The project will initially focus on developing a violence prevention and response model to be piloted in a long-term care (LTC) dementia unit with a goal of implementing the project developments to all Health PEI LTC sites. The model will be based on models seen in other jurisdictions and will outline processes, employee education/training, and using client-centered activities in care plans to reduce workplace violence. Engaging employees is vital to the project’s success. A survey and a focus group will be completed at the pilot site to identify workplace violence concerns and to determine which component(s) of the prevention and response model require developments.
The improvement project will help develop consistent processes to ensure timely incident investigation, debriefing and communication of corrective actions.
Health PEI will involve union representatives in the project design, implementation, and evaluation. The improvement project is expected to equip employees and managers with appropriate processes and education/training, which will decrease violence incidents in LTC. The project will contribute to improving staff safety and experience, as well as increase resident safety and quality of care.
Healthcare facilities within the Winnipeg Regional Health Authority, including St Boniface Hospital (SBH), have been challenged with increasing emergency room visits and hospital admissions related to substance use. Manitoba does not have a safe consumption site nor provides harm reduction supplies in acute care settings or for outpatients.
SBH formally adopted a harm reduction philosophy policy in August of 2019.
The policy is the first step in formally developing harm reduction programs at SBH. This project aims to develop and implement harm reduction programming at SBH. The project has three stages so we can learn and develop as we move through providing harm reduction supplies from one unit to the entire hospital to SBH outpatients:
SBH would become the first hospital in Winnipeg to participate in inpatient harm reduction as well as outpatient harm reduction. We have partnered with Public Health Manitoba to provide free harm reduction supplies.
We are dedicated to moving forward and bringing harm reduction programs to SBH; however, the complexity of the project demonstrates the value of developing and fostering leadership skills.
This project aims to improve primary care through the implementation of a nurse practitioner led (NP-led), integrated primary care model for correctional institutions in the province of Ontario, where the NP is the most responsible provider.
In Ontario’s provincial correctional system there are currently six staff NPs providing primary care collaboratively with physicians. This integration has reduced wait times for admission assessments in alignment with Ministry of the Solicitor General policy requirements. The NPs have pro-actively educated nurses on clinical subjects such as the management of withdrawal, hypertension and diabetes to improve patient outcomes. This has also received positive feedback from patients who are cared for by NPs.
Beginning with three early adopter sites, SolGen will recruit 14 additional full-time nurse practitioners to serve as the most responsible provider providing NP-led primary care with the intention of expansion of the model to 24 correctional institutions across the province. This model will dramatically increase access to, and consistency of, primary care provided in provincial correctional institutions. This initiative aligns with other MOH supported NP-led models of care such as the Attending NP in Long-Term Care Homes initiative and Nurse-Practitioner Led Clinics.
NP-led primary care will facilitate a holistic and comprehensive approach to corrections health care. This will be accomplished by merging an innovative medical and nursing lens and enabling leadership.
This project will develop an indicators framework to support the implementation of the anticipated changes to the system arising from the Putting People First review. The department has primary responsibility for leading system transformation through partnership with stakeholders. A key component is the development of a framework for health status reporting, including publicly reporting key indicators from a broad range of health and social domains. As referenced in the Truth and Reconciliation Commission's Calls to Action, we will work with Indigenous governments and citizens in Yukon, using OCAP principles, to develop indicators that measure outcomes for Yukon's Indigenous population, with the goal of eliminating health inequities across the system.
While interventions focused on individuals and integrating care services for key population groups are important, these must be part of a broader focus on promoting health and reducing health inequalities across whole populations. Collaboration across a range of sectors and the wider community is required both within a population health system and an integrated care model (Alderwick, Ham and Buck 2015).
The department views an indicator framework as foundational to the Government of Yukon's 2020 strategic planning process. It will also facilitate Health and Social Services’ long-term objectives of becoming an evidence-driven organization. The department is committed to moving forward with full implementation of this initiative.
The project’s goal is to improve the daily lives of visually impaired individuals by helping them join the job market through a position at the CISSS, the corollary being increased staff recruitment and retention. Our approach will focus on using the untapped potential of this group of individuals to offset local labour shortages. Our strategy is based on creating a talent development continuum, i.e. implementing a chain consisting of “schooling – internship at CISSSMC – employment at CISSSMC".
Among other things, creating this continuum requires developing partnerships with the education sector. These partner institutions will introduce mechanisms to adapt their teaching methods and tools in order to meet the specific needs of visually impaired students throughout their learning experience. The purpose of this approach is to ensure materials, tools and equipment used for education and training are both accessible and compatible.
This project aims to make it possible for vulnerable populations to access quality, coordinated and continuous care that is in sync with other departments within the organization and the community. These personalized follow-ups will allow patients and families to actively participate in their care while being mindful of their personal experience, their level of literacy and their ability to self-manage. Case managers will also address determinants of health and other factors relating to vulnerability, whilst providing appropriate care and services. The support and assistance provided will enhance skill development in both patients and the various clinical teams that work with them. Personalized follow-up care will enable us to provide primary care that is adapted to the needs of each patient. The support will also extend to community care as we determine what local care and services patients require.
This project will allow the team to provide the appropriate care that are based on the needs of each patient, their experience, their knowledge and their involvement throughout their care journey. In addition, the strategic monitoring of this project will ensure innovative clinical practices are implemented while promoting the best use of human, clinical and organizational resources.
This project aims to improve access to local care and services, while taking into account the new challenges, constraints and levers in the wake of the pandemic. The newly established local teams are mandated to work with front-line medical teams, in collaboration with the Regional Director of General Medicine (DRMG), to facilitate the adoption and implementation of various measures to improve access to medical services. They must analyze bottlenecks in the care trajectory and propose solutions to improve access.
The objective of the project is to develop and implement solutions that are relevant, effective and adapted to clinical settings, following an in-depth analysis of the root causes of the problems.
The sub-objectives of the project are as follows:
In the Montreal and Montérégie areas, the Ministry created “Access Offices”. These 2 offices are tasked with engaging regional stakeholders, as well as coordinating and supporting projects whose aim is to improve access to local healthcare services via Access Teams from their respective regions. Access Teams are defined in collaboration with patient partners, physicians and local medical clinics in order to maximize their positive impact on overall access to local healthcare services.
Local teams will be tasked with becoming experts in access to local care and services. They will support physicians and professionals who will be implementing new models to support access to primary care. They will be custodians of evidence, knowledgeable about innovative initiatives, equipped to support project and change management, and they will be conduits for communication between patients, professionals, the field and decision makers to improve and develop primary care and services.
The proposed Improvement Project would involve designing, experimenting and evaluating an interdisciplinary training program (physicians-nurses) by facilitating the acquisition of skills required to supervise of SNP students. The goal of this action plan is to address issues identified by stakeholders that currently undermine the integrity of our organization’s SNP clinical training program and the interest of physicians in becoming supervisors. Ultimately, the project aims to increase the number of physicians and SNP supervisors to bolster internship opportunities.
Developed as part of a healthcare organization-university partnership, the project will include citizen partners. As potential patients of SNPs, these citizens will be actively involved in the project, in particular through their contribution to SNP student training as co-educators or even facilitators in the case of simulations.
The action plan will be monitored with specific indicators and include documenting the SNP internship pathway in order to lay the foundations for what will become an SNP student induction program, including support for supervisors. Informed by our data collection findings, the action plan will focus on learning activities that target barriers and enablers to the interprofessional supervision of SNP trainees.
Our preferred methodological approach is to partner in collaborative research, which recognizes the specific skillset each stakeholder group contributes to the search for solutions and changes. Following the data collection phase, we intend on identifying interprofessional learning activities to help develop a model for the SNP internship pathway.
Ultimately, the foundations of the induction program identified by the EXTRA project will pool together the viewpoints of scientists, citizen partners, supervisors (physician-SNP students), SNPs, advanced practice advisers and managers. The project will produce a series of structuring activities that will lay the groundwork for an SNP student induction program. The project will take place in the CIUSSS’s U-FMG (University Family Medicine Group) as well as in a partner community FMG (Family Medicine Group) where CIUSSS SNPs practice and student SNPs also do placements. The combination of these two very different settings will provide an interesting sampling of cases that should help design and test a program that meets the needs of various settings and internship environments. This will also facilitate the project’s transferability, where applicable, to a wider range of clinical internship settings.