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The View From Five: Moving Care Forward
What does it take to shape a future where everyone in Canada has safe and high-quality care? There’s no single answer – but there is a way. For five years, Healthcare Excellence Canada (HEC) and our partners have been finding it, together. As we celebrate a half-decade of progress and growing momentum towards safer, higher-quality care, we invite you to join us in moving Care Forward.
- Date
- April 3, 2026
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For patients, caregivers, and people in the health workforce, the challenges of safe, high-quality healthcare are real.
Over the past five years, thousands of healthcare leaders have come together to prove that progress is possible – and that impact multiplies when we act together.
A shared focus on impact
In 2021, two organizations became one when the Canadian Patient Safety Institute and Canadian Foundation for Healthcare Improvement came together as Healthcare Excellence Canada (HEC).
The goal was clear: make safe, high-quality care a reality for more people, in more places, by ensuring the right care is delivered in the right place, while improving healthcare in ways that are sustainable, scalable and grounded in the needs of communities.
The early years, which coincided with the COVID-19 pandemic, were shaped by the urgency of the time. A truth emerged then that has only grown stronger since: care moves forward when it's built on trust, and it travels further when it's built together.
Half a decade later, coming together has grown into a pan-Canadian movement shaping how care is delivered, experienced, and improved.
The places where change takes hold
The most meaningful transformations are defined not by where change begins, but by where it takes hold and spreads. For HEC, that place has always been communities.
The past five years contain thousands of examples of healthcare teams developing and implementing improvements that advance healthcare safety and quality. This work has been shaped through more than 80,000 engagements with healthcare changemakers including leaders, policymakers, providers, patients and caregivers and First Nations, Inuit and Métis partners.
Their contributions span some of the most pressing care needs – from expanding access to care and helping more people age where they call home with safe transitions, to advancing safe, person-centred long-term care and supporting the workforce.
No two approaches look quite the same. While grounded in evidence, each one has been adapted to reflect the local needs, priorities and realities of the community. And each is now part of a growing library of practices that others can learn from and build on.
Here are just three examples of what that ripple effect looks like – and what becomes possible when communities share what works.
Bringing end-of-life care home
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Too often, people in the final stages of life were being transported to emergency departments simply because no other option was available – not because that's where they wanted or needed to be.
Paramedics and Palliative Care set out to change that by training and equipping paramedics to deliver palliative care closer to home, improving the end-of-life care experience for people in participating communities:
More than half of calls enabled people to remain at home rather than being transported to an emergency department — saving an average of 31 minutes per call.
Nearly 7,000 calls were received from people wishing to access palliative care in their homes.
Over 92 percent of surveyed patients and families reported being satisfied with the care they received.
More than 7,500 paramedics gained new skills and confidence.
The learnings from this program have been compiled into a change package – a practical guide drawing on the experiences of 10 teams across nine provinces and territories – so that any paramedic service in the country can implement this approach in their own community.
Seeing the person, not the prescription
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Antipsychotics carry serious risks for people living with dementia, including confusion, stroke, and death. Progress in reducing their inappropriate use had been made before the pandemic reversed that trend – and rates have been climbing back ever since.
Sparking Change in Appropriate Use of Antipsychotics was one of the programs built to renew that momentum, in addition to OPUS-AP PEPS, Reimagining LTC and LTC+: Acting on Pandemic Learning Together. Through Sparking Change in Appropriate Use of Antipsychotics, 341 long-term care teams across 11 provinces and territories were provided with the tools, coaching and peer connections to replace medication with person-centred approaches tailored to each resident's individual needs. The impact has been measurable both in data and in lives changed:
At one British Columbia long-term care home, inappropriate antipsychotic use dropped by a third.
In Newfoundland, two residents regained the ability to speak, eat and engage in daily life after their antipsychotic medications were discontinued.
The participating teams continue to be part of a growing pan-Canadian community – and their collective learnings are captured in the AUA Toolbox, a free resource designed to help any long-term care home, team or care partner take the next step.
Care that reaches into communities
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For too many people living in northern, rural and remote communities, access to primary care is not a given. Family doctor shortages, geographic barriers and under-resourced health systems mean that people often lack adequate access – or turn to emergency departments when they have no other option.
Strengthening Primary Care brought together 20 teams to change that, each developing solutions shaped by the unique needs of the communities they serve:
In Ontario, a nurse practitioner-led clinic set up inside a local library expanded access for a community where more than 4,000 residents are without a family doctor.
In Northern Quebec, a virtual nurse on-call service triaged over 6,200 after-hours calls in Cree communities, resolving more than half without an in-person visit.
Sustained momentum to build on
Five years of community-led action, shared learning and collective leadership have built something remarkable: a shared history of improvement that has had the potential to reach over four million people across the country. This has been achieved not through a single solution, but through the power of communities learning from one another, each one building on what came before.
Along the way, teams have built new capabilities and shaped cultures of safety, equity and continuous improvement that influence how care is delivered every single day.
Five years of effort. Five years of progress. And growing momentum for what comes next.
The question isn't whether change is possible. The question is: how far can it go?
Care Forward: Your invitation to what's next
Continued momentum is at the heart of our strategy for 2026-31. Shaped by the learnings of our first five years, we’ve refined our focus areas and strengthened our paths to impact – because moving further, faster means focusing on where the need and opportunity are greatest.
In this next phase, Care Forward becomes an invitation. It stands for the momentum we will harness to engage more partners, reach more people and support more of the impact that community-led quality improvement makes possible.
No matter your role, your setting or your corner of the healthcare system, if you believe in safe, high-quality care that works for everyone, there is a place for you in what comes next.
Ready to be part of it?
The next five years belong to all of us. Join us in moving Care Forward.
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