3129],{"type":1778},{"type":439,"content":3131},[3132,3139],{"type":442,"content":3133},[3134],{"type":15,"attrs":3135,"content":3136},{"textAlign":53},[3137],{"text":3138,"type":349},"Low response rates from healthcare team members.",{"type":442,"content":3140},[3141],{"type":15,"attrs":3142,"content":3143},{"textAlign":53},[3144],{"text":3145,"type":349},"Variances in digital literacy affected the use of Zoom’s interpretation functionality.",{"type":15,"attrs":3147,"content":3148},{"textAlign":53},[3149],{"text":3150,"type":349},"This initiative by the PHSA represents a significant step forward in ensuring equitable and culturally sensitive virtual care for linguistically diverse communities, setting a precedent for future healthcare projects.",{"_uid":3152,"title":3153,"ctaLeft":3154,"ctaRight":3155,"component":1519,"columnLeft":3156,"columnRight":3193},"8c9853de-1ccf-4707-bfda-45e5e665c251","Enabling Chronic Disease Management Services in the Lil’wat Nation Through Virtual Health",[],[],{"type":12,"content":3157},[3158,3163,3168,3172,3177,3184],{"type":392,"attrs":3159,"content":3160},{"level":499,"textAlign":53},[3161],{"text":3162,"type":349},"Vancouver Coastal Health",{"type":15,"attrs":3164,"content":3165},{"textAlign":53},[3166],{"text":3167,"type":349},"The primary objective of this promising practice was to improve access to culturally safe chronic disease management and care in communities like Lil’wat Nation.",{"type":392,"attrs":3169,"content":3170},{"level":1722,"textAlign":53},[3171],{"text":1725,"type":349},{"type":15,"attrs":3173,"content":3174},{"textAlign":53},[3175],{"text":3176,"type":349},"Abigail Gillego, Project Manager",{"type":15,"attrs":3178,"content":3179},{"textAlign":53},[3180,3182,3183],{"text":3181,"type":349},"Virtual Health Team",{"type":1737},{"text":3162,"type":349},{"type":15,"attrs":3185,"content":3186},{"textAlign":53},[3187],{"text":3188,"type":349,"marks":3189},"abigail.gillego1@vch.ca",[3190],{"type":354,"attrs":3191},{"href":3188,"uuid":53,"anchor":53,"custom":3192,"target":420,"linktype":1750},{},{"type":12,"content":3194},[3195,3200,3204,3209,3213,3219,3224,3229,3235,3240,3245,3249,3255,3292,3298,3321,3327,3343],{"type":15,"attrs":3196,"content":3197},{"textAlign":53},[3198],{"text":3199,"type":349},"The virtual health team at Vancouver Coastal Health (VCH), in collaboration with the VCH Sea to Sky chronic disease management team and the Lil’wat Health and Healing Centre, adapted an existing framework to support chronic disease management services within the Lil’wat Nation community. This initiative aimed to improve access to culturally safe and uniquely tailored education for Lil’wat Nation community members living with diabetes, addressing a previously unmet need.",{"type":392,"attrs":3201,"content":3202},{"level":1722,"textAlign":53},[3203],{"text":1661,"type":349},{"type":15,"attrs":3205,"content":3206},{"textAlign":53},[3207],{"text":3208,"type":349},"The primary objective of this promising practice was to improve access to culturally safe chronic disease management and care in communities like Lil’wat Nation. The virtual health team prioritized building strong relationships with Lil’wat Nation community partners by conducting engagement sessions, completing cultural safety training, assessing the appropriateness of transitioning to virtual access and developing a culturally sensitive curriculum.",{"type":392,"attrs":3210,"content":3211},{"level":1722,"textAlign":53},[3212],{"text":1670,"type":349},{"type":15,"attrs":3214,"content":3215},{"textAlign":53},[3216],{"text":1775,"type":349,"marks":3217},[3218],{"type":1778},{"type":15,"attrs":3220,"content":3221},{"textAlign":53},[3222],{"text":3223,"type":349},"The project involved the VCH Sea to Sky chronic disease management team, community leaders and the virtual health team collaborating with the Lil’wat Health and Healing Centre leadership and clinician team to provide the resources necessary for delivery of care through virtual means as part of their diabetes education series.",{"type":15,"attrs":3225,"content":3226},{"textAlign":53},[3227],{"text":3228,"type":349},"Educational seminars, co-led by a Lil’wat Health and Healing Centre clinician and the VCH Sea to Sky chronic disease management team, were tailored to support community members living with chronic diseases, such as diabetes and pre-diabetes. The Lil’wat Health and Healing team guided the development of the curriculum, ensuring that the community’s (community members and health service providers) needs and perspectives were central to the project. Providers and clinicians committed to identifying champions to collaborate in the design and decision-making process. This approach was in line with Vancouver Coastal Health’s commitment to inclusive and community-driven healthcare.",{"type":15,"attrs":3230,"content":3231},{"textAlign":53},[3232],{"text":1788,"type":349,"marks":3233},[3234],{"type":1778},{"type":15,"attrs":3236,"content":3237},{"textAlign":53},[3238],{"text":3239,"type":349},"Prior to the development of the diabetes educational program, Lil’wat Nation community members were primarily accessing diabetes support through the phone or on a 1to1 basis with the VCH team. The launch of the educational program has improved access to a hybrid virtual model in which patients access diabetes support both virtually and in-person. This model incorporates culturally-safe and uniquely tailored diabetes support for the Lil’wat Nation community. In addition, the series provides the opportunity for social connection and support within a group setting.",{"type":15,"attrs":3241,"content":3242},{"textAlign":53},[3243],{"text":3244,"type":349},"The current diabetes education program is held annually, with a goal to increase to twice a year. The program aims to engage up to 20 new participants in the diabetes education series. Additionally, after completing the series, the program will continue to offer individualized sessions for participants. This project continues to explore future opportunities to expand as relationship-building efforts are sustained and our understanding of community needs deepens. Through the education series we've identified a need to enhance access to lab services, particularly for HbA1c testing. Lil'wat Health and Healing has since launched their HbA1c testing program with several patients on the first run, testing will serve as a valuable complement to the educational sessions.",{"type":392,"attrs":3246,"content":3247},{"level":1722,"textAlign":53},[3248],{"text":1678,"type":349},{"type":15,"attrs":3250,"content":3251},{"textAlign":53},[3252],{"text":1804,"type":349,"marks":3253},[3254],{"type":1778},{"type":439,"content":3256},[3257,3264,3271,3278,3285],{"type":442,"content":3258},[3259],{"type":15,"attrs":3260,"content":3261},{"textAlign":53},[3262],{"text":3263,"type":349},"Stakeholder engagement was crucial in designing a program that meets the needs of the Lil’wat Nation community.",{"type":442,"content":3265},[3266],{"type":15,"attrs":3267,"content":3268},{"textAlign":53},[3269],{"text":3270,"type":349},"Continuous collaboration between the virtual health team, the VCH Sea to Sky chronic disease management team, and the Lil’wat Health and Healing team led to the integration of sustainable new technologies, stronger relationships between decision-makers across organizations, and a better understanding of their needs and limitations.",{"type":442,"content":3272},[3273],{"type":15,"attrs":3274,"content":3275},{"textAlign":53},[3276],{"text":3277,"type":349},"Prioritizing collaboration and relationship building supported a natural evolution of the project and program delivery rather than focus on a timeline-based management approach.",{"type":442,"content":3279},[3280],{"type":15,"attrs":3281,"content":3282},{"textAlign":53},[3283],{"text":3284,"type":349},"Support for digital devices and resolving software and hardware issues were essential, especially given the limited staff in rural areas.",{"type":442,"content":3286},[3287],{"type":15,"attrs":3288,"content":3289},{"textAlign":53},[3290],{"text":3291,"type":349},"Pre-existing relationships with key leadership members facilitated engagement.",{"type":15,"attrs":3293,"content":3294},{"textAlign":53},[3295],{"text":1841,"type":349,"marks":3296},[3297],{"type":1778},{"type":439,"content":3299},[3300,3307,3314],{"type":442,"content":3301},[3302],{"type":15,"attrs":3303,"content":3304},{"textAlign":53},[3305],{"text":3306,"type":349},"Strong partnership between the VCH Sea to Sky chronic disease management team and the Lil’wat Health and Healing Centre. ",{"type":442,"content":3308},[3309],{"type":15,"attrs":3310,"content":3311},{"textAlign":53},[3312],{"text":3313,"type":349},"Access to Zoom virtual meeting platform and an OWL conferencing device for meetings.",{"type":442,"content":3315},[3316],{"type":15,"attrs":3317,"content":3318},{"textAlign":53},[3319],{"text":3320,"type":349},"Collaboration between operational teams, including IT staff and management.",{"type":15,"attrs":3322,"content":3323},{"textAlign":53},[3324],{"text":1857,"type":349,"marks":3325},[3326],{"type":1778},{"type":439,"content":3328},[3329,3336],{"type":442,"content":3330},[3331],{"type":15,"attrs":3332,"content":3333},{"textAlign":53},[3334],{"text":3335,"type":349},"Ongoing IT support was needed to address issues with technology during sessions.",{"type":442,"content":3337},[3338],{"type":15,"attrs":3339,"content":3340},{"textAlign":53},[3341],{"text":3342,"type":349},"Limited response and feedback to surveys hindered the understanding of attrition and other issues.",{"type":15,"attrs":3344,"content":3345},{"textAlign":53},[3346],{"text":3347,"type":349},"The virtual health team at Vancouver Coastal Health, in partnership with the VCH Sea to Sky chronic disease management team and the Lil’wat Health and Healing Centre, developed a culturally safe and uniquely tailored framework to support delivery of chronic disease management services to Lil’wat Nation community members. This initiative, which includes virtual diabetes education sessions, enhances access to chronic disease care and overall population health.",{"_uid":3349,"title":3350,"ctaLeft":3351,"ctaRight":3352,"component":1519,"columnLeft":3353,"columnRight":3391},"4bf63b43-a677-4ce7-b9f6-8934999c13f2","Self-management of Chronic Obstructive Pulmonary Disease",[],[],{"type":12,"content":3354},[3355,3360,3365,3369,3374,3382],{"type":392,"attrs":3356,"content":3357},{"level":499,"textAlign":53},[3358],{"text":3359,"type":349},"Centre intégré de santé et de services sociaux (CISSS) des Laurentides",{"type":15,"attrs":3361,"content":3362},{"textAlign":53},[3363],{"text":3364,"type":349},"This project helps users and caregivers better monitor illness by providing them with support and education.",{"type":392,"attrs":3366,"content":3367},{"level":1722,"textAlign":53},[3368],{"text":1725,"type":349},{"type":15,"attrs":3370,"content":3371},{"textAlign":53},[3372],{"text":3373,"type":349},"Geneviève Labrèche",{"type":15,"attrs":3375,"content":3376},{"textAlign":53},[3377,3379,3380],{"text":3378,"type":349},"Regional electro-respiratory care coordinator of nuclear medicine and the vascular laboratory",{"type":1737},{"text":3381,"type":349},"CISSS des Laurentides",{"type":15,"attrs":3383,"content":3384},{"textAlign":53},[3385],{"text":3386,"type":349,"marks":3387},"genevieve.labreche.cissslau@ssss.gouv.qc.ca",[3388],{"type":354,"attrs":3389},{"href":3386,"uuid":53,"anchor":53,"custom":3390,"target":420,"linktype":1750},{},{"type":12,"content":3392},[3393,3398,3403,3407,3412,3417,3421,3427,3432,3438,3443,3448,3453,3457,3464,3487,3493,3537,3543,3573,3578],{"type":15,"attrs":3394,"content":3395},{"textAlign":53},[3396],{"text":3397,"type":349},"CISSS des Laurentides has implemented a virtual care initiative to enhance the self-management of chronic obstructive pulmonary disease (COPD) among patients in the Laurentides. Sub-optimal management and unfamiliarity with the signs and symptoms of COPD can cause more frequent episodes of secondary bronchial infections. Repeated secondary infections can seriously harm a patient’s health and increase their number of visits to the emergency department.",{"type":15,"attrs":3399,"content":3400},{"textAlign":53},[3401],{"text":3402,"type":349},"This project helps users and caregivers better monitor the illness by providing them with support and education. This helps nurses and doctors provide speedier care when users need it. It has been proven that access to virtual care makes for speedier treatment, increased access to care, reduced isolation and fewer visits to the emergency department. It also improves self-management of COPD and ensures residents of the Laurentides can have high-quality, local care.",{"type":392,"attrs":3404,"content":3405},{"level":1722,"textAlign":53},[3406],{"text":1661,"type":349},{"type":15,"attrs":3408,"content":3409},{"textAlign":53},[3410],{"text":3411,"type":349},"Access to the virtual care service platform aims to empower COPD patients and caregivers through personalized learning. This makes it possible for the patient or caregiver to detect the signs and symptoms of an exacerbation early on. This allows for a quicker intervention, improving the patient’s quality of life and cutting down on visits to the emergency department.",{"type":15,"attrs":3413,"content":3414},{"textAlign":53},[3415],{"text":3416,"type":349},"Nearly 800 patients receive regular treatment at the Saint-Jerome Hospital COPD Clinic and Saint-Eustache Hospital Respiratory Clinic. Many lack the knowledge and resources to manage their illness effectively, resulting in frequent emergency department visits and occasional hospitalizations. Through this project, an additional four patients were introduced to virtual care each week, with the goal of having 40 percent of clinic patients registered and active on the platform.",{"type":392,"attrs":3418,"content":3419},{"level":1722,"textAlign":53},[3420],{"text":1670,"type":349},{"type":15,"attrs":3422,"content":3423},{"textAlign":53},[3424],{"text":1775,"type":349,"marks":3425},[3426],{"type":1778},{"type":15,"attrs":3428,"content":3429},{"textAlign":53},[3430],{"text":3431,"type":349},"Resource patient partners also played an important role with platform implementation and ongoing improvement, particularly in designing questionnaires to detect exacerbating signs and symptoms of COPD. Patients and caregivers continue to be engaged for feedback to make the platform easier to use and understand. The project team also collaborated with respiratory therapists, nurses and clinicians at CISSS des Laurentides, collectively developing indicators to monitor project progress after implementation.",{"type":15,"attrs":3433,"content":3434},{"textAlign":53},[3435],{"text":1788,"type":349,"marks":3436},[3437],{"type":1778},{"type":15,"attrs":3439,"content":3440},{"textAlign":53},[3441],{"text":3442,"type":349},"Since the project’s implementation, CISSS Laurentides has observed a reduction in emergency department visits and hospitalizations related to COPD exacerbations. The virtual, at-home care platform has enabled quicker personalized interventions and therefore better control over the disease.",{"type":15,"attrs":3444,"content":3445},{"textAlign":53},[3446],{"text":3447,"type":349},"Personnel who participate in the project are able to monitor a large number of patients efficiently and intervene when necessary, leading to fewer calls to outpatient respirology clinics and fewer procedures required by pulmonologists. Overall, patients feel like they are better able to manage their illness and have more continual support.",{"type":15,"attrs":3449,"content":3450},{"textAlign":53},[3451],{"text":3452,"type":349},"Following the project’s success, Hôpital de Saint-Jérôme’s neurology department took steps to roll out a similar monitoring platform for patients with Parkinson’s disease.",{"type":392,"attrs":3454,"content":3455},{"level":1722,"textAlign":53},[3456],{"text":1678,"type":349},{"type":15,"attrs":3458,"content":3459},{"textAlign":53},[3460],{"text":3461,"type":349,"marks":3462},"Key takeaways",[3463],{"type":1778},{"type":439,"content":3465},[3466,3473,3480],{"type":442,"content":3467},[3468],{"type":15,"attrs":3469,"content":3470},{"textAlign":53},[3471],{"text":3472,"type":349},"Employees who participated in the project discovered that patients using the virtual platform have specific needs that are different than those cared for in outpatient clinics.",{"type":442,"content":3474},[3475],{"type":15,"attrs":3476,"content":3477},{"textAlign":53},[3478],{"text":3479,"type":349},"The project team’s professionals collaborated with patients on the design, development and continuous improvement of the platform.",{"type":442,"content":3481},[3482],{"type":15,"attrs":3483,"content":3484},{"textAlign":53},[3485],{"text":3486,"type":349},"This same team of professionals had access to IT resources and phone support to help users if needs cropped up later on.",{"type":15,"attrs":3488,"content":3489},{"textAlign":53},[3490],{"text":1841,"type":349,"marks":3491},[3492],{"type":1778},{"type":439,"content":3494},[3495,3502,3509,3516,3523,3530],{"type":442,"content":3496},[3497],{"type":15,"attrs":3498,"content":3499},{"textAlign":53},[3500],{"text":3501,"type":349},"Creating a step-by-step user guide for the virtual platform.  ",{"type":442,"content":3503},[3504],{"type":15,"attrs":3505,"content":3506},{"textAlign":53},[3507],{"text":3508,"type":349},"Ensuring the virtual care platform was beneficial for patients was key to successful implementation. ",{"type":442,"content":3510},[3511],{"type":15,"attrs":3512,"content":3513},{"textAlign":53},[3514],{"text":3515,"type":349},"Providing accessible IT support for patients and caregivers.",{"type":442,"content":3517},[3518],{"type":15,"attrs":3519,"content":3520},{"textAlign":53},[3521],{"text":3522,"type":349}," Automatically relaunching the platform after periods of inactivity to detect usage problems that the patient might be experiencing. ",{"type":442,"content":3524},[3525],{"type":15,"attrs":3526,"content":3527},{"textAlign":53},[3528],{"text":3529,"type":349},"Providing a health library directly in the platform that could be used as a tool for personalized patient learning.",{"type":442,"content":3531},[3532],{"type":15,"attrs":3533,"content":3534},{"textAlign":53},[3535],{"text":3536,"type":349},"Leveraging reference resources from other organizations to facilitate rollout of patient support.",{"type":15,"attrs":3538,"content":3539},{"textAlign":53},[3540],{"text":1857,"type":349,"marks":3541},[3542],{"type":1778},{"type":439,"content":3544},[3545,3552,3559,3566],{"type":442,"content":3546},[3547],{"type":15,"attrs":3548,"content":3549},{"textAlign":53},[3550],{"text":3551,"type":349},"Some patients found it challenging to understand and use digital information.",{"type":442,"content":3553},[3554],{"type":15,"attrs":3555,"content":3556},{"textAlign":53},[3557],{"text":3558,"type":349},"Issues with internet connectivity.",{"type":442,"content":3560},[3561],{"type":15,"attrs":3562,"content":3563},{"textAlign":53},[3564],{"text":3565,"type":349},"Patients uninterested in regular monitoring, despite efforts to engage them.",{"type":442,"content":3567},[3568],{"type":15,"attrs":3569,"content":3570},{"textAlign":53},[3571],{"text":3572,"type":349},"Some patients found completing daily questionnaires burdensome.",{"type":15,"attrs":3574,"content":3575},{"textAlign":53},[3576],{"text":3577,"type":349},"The virtual care initiative at CISSS Laurentides demonstrates a promising practice in enhancing COPD management. By leveraging technology to improve patient self-management, the project has shown significant benefits:",{"type":439,"content":3579},[3580,3587,3594,3601,3608],{"type":442,"content":3581},[3582],{"type":15,"attrs":3583,"content":3584},{"textAlign":53},[3585],{"text":3586,"type":349},"Fewer emergency department visits",{"type":442,"content":3588},[3589],{"type":15,"attrs":3590,"content":3591},{"textAlign":53},[3592],{"text":3593,"type":349},"Personalized learning tailored to clients",{"type":442,"content":3595},[3596],{"type":15,"attrs":3597,"content":3598},{"textAlign":53},[3599],{"text":3600,"type":349},"Improved support and safety for patients and caregivers",{"type":442,"content":3602},[3603],{"type":15,"attrs":3604,"content":3605},{"textAlign":53},[3606],{"text":3607,"type":349},"Better disease self-management",{"type":442,"content":3609},[3610],{"type":15,"attrs":3611,"content":3612},{"textAlign":53},[3613],{"text":3614,"type":349},"Improved quality of life for patients by reducing isolation, as well as inspiring further innovations in virtual care for chronic conditions","Summaries of the Promising Practices",{"type":12,"content":3617},[3618,3623],{"type":15,"attrs":3619,"content":3620},{"textAlign":53},[3621],{"text":3622,"type":349},"This summary profiles promising practices developed by nine participating teams that aim to improve healthcare access and outcomes, reduce avoidable emergency department (ED) visits, foster patient-provider partnerships and ensure virtual care access for diverse populations. 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The ",{"text":4011,"type":349,"marks":4012},"Federal Action Plan on Palliative Care",[4013],{"type":354,"attrs":4014},{"href":4015,"uuid":53,"anchor":53,"custom":4016,"target":409,"linktype":357},"https://www.canada.ca/en/health-canada/services/health-care-system/reports-publications/palliative-care/action-plan-palliative-care.html",{},{"text":4018,"type":349}," highlights the importance of taking action to improve access to palliative care for underserved populations, including improving access to culturally safe and appropriate care. Equity-oriented care recognizes system barriers and seeks to address them to ensure access to high-quality care.","accordion-resources-item","accordion-resources",{"type":12,"content":4022},[4023,4028,4033],{"type":15,"attrs":4024,"content":4025},{"textAlign":53},[4026],{"text":4027,"type":349},"In response, communities across Canada have designed innovative models of equity-oriented palliative care to improve access to safe and high-quality palliative care for those experiencing structural vulnerabilities. These models ensure care is delivered in a timely way, help reduce emergency department visits and hospital admissions and allow people to receive care with dignity in their environment of their choice.",{"type":15,"attrs":4029,"content":4030},{"textAlign":53},[4031],{"text":4032,"type":349},"The promising practice summaries were created to profile leading innovative equity-oriented palliative care models from across the country. These summaries offer details about:",{"type":439,"content":4034},[4035,4042,4049,4056],{"type":442,"content":4036},[4037],{"type":15,"attrs":4038,"content":4039},{"textAlign":53},[4040],{"text":4041,"type":349},"how the promising practice works",{"type":442,"content":4043},[4044],{"type":15,"attrs":4045,"content":4046},{"textAlign":53},[4047],{"text":4048,"type":349},"partnerships and collaborations",{"type":442,"content":4050},[4051],{"type":15,"attrs":4052,"content":4053},{"textAlign":53},[4054],{"text":4055,"type":349},"evaluation and impacts",{"type":442,"content":4057},[4058],{"type":15,"attrs":4059,"content":4060},{"textAlign":53},[4061],{"text":4062,"type":349},"lessons learned, including enablers and challenges",[150,143,115,129],[192,200],"promising-practices-IEAPC","resources/promising-practices-IEAPC",-19480,[],"dca60fcf-ad7e-4c7c-a45f-1a5d8a972827","2026-03-13T14:56:08.246Z",[],[4073],{"path":4074,"name":4075,"lang":303,"published":290},"ressources/pratiques-prometteuses-AEASP","Pratiques prometteuses pour améliorer l’équité dans l’accès aux soins palliatifs",15,1776087585697]