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The total number of participating teams in the program was 233.",[2608],{"type":2609},"italic",{"type":1340,"attrs":2611,"content":2612},{"level":1342,"textAlign":53},[2613],{"text":2614,"type":348},"Site-level Outcomes",{"type":378,"content":2616},[2617,2640,2647,2654],{"type":381,"content":2618},[2619,2624],{"type":15,"attrs":2620,"content":2621},{"textAlign":53},[2622],{"text":2623,"type":348},"The program evaluation found that nearly 100% of participating homes achieved or somewhat achieved their aim, related to person-centred care and/or workforce well-being, during the program period.",{"type":378,"content":2625},[2626,2633],{"type":381,"content":2627},[2628],{"type":15,"attrs":2629,"content":2630},{"textAlign":53},[2631],{"text":2632,"type":348},"Teams reported improvements for their staff, such as: increased attendance, reduced turnover, increased staff satisfaction, improved teamwork, increased knowledge and confidence (in handling responsive behaviour, care planning, understanding data, etc.), improved wellbeing, reduced workload, and decreased workplace incidents.",{"type":381,"content":2634},[2635],{"type":15,"attrs":2636,"content":2637},{"textAlign":53},[2638],{"text":2639,"type":348},"Teams reported improvements in person-centred care for residents, including: individualized care planning approaches, new or increased recreational activities, better mealtime experience, home environment improvements, and increased medication review.",{"type":381,"content":2641},[2642],{"type":15,"attrs":2643,"content":2644},{"textAlign":53},[2645],{"text":2646,"type":348},"59% of BC AUA project sites decreased the percentage of residents on antipsychotics without an appropriate diagnosis",{"type":381,"content":2648},[2649],{"type":15,"attrs":2650,"content":2651},{"textAlign":53},[2652],{"text":2653,"type":348},"49% of teams are working to spread their changes to additional 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Jean Rochon, MD, is credited with many reforms and modernizations of health and social services in Quebec before joining the World Health Organization to continue building bridges in healthcare internationally. His integrity, humility and leadership in public health and quality improvement form part of his legacy.",{"type":1340,"attrs":5075,"content":5076},{"level":2732,"textAlign":53},[5077],{"text":5011,"type":348},{"type":15,"attrs":5079,"content":5080},{"textAlign":53},[5081],{"text":5082,"type":348},"One Rochon Award is awarded to one team in a graduating cohort. EXTRA’s faculty and coaches, along with HEC’s leadership, nominate a team for the award before graduation based on the criteria:",{"type":378,"content":5084},[5085,5091,5098,5105,5112,5119,5126],{"type":381,"content":5086},[5087],{"type":15,"attrs":5088,"content":5089},{"textAlign":53},[5090],{"text":5025,"type":348},{"type":381,"content":5092},[5093],{"type":15,"attrs":5094,"content":5095},{"textAlign":53},[5096],{"text":5097,"type":348},"Commitment to meaningfully improve the health of the population.",{"type":381,"content":5099},[5100],{"type":15,"attrs":5101,"content":5102},{"textAlign":53},[5103],{"text":5104,"type":348},"Improvement project demonstrates early readiness for spread.",{"type":381,"content":5106},[5107],{"type":15,"attrs":5108,"content":5109},{"textAlign":53},[5110],{"text":5111,"type":348},"Demonstrates perseverance and creative problem-solving in support of quality improvement.",{"type":381,"content":5113},[5114],{"type":15,"attrs":5115,"content":5116},{"textAlign":53},[5117],{"text":5118,"type":348},"Fosters innovative and bold leadership.",{"type":381,"content":5120},[5121],{"type":15,"attrs":5122,"content":5123},{"textAlign":53},[5124],{"text":5125,"type":348},"Strong ability to engage in collaborative learning.",{"type":381,"content":5127},[5128],{"type":15,"attrs":5129,"content":5130},{"textAlign":53},[5131],{"text":5132,"type":348},"Exemplary relationship-building with other teams in the cohort.",{"type":15,"attrs":5134,"content":5135},{"textAlign":53},[5136],{"text":5137,"type":348},"The winning team receives a certificate and a monetary award to support the spread of their improvement project and/or to promote and profile their improvement through knowledge products.",{"type":1340,"attrs":5139,"content":5140},{"level":1498,"textAlign":53},[5141],{"text":5142,"type":348},"Past Winners",{"type":1340,"attrs":5144,"content":5145},{"level":1342,"textAlign":53},[5146],{"text":4996,"type":348},{"type":378,"content":5148},[5149],{"type":381,"content":5150},[5151],{"type":15,"attrs":5152,"content":5153},{"textAlign":53},[5154],{"text":5155,"type":348},"Julien Clément, MD, Surgeon and Assistant Director of Professional Services and Medical Affairs, CHU de Québec – Université Laval",{"type":1340,"attrs":5157,"content":5158},{"level":1342,"textAlign":53},[5159],{"text":5063,"type":348},{"type":15,"attrs":5161,"content":5162},{"textAlign":53},[5163],{"text":5164,"type":348},"EXTRA fellowship team sponsored by CISSS Montérégie-Est: ",{"type":378,"content":5166},[5167,5174,5181,5188],{"type":381,"content":5168},[5169],{"type":15,"attrs":5170,"content":5171},{"textAlign":53},[5172],{"text":5173,"type":348},"Andréanne Audet, Interim Coordinator, General Psychosocial Services, CLSCs, FMGs and crisis services",{"type":381,"content":5175},[5176],{"type":15,"attrs":5177,"content":5178},{"textAlign":53},[5179],{"text":5180,"type":348},"Annie Mongrain, Administrative Director, Crisis Services, CISSS de la Montérégie-Est",{"type":381,"content":5182},[5183],{"type":15,"attrs":5184,"content":5185},{"textAlign":53},[5186],{"text":5187,"type":348},"Christine Lobe, Advisor, CISSS de la Montérégie-Est",{"type":381,"content":5189},[5190],{"type":15,"attrs":5191,"content":5192},{"textAlign":53},[5193],{"text":5194,"type":348},"Robert James Borris, Assistant Director, Mental Health and Addiction Programs, CISSS de la Montérégie-Est",{"_uid":5196,"file":5197,"link":5202,"label":5203,"linkType":5204,"component":4253,"linkLabel":16},"8181a83d-ee62-475b-8e07-f510d05e4e8f",{"id":5198,"alt":5199,"name":16,"focus":16,"title":5199,"source":16,"filename":5200,"copyright":16,"fieldtype":283,"meta_data":5201,"is_external_url":285},114291697547236,"EXTRA Fellow Awards Winners Cohort 17 EN","https://a-ca.storyblok.com/f/850807391887861/5e1289c62a/extra-fellow-awards-winners-cohort-17-en.pdf",{},{"id":16,"url":16,"linktype":1157,"fieldtype":1158,"cached_url":16},"Learn more about the winners","file",{"id":16,"_uid":5206,"items":5207,"title":7764,"component":1089,"description":7765},"57f7ed9d-da3b-45ce-a308-4a9e267d60ae",[5208,5359,5505,5637,5789,5962,6089,6190,6331,6434,6591,6714,6824,6977,7119,7231,7392,7497,7615],{"_uid":5209,"title":5210,"ctaLeft":5211,"ctaRight":5212,"component":374,"columnLeft":5213,"columnRight":5295},"49112154-778e-4226-a0f2-e838dff7ed0e","Together We Build: A Culture of Person-Centered Care at CancerCare Manitoba",[],[],{"type":12,"content":5214},[5215,5225],{"type":1340,"attrs":5216,"content":5217},{"level":1342,"textAlign":1485},[5218,5223],{"text":5219,"type":348,"marks":5220},"CancerCare Manitoba: ",[5221],{"type":1291,"attrs":5222},{"color":16},{"text":5224,"type":348},"Fellowship team",{"type":378,"content":5226},[5227,5244,5261,5278],{"type":381,"content":5228},[5229],{"type":15,"attrs":5230,"content":5231},{"textAlign":53},[5232,5238,5243],{"text":5233,"type":348,"marks":5234},"Stephanie Lelond",[5235,5237],{"type":1291,"attrs":5236},{"color":16},{"type":1436},{"text":5239,"type":348,"marks":5240},", Clinical Nurse Specialist, Early Palliative Care, CancerCare Manitoba",[5241],{"type":1291,"attrs":5242},{"color":16},{"text":4500,"type":348},{"type":381,"content":5245},[5246],{"type":15,"attrs":5247,"content":5248},{"textAlign":53},[5249,5255,5260],{"text":5250,"type":348,"marks":5251},"Mackenzie Jansen",[5252,5254],{"type":1291,"attrs":5253},{"color":16},{"type":1436},{"text":5256,"type":348,"marks":5257},", Clinical Nurse Specialist, Adolescent and Young Adult Program, CancerCare Manitoba",[5258],{"type":1291,"attrs":5259},{"color":16},{"text":4500,"type":348},{"type":381,"content":5262},[5263],{"type":15,"attrs":5264,"content":5265},{"textAlign":53},[5266,5272,5277],{"text":5267,"type":348,"marks":5268},"Allison Wiens",[5269,5271],{"type":1291,"attrs":5270},{"color":16},{"type":1436},{"text":5273,"type":348,"marks":5274},", Education and Liaison Nurse, Health Equity, CancerCare Manitoba",[5275],{"type":1291,"attrs":5276},{"color":16},{"text":4500,"type":348},{"type":381,"content":5279},[5280],{"type":15,"attrs":5281,"content":5282},{"textAlign":53},[5283,5289,5294],{"text":5284,"type":348,"marks":5285},"Tracy Thiele",[5286,5288],{"type":1291,"attrs":5287},{"color":16},{"type":1436},{"text":5290,"type":348,"marks":5291},", Director, Quality and Patient Safety, CancerCare Manitoba",[5292],{"type":1291,"attrs":5293},{"color":16},{"text":4500,"type":348},{"type":12,"content":5296},[5297,5332,5341,5350],{"type":15,"attrs":5298,"content":5299},{"textAlign":53},[5300,5304,5308,5313,5317,5322,5326],{"text":5301,"type":348,"marks":5302},"Project title:",[5303],{"type":1436},{"text":5305,"type":348,"marks":5306}," Together We Build: A Culture of Person-Centered Care",[5307],{"type":2609},{"text":4500,"type":348,"marks":5309},[5310,5312],{"type":1291,"attrs":5311},{"color":16},{"type":2609},{"text":5314,"type":348,"marks":5315},"at",[5316],{"type":2609},{"text":4500,"type":348,"marks":5318},[5319,5321],{"type":1291,"attrs":5320},{"color":16},{"type":2609},{"text":5323,"type":348,"marks":5324},"CancerCare",[5325],{"type":2609},{"text":5327,"type":348,"marks":5328}," Manitoba",[5329,5331],{"type":1291,"attrs":5330},{"color":16},{"type":2609},{"type":15,"attrs":5333,"content":5334},{"textAlign":1485},[5335,5340],{"text":5336,"type":348,"marks":5337},"This project aims to strengthen oncology nurses’ understanding and application of person-centered care (PCC) approaches across CancerCare Manitoba. Led by a dedicated team of nursing professionals, the initiative seeks to advance a culture of equitable PCC, nursing leadership, and nursing-led research across the healthcare system.",[5338],{"type":1291,"attrs":5339},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5342,"content":5343},{"textAlign":1485},[5344,5349],{"text":5345,"type":348,"marks":5346},"In its first phase, the team is conducting a scoping review of PCC approaches, tools, and integration strategies in oncology practice. The review examines how these approaches consider equity-denied populations, support shared decision-making, and influence patient experience. The findings will inform evidence-based strategies and identify equity-oriented actions, with results disseminated through a manuscript and a knowledge translation plan.",[5347],{"type":1291,"attrs":5348},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5351,"content":5352},{"textAlign":1485},[5353,5358],{"text":5354,"type":348,"marks":5355},"In phase two, oncology nurses from across Manitoba, the province’s largest health workforce group, will be engaged to identify barriers, facilitators, and opportunities for improvement in implementing PCC. Patient partners are central to this work, ensuring that lived experience informs all stages of design and delivery. The insights gained will guide the development of a PCC framework for future implementation, with potential to scale across professional groups and embed person-centered care organization-wide.",[5356],{"type":1291,"attrs":5357},{"color":16},{"text":4500,"type":348},{"_uid":5360,"title":5361,"ctaLeft":5362,"ctaRight":5363,"component":374,"columnLeft":5364,"columnRight":5462},"5b809fa7-e25b-45d2-a1f4-4701760f93a5","Innovation and Value",[],[],{"type":12,"content":5365},[5366,5375],{"type":1340,"attrs":5367,"content":5368},{"level":1342,"textAlign":1485},[5369,5374],{"text":5370,"type":348,"marks":5371},"CHU de Québec-Université Laval: ",[5372],{"type":1291,"attrs":5373},{"color":16},{"text":5224,"type":348},{"type":378,"content":5376},[5377,5394,5411,5428,5445],{"type":381,"content":5378},[5379],{"type":15,"attrs":5380,"content":5381},{"textAlign":53},[5382,5388,5393],{"text":5383,"type":348,"marks":5384},"Laurence Robichaud",[5385,5387],{"type":1291,"attrs":5386},{"color":16},{"type":1436},{"text":5389,"type":348,"marks":5390},", Assistant to the CEO, Office of Innovation, CHU de Québec – Université Laval",[5391],{"type":1291,"attrs":5392},{"color":16},{"text":4500,"type":348},{"type":381,"content":5395},[5396],{"type":15,"attrs":5397,"content":5398},{"textAlign":53},[5399,5405,5410],{"text":5400,"type":348,"marks":5401},"David Trépanier",[5402,5404],{"type":1291,"attrs":5403},{"color":16},{"type":1436},{"text":5406,"type":348,"marks":5407},", Associate Director, HEJ – NCH Component, CHU de Québec – Université Laval",[5408],{"type":1291,"attrs":5409},{"color":16},{"text":4500,"type":348},{"type":381,"content":5412},[5413],{"type":15,"attrs":5414,"content":5415},{"textAlign":53},[5416,5422,5427],{"text":5417,"type":348,"marks":5418},"Martin Brisson",[5419,5421],{"type":1291,"attrs":5420},{"color":16},{"type":1436},{"text":5423,"type":348,"marks":5424},", Logistics Coordinator, CHU de Québec – Université Laval",[5425],{"type":1291,"attrs":5426},{"color":16},{"text":4500,"type":348},{"type":381,"content":5429},[5430],{"type":15,"attrs":5431,"content":5432},{"textAlign":53},[5433,5439,5444],{"text":5434,"type":348,"marks":5435},"Audrey St-Arnaud",[5436,5438],{"type":1291,"attrs":5437},{"color":16},{"type":1436},{"text":5440,"type":348,"marks":5441},", Senior Advisor, Enterprise Architecture and Digital Transformation, CHU de Québec – Université Laval",[5442],{"type":1291,"attrs":5443},{"color":16},{"text":4500,"type":348},{"type":381,"content":5446},[5447],{"type":15,"attrs":5448,"content":5449},{"textAlign":53},[5450,5456,5461],{"text":5451,"type":348,"marks":5452},"Isabelle Lessard",[5453,5455],{"type":1291,"attrs":5454},{"color":16},{"type":1436},{"text":5457,"type":348,"marks":5458},", Associate Director, Innovation and Quality in Nursing Practice, CHU de Québec – Université Laval",[5459],{"type":1291,"attrs":5460},{"color":16},{"text":4500,"type":348},{"type":12,"content":5463},[5464,5478,5487,5496],{"type":15,"attrs":5465,"content":5466},{"textAlign":53},[5467,5470,5473],{"text":5301,"type":348,"marks":5468},[5469],{"type":1436},{"text":1512,"type":348,"marks":5471},[5472],{"type":2609},{"text":5361,"type":348,"marks":5474},[5475,5477],{"type":1291,"attrs":5476},{"color":16},{"type":2609},{"type":15,"attrs":5479,"content":5480},{"textAlign":1485},[5481,5486],{"text":5482,"type":348,"marks":5483},"Like other regions across Canada, CHU de Québec – Université Laval is facing major challenges related to limited resources and a growing imbalance between the supply of and demand for healthcare services. An aging population, a shortage of specialized staff, increasing care complexity, limited funding, and a lack of adequate tools all contribute to widening this gap.",[5484],{"type":1291,"attrs":5485},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5488,"content":5489},{"textAlign":1485},[5490,5495],{"text":5491,"type":348,"marks":5492},"These pressures lead to longer wait times, lower patient satisfaction, inefficient processes, and persistent health issues that are not addressed within recommended timeframes.",[5493],{"type":1291,"attrs":5494},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5497,"content":5498},{"textAlign":1485},[5499,5504],{"text":5500,"type":348,"marks":5501},"To help address these challenges, the organization is working to strengthen partnerships that respond to the real needs of patients and care teams. The potential for innovation is significant, but selecting and integrating projects requires careful alignment with organizational priorities. Once those choices are made, the key challenge is integrating clinical innovations in ways that make their value and impact clear.",[5502],{"type":1291,"attrs":5503},{"color":16},{"text":4500,"type":348},{"_uid":5506,"title":5507,"ctaLeft":5508,"ctaRight":5509,"component":374,"columnLeft":5510,"columnRight":5591},"26ab2d6c-aafc-4c2f-a527-3b7d32814492","Establishing a Governance Structure for Clinical Excellence",[],[],{"type":12,"content":5511},[5512,5522],{"type":1340,"attrs":5513,"content":5514},{"level":1342,"textAlign":1485},[5515,5520],{"text":5516,"type":348,"marks":5517},"CISSS de la Montérégie-Est (CISSSME)",[5518],{"type":1291,"attrs":5519},{"color":16},{"text":5521,"type":348},": Fellowship team",{"type":378,"content":5523},[5524,5541,5558,5575],{"type":381,"content":5525},[5526],{"type":15,"attrs":5527,"content":5528},{"textAlign":53},[5529,5535,5540],{"text":5530,"type":348,"marks":5531},"Geneviève Beaudoin",[5532,5534],{"type":1291,"attrs":5533},{"color":16},{"type":1436},{"text":5536,"type":348,"marks":5537},", Associate Director, Directorate of Medical Services",[5538],{"type":1291,"attrs":5539},{"color":16},{"text":4500,"type":348},{"type":381,"content":5542},[5543],{"type":15,"attrs":5544,"content":5545},{"textAlign":53},[5546,5552,5557],{"text":5547,"type":348,"marks":5548},"Sophie Berger",[5549,5551],{"type":1291,"attrs":5550},{"color":16},{"type":1436},{"text":5553,"type":348,"marks":5554},", Director of Nursing",[5555],{"type":1291,"attrs":5556},{"color":16},{"text":4500,"type":348},{"type":381,"content":5559},[5560],{"type":15,"attrs":5561,"content":5562},{"textAlign":53},[5563,5569,5574],{"text":5564,"type":348,"marks":5565},"Isabelle Bonneau",[5566,5568],{"type":1291,"attrs":5567},{"color":16},{"type":1436},{"text":5570,"type":348,"marks":5571},", Assistant to the Directorate of Multidisciplinary Health and Social Services",[5572],{"type":1291,"attrs":5573},{"color":16},{"text":4500,"type":348},{"type":381,"content":5576},[5577],{"type":15,"attrs":5578,"content":5579},{"textAlign":53},[5580,5586],{"text":5581,"type":348,"marks":5582},"Vicky Lavoie",[5583,5585],{"type":1291,"attrs":5584},{"color":16},{"type":1436},{"text":5587,"type":348,"marks":5588},", Associate Executive Director – Support, Administration and Performance",[5589],{"type":1291,"attrs":5590},{"color":16},{"type":12,"content":5592},[5593,5610,5619,5628],{"type":15,"attrs":5594,"content":5595},{"textAlign":53},[5596,5600,5604],{"text":5597,"type":348,"marks":5598},"Project title: ",[5599],{"type":1436},{"text":5601,"type":348,"marks":5602},"Establishing",[5603],{"type":2609},{"text":5605,"type":348,"marks":5606}," a Governance Structure for Clinical Excellence",[5607,5609],{"type":1291,"attrs":5608},{"color":16},{"type":2609},{"type":15,"attrs":5611,"content":5612},{"textAlign":1485},[5613,5618],{"text":5614,"type":348,"marks":5615},"As part of the 2025–2026 EXTRA-FORCES program, the project focuses on creating a cross-departmental co-management structure that unites the organization’s Directorate of Nursing, Directorate of Multidisciplinary Health and Social Services, and Directorate of Medical and Professional Services.",[5616],{"type":1291,"attrs":5617},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5620,"content":5621},{"textAlign":1485},[5622,5627],{"text":5623,"type":348,"marks":5624},"It seeks to strengthen interdisciplinary clinical governance by integrating value-based care principles, fostering collaboration among directorates, and engaging patients, families, and community partners. The initiative addresses long-standing challenges related to service fragmentation and the coordination of clinical practices.",[5625],{"type":1291,"attrs":5626},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5629,"content":5630},{"textAlign":1485},[5631,5636],{"text":5632,"type":348,"marks":5633},"By the end of 2026, the team aims to deliver a guidance document based on value-driven care and service indicators, ensuring the optimal use of available resources. Aligned with the strategic priorities of Santé Québec and the recommendations of Accreditation Canada, this work will help establish a sustainable, replicable, and innovative governance model that supports safe, high-quality care and services centred on people’s real needs.",[5634],{"type":1291,"attrs":5635},{"color":16},{"text":4500,"type":348},{"_uid":5638,"title":5639,"ctaLeft":5640,"ctaRight":5641,"component":374,"columnLeft":5642,"columnRight":5740},"17c18e9d-e0c5-4d3e-8744-d74353f74f62","Advancing Collaborative, Community-Based Local Governance",[],[],{"type":12,"content":5643},[5644,5653],{"type":1340,"attrs":5645,"content":5646},{"level":1342,"textAlign":1485},[5647,5652],{"text":5648,"type":348,"marks":5649},"CISSS de l’Outaouais (CISSSO)",[5650],{"type":1291,"attrs":5651},{"color":16},{"text":5521,"type":348},{"type":378,"content":5654},[5655,5672,5689,5706,5723],{"type":381,"content":5656},[5657],{"type":15,"attrs":5658,"content":5659},{"textAlign":53},[5660,5666,5671],{"text":5661,"type":348,"marks":5662},"Frédéric Parizeau",[5663,5665],{"type":1291,"attrs":5664},{"color":16},{"type":1436},{"text":5667,"type":348,"marks":5668},", Director, RLS Collines-de-l’Outaouais, CISSSO",[5669],{"type":1291,"attrs":5670},{"color":16},{"text":4500,"type":348},{"type":381,"content":5673},[5674],{"type":15,"attrs":5675,"content":5676},{"textAlign":53},[5677,5683,5688],{"text":5678,"type":348,"marks":5679},"Nicole Boucher-Larivière",[5680,5682],{"type":1291,"attrs":5681},{"color":16},{"type":1436},{"text":5684,"type":348,"marks":5685},", Director, RLS Pontiac, CISSSO",[5686],{"type":1291,"attrs":5687},{"color":16},{"text":4500,"type":348},{"type":381,"content":5690},[5691],{"type":15,"attrs":5692,"content":5693},{"textAlign":53},[5694,5700,5705],{"text":5695,"type":348,"marks":5696},"Nency Héroux",[5697,5699],{"type":1291,"attrs":5698},{"color":16},{"type":1436},{"text":5701,"type":348,"marks":5702},", Director, Multidisciplinary Health and Social Services, CISSSO",[5703],{"type":1291,"attrs":5704},{"color":16},{"text":4500,"type":348},{"type":381,"content":5707},[5708],{"type":15,"attrs":5709,"content":5710},{"textAlign":53},[5711,5717,5722],{"text":5712,"type":348,"marks":5713},"Laurence Barraud",[5714,5716],{"type":1291,"attrs":5715},{"color":16},{"type":1436},{"text":5718,"type":348,"marks":5719},", Director, Directorate of Education, University Relations and Research, CISSSO",[5720],{"type":1291,"attrs":5721},{"color":16},{"text":4500,"type":348},{"type":381,"content":5724},[5725],{"type":15,"attrs":5726,"content":5727},{"textAlign":53},[5728,5734,5739],{"text":5729,"type":348,"marks":5730},"Geneviève Gagnon",[5731,5733],{"type":1291,"attrs":5732},{"color":16},{"type":1436},{"text":5735,"type":348,"marks":5736},", Medical and Professional Services Director, CISSSO",[5737],{"type":1291,"attrs":5738},{"color":16},{"text":4500,"type":348},{"type":12,"content":5741},[5742,5753,5762,5771,5780],{"type":15,"attrs":5743,"content":5744},{"textAlign":53},[5745,5748],{"text":5597,"type":348,"marks":5746},[5747],{"type":1436},{"text":5639,"type":348,"marks":5749},[5750,5752],{"type":1291,"attrs":5751},{"color":16},{"type":2609},{"type":15,"attrs":5754,"content":5755},{"textAlign":1485},[5756,5761],{"text":5757,"type":348,"marks":5758},"The project aims to establish a more agile, transparent, and coherent model of local governance aligned with the priorities of Québec’s health and social services network and consistent with the primary care policy. It seeks to strengthen the autonomy and decision-making capacity of local managers to better meet population needs.",[5759],{"type":1291,"attrs":5760},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5763,"content":5764},{"textAlign":1485},[5765,5770],{"text":5766,"type":348,"marks":5767},"The model is built on four key pillars: clarifying roles, improving communication, fostering intersectoral coordination, and using data to inform decision-making.",[5768],{"type":1291,"attrs":5769},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5772,"content":5773},{"textAlign":1485},[5774,5779],{"text":5775,"type":348,"marks":5776},"By focusing action on the territories served by CLSCs, the initiative promotes interdisciplinary and intersectoral collaboration, community support, and local governance that better reflects on-the-ground realities.",[5777],{"type":1291,"attrs":5778},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5781,"content":5782},{"textAlign":1485},[5783,5788],{"text":5784,"type":348,"marks":5785},"Grounded in continuous improvement and aligned with ministerial directions, the project aims to enhance the accessibility, quality, and integration of services available to the population. It represents a structural lever for transforming the management of local services in a sustainable way.",[5786],{"type":1291,"attrs":5787},{"color":16},{"text":4500,"type":348},{"_uid":5790,"title":5791,"ctaLeft":5792,"ctaRight":5793,"component":374,"columnLeft":5794,"columnRight":5858},"a0f4a06b-8f24-41f0-af1a-240df2d84141","From research to impact: Advancing regional priorities within Santé Québec",[],[],{"type":12,"content":5795},[5796,5805],{"type":1340,"attrs":5797,"content":5798},{"level":1342,"textAlign":1485},[5799,5804],{"text":5800,"type":348,"marks":5801},"CIUSSS de la Mauricie-et-du-Centre-du-Québec (CIUSSSMCQ)",[5802],{"type":1291,"attrs":5803},{"color":16},{"text":5521,"type":348},{"type":378,"content":5806},[5807,5824,5841],{"type":381,"content":5808},[5809],{"type":15,"attrs":5810,"content":5811},{"textAlign":53},[5812,5818,5823],{"text":5813,"type":348,"marks":5814},"Renée Proulx",[5815,5817],{"type":1291,"attrs":5816},{"color":16},{"type":1436},{"text":5819,"type":348,"marks":5820},", Administrative Director of University Education, Research and Innovation, CIUSSSMCQ",[5821],{"type":1291,"attrs":5822},{"color":16},{"text":4500,"type":348},{"type":381,"content":5825},[5826],{"type":15,"attrs":5827,"content":5828},{"textAlign":53},[5829,5835,5840],{"text":5830,"type":348,"marks":5831},"Cathy Vaillancourt",[5832,5834],{"type":1291,"attrs":5833},{"color":16},{"type":1436},{"text":5836,"type":348,"marks":5837},", Director, CARES, CIUSSSMCQ",[5838],{"type":1291,"attrs":5839},{"color":16},{"text":4500,"type":348},{"type":381,"content":5842},[5843],{"type":15,"attrs":5844,"content":5845},{"textAlign":53},[5846,5852,5857],{"text":5847,"type":348,"marks":5848},"Geneviève Boisvert",[5849,5851],{"type":1291,"attrs":5850},{"color":16},{"type":1436},{"text":5853,"type":348,"marks":5854},", SSA Leader, CIUSSSMCQ",[5855],{"type":1291,"attrs":5856},{"color":16},{"text":4500,"type":348},{"type":12,"content":5859},[5860,5907,5938,5947],{"type":15,"attrs":5861,"content":5862},{"textAlign":53},[5863,5866,5867,5871,5876,5880,5885,5889,5894,5898,5903],{"text":5301,"type":348,"marks":5864},[5865],{"type":1436},{"text":1512,"type":348},{"text":5868,"type":348,"marks":5869},"From",[5870],{"type":2609},{"text":4500,"type":348,"marks":5872},[5873,5875],{"type":1291,"attrs":5874},{"color":16},{"type":2609},{"text":5877,"type":348,"marks":5878},"research to",[5879],{"type":2609},{"text":4500,"type":348,"marks":5881},[5882,5884],{"type":1291,"attrs":5883},{"color":16},{"type":2609},{"text":5886,"type":348,"marks":5887},"impact: Advancing",[5888],{"type":2609},{"text":4500,"type":348,"marks":5890},[5891,5893],{"type":1291,"attrs":5892},{"color":16},{"type":2609},{"text":5895,"type":348,"marks":5896},"regional",[5897],{"type":2609},{"text":4500,"type":348,"marks":5899},[5900,5902],{"type":1291,"attrs":5901},{"color":16},{"type":2609},{"text":5904,"type":348,"marks":5905},"priorities within Santé Québec",[5906],{"type":2609},{"type":15,"attrs":5908,"content":5909},{"textAlign":1485},[5910,5915,5921,5926,5932,5937],{"text":5911,"type":348,"marks":5912},"This project draws on scientific advances to strengthen the capacity of regional health organizations to meet the targets laid out in Santé Québec’s ",[5913],{"type":1291,"attrs":5914},{"color":16},{"text":5916,"type":348,"marks":5917},"Plan stratégique 2025-2028",[5918,5920],{"type":1291,"attrs":5919},{"color":16},{"type":2609},{"text":5922,"type":348,"marks":5923},", which guides institutional plans across Quebec’s health and social services system. The work will focus particularly on the strategic direction ",[5924],{"type":1291,"attrs":5925},{"color":16},{"text":5927,"type":348,"marks":5928},"Une santé plus accessible",[5929,5931],{"type":1291,"attrs":5930},{"color":16},{"type":2609},{"text":5933,"type":348,"marks":5934}," (more accessible health care).",[5935],{"type":1291,"attrs":5936},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5939,"content":5940},{"textAlign":1485},[5941,5946],{"text":5942,"type":348,"marks":5943},"While this Strategic Plan highlights innovation and research as key drivers of a more effective health and social services system, few structural initiatives have been developed to support organizations in that role. This gap is especially pronounced in rural and remote regions, where resources to capture, adapt and apply research findings are limited despite vast territories to cover. Even though these regions account for just 10 percent of Quebec’s population, they span 90 percent of its land area.",[5944],{"type":1291,"attrs":5945},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":5948,"content":5949},{"textAlign":1485},[5950,5955,5961],{"text":5951,"type":348,"marks":5952},"The project will test and evaluate knowledge-transfer activities designed to inform decision-making and support progress toward achieving the objectives of the ",[5953],{"type":1291,"attrs":5954},{"color":16},{"text":5956,"type":348,"marks":5957},"Plan stratégique 2025-2028.",[5958,5960],{"type":1291,"attrs":5959},{"color":16},{"type":2609},{"text":4500,"type":348},{"_uid":5963,"title":5964,"ctaLeft":5965,"ctaRight":5966,"component":374,"columnLeft":5967,"columnRight":6048},"2bb0dd88-3f8f-4162-a7a2-27ae0b9f67a5","Integrating and Evaluating Indigenous cultural safety training into the Covenant organization",[],[],{"type":12,"content":5968},[5969,5978],{"type":1340,"attrs":5970,"content":5971},{"level":1342,"textAlign":1485},[5972,5977],{"text":5973,"type":348,"marks":5974},"Convenant Health: ",[5975],{"type":1291,"attrs":5976},{"color":16},{"text":5224,"type":348},{"type":378,"content":5979},[5980,5997,6014,6031],{"type":381,"content":5981},[5982],{"type":15,"attrs":5983,"content":5984},{"textAlign":53},[5985,5991,5996],{"text":5986,"type":348,"marks":5987},"Amber Ruben",[5988,5990],{"type":1291,"attrs":5989},{"color":16},{"type":1436},{"text":5992,"type":348,"marks":5993},", Indigenous Health Equity and Reconciliation Consultant, Convenant Health  ",[5994],{"type":1291,"attrs":5995},{"color":16},{"text":4500,"type":348},{"type":381,"content":5998},[5999],{"type":15,"attrs":6000,"content":6001},{"textAlign":53},[6002,6008,6013],{"text":6003,"type":348,"marks":6004},"Natalie Houseman",[6005,6007],{"type":1291,"attrs":6006},{"color":16},{"type":1436},{"text":6009,"type":348,"marks":6010},", Interim Site Lead Misericordia Community Hospital ",[6011],{"type":1291,"attrs":6012},{"color":16},{"text":4500,"type":348},{"type":381,"content":6015},[6016],{"type":15,"attrs":6017,"content":6018},{"textAlign":53},[6019,6025,6030],{"text":6020,"type":348,"marks":6021},"Charlotte Oostveen",[6022,6024],{"type":1291,"attrs":6023},{"color":16},{"type":1436},{"text":6026,"type":348,"marks":6027},", Clinical Learning and Professional Practise Lead, Simulation",[6028],{"type":1291,"attrs":6029},{"color":16},{"text":4500,"type":348},{"type":381,"content":6032},[6033],{"type":15,"attrs":6034,"content":6035},{"textAlign":53},[6036,6042,6047],{"text":6037,"type":348,"marks":6038},"Michelle Steil",[6039,6041],{"type":1291,"attrs":6040},{"color":16},{"type":1436},{"text":6043,"type":348,"marks":6044},", Corporate Director Organizational Development & Effectiveness",[6045],{"type":1291,"attrs":6046},{"color":16},{"text":4500,"type":348},{"type":12,"content":6049},[6050,6062,6071,6080],{"type":15,"attrs":6051,"content":6052},{"textAlign":53},[6053,6056,6057],{"text":5301,"type":348,"marks":6054},[6055],{"type":1436},{"text":1512,"type":348},{"text":5964,"type":348,"marks":6058},[6059,6061],{"type":1291,"attrs":6060},{"color":16},{"type":2609},{"type":15,"attrs":6063,"content":6064},{"textAlign":1485},[6065,6070],{"text":6066,"type":348,"marks":6067},"First Nations, Inuit and Métis continue to experience inequities in health and access to healthcare as a result of the enduring impacts of colonialism and forced assimilation. These harms have spanned generations and are compounded by ongoing systemic, ideological and individual racism within healthcare systems. As a result, many First Nations, Inuit and Métis people do not feel safe accessing care.",[6068],{"type":1291,"attrs":6069},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6072,"content":6073},{"textAlign":1485},[6074,6079],{"text":6075,"type":348,"marks":6076},"To address these inequities and foster culturally safe environments, there is a growing call for cultural safety education across healthcare. While this need is widely recognized, training is not yet mandated or standardized within most healthcare organizations.",[6077],{"type":1291,"attrs":6078},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6081,"content":6082},{"textAlign":1485},[6083,6088],{"text":6084,"type":348,"marks":6085},"In response, Covenant Health is collaborating with First Nations, Inuit and Métis communities to develop cultural safety training that promotes awareness and drives meaningful behaviour change to improve safe access to care. The initial phase will pilot the training within one unit and evaluate its impact. Future plans include using a Plan–Do–Study–Act (PDSA) cycle to refine both the education and its delivery, while advocating for sustainable funding to support organization-wide implementation.",[6086],{"type":1291,"attrs":6087},{"color":16},{"text":4500,"type":348},{"_uid":6090,"title":6091,"ctaLeft":6092,"ctaRight":6093,"component":374,"columnLeft":6094,"columnRight":6158},"fbfd108f-c7c4-4c2b-8d96-caa1bfa0066c","Bridging the Gaps: A 2SLGBTQ+ Health Equity Project",[],[],{"type":12,"content":6095},[6096,6105],{"type":1340,"attrs":6097,"content":6098},{"level":1342,"textAlign":1485},[6099,6104],{"text":6100,"type":348,"marks":6101},"GACPEI",[6102],{"type":1291,"attrs":6103},{"color":16},{"text":5521,"type":348},{"type":378,"content":6106},[6107,6124,6141],{"type":381,"content":6108},[6109],{"type":15,"attrs":6110,"content":6111},{"textAlign":53},[6112,6118,6123],{"text":6113,"type":348,"marks":6114},"Jocelyn Adams",[6115,6117],{"type":1291,"attrs":6116},{"color":16},{"type":1436},{"text":6119,"type":348,"marks":6120},", Executive Director, GACPEI ",[6121],{"type":1291,"attrs":6122},{"color":16},{"text":4500,"type":348},{"type":381,"content":6125},[6126],{"type":15,"attrs":6127,"content":6128},{"textAlign":53},[6129,6135,6140],{"text":6130,"type":348,"marks":6131},"Brenna McIntyre",[6132,6134],{"type":1291,"attrs":6133},{"color":16},{"type":1436},{"text":6136,"type":348,"marks":6137},", Director of Operations, GACPEI ",[6138],{"type":1291,"attrs":6139},{"color":16},{"text":4500,"type":348},{"type":381,"content":6142},[6143],{"type":15,"attrs":6144,"content":6145},{"textAlign":53},[6146,6152,6157],{"text":6147,"type":348,"marks":6148},"Alan Scott",[6149,6151],{"type":1291,"attrs":6150},{"color":16},{"type":1436},{"text":6153,"type":348,"marks":6154},", Men's Sexual Health Program Coordinator, GACPEI ",[6155],{"type":1291,"attrs":6156},{"color":16},{"text":4500,"type":348},{"type":12,"content":6159},[6160,6172,6181],{"type":15,"attrs":6161,"content":6162},{"textAlign":1485},[6163,6167],{"text":6164,"type":348,"marks":6165},"Project Title: ",[6166],{"type":1436},{"text":6091,"type":348,"marks":6168},[6169,6171],{"type":1291,"attrs":6170},{"color":16},{"type":2609},{"type":15,"attrs":6173,"content":6174},{"textAlign":1485},[6175,6180],{"text":6176,"type":348,"marks":6177},"As community-based organizations, GACPEI and PEERS Alliance recognize the specialized health needs of 2SLGBTQIA+ people. These needs extend beyond culturally competent and responsive care to include transition-related supports, cancer screening, sexually transmitted and blood-borne infection (STBBI) testing and prevention, and adapted family planning services. Currently, there is no department, team or dedicated resource within Health PEI that provides comprehensive guidance on the unique health needs of 2SLGBTQIA+ patients. As a result, healthcare providers often lack clarity on how to navigate appropriate care pathways, creating gaps in service. Limited communication between healthcare providers, community organizations and Health PEI can also present barriers to accessing physical and mental healthcare.",[6178],{"type":1291,"attrs":6179},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6182,"content":6183},{"textAlign":1485},[6184,6189],{"text":6185,"type":348,"marks":6186},"Through this initiative, GACPEI and PEERS Alliance are collaborating with Health PEI and community partners in 2SLGBTQIA+ health to develop a framework for an interdepartmental team dedicated to advancing health equity within the provincial system. The team will work to improve the continuity, quality and consistency of care across services and departments, serving as a resource for both patients and practitioners, and ultimately improving health outcomes for 2SLGBTQIA+ communities in Prince Edward Island.",[6187],{"type":1291,"attrs":6188},{"color":16},{"text":4500,"type":348},{"_uid":6191,"title":6192,"ctaLeft":6193,"ctaRight":6194,"component":374,"columnLeft":6195,"columnRight":6293},"57dc2903-2ae3-400d-bc0a-2df3245e7598","The MOTIVE (MObile TIA and Stroke with AdaptiVE Workflow) Interdisciplinary Team for Rapid Assessment and Discharge of TIA and Stroke Patients in Northeastern Ontario",[],[],{"type":12,"content":6196},[6197,6206],{"type":1340,"attrs":6198,"content":6199},{"level":1342,"textAlign":1485},[6200,6205],{"text":6201,"type":348,"marks":6202},"Health Sciences North",[6203],{"type":1291,"attrs":6204},{"color":16},{"text":5521,"type":348},{"type":378,"content":6207},[6208,6225,6242,6259,6276],{"type":381,"content":6209},[6210],{"type":15,"attrs":6211,"content":6212},{"textAlign":53},[6213,6219,6224],{"text":6214,"type":348,"marks":6215},"Ravinder-Jeet Singh",[6216,6218],{"type":1291,"attrs":6217},{"color":16},{"type":1436},{"text":6220,"type":348,"marks":6221},", Stroke Neurologist, Health Sciences North; Associate Professor, Northern Ontario School of Medicine University; Principal Investigator, MOTIVE Project; and Medical Director, Northeastern Ontario Stroke Network",[6222],{"type":1291,"attrs":6223},{"color":16},{"text":4500,"type":348},{"type":381,"content":6226},[6227],{"type":15,"attrs":6228,"content":6229},{"textAlign":53},[6230,6236,6241],{"text":6231,"type":348,"marks":6232},"Venkadesan Rajendran",[6233,6235],{"type":1291,"attrs":6234},{"color":16},{"type":1436},{"text":6237,"type":348,"marks":6238},", Advanced Practice Physiotherapist, Stroke Medicine Program, Health Sciences North; Co-Principal Investigator and Project Lead, MOTIVE Project; and Assistant Professor, Northern Ontario School of Medicine University",[6239],{"type":1291,"attrs":6240},{"color":16},{"text":4500,"type":348},{"type":381,"content":6243},[6244],{"type":15,"attrs":6245,"content":6246},{"textAlign":53},[6247,6253,6258],{"text":6248,"type":348,"marks":6249},"Chantal Liddard",[6250,6252],{"type":1291,"attrs":6251},{"color":16},{"type":1436},{"text":6254,"type":348,"marks":6255},", Administrative Director, Medicine Program, Health Sciences North; and Co-Investigator, MOTIVE Project",[6256],{"type":1291,"attrs":6257},{"color":16},{"text":4500,"type":348},{"type":381,"content":6260},[6261],{"type":15,"attrs":6262,"content":6263},{"textAlign":53},[6264,6270,6275],{"text":6265,"type":348,"marks":6266},"Lisa Zeman",[6267,6269],{"type":1291,"attrs":6268},{"color":16},{"type":1436},{"text":6271,"type":348,"marks":6272},", Clinical Manager, General Internal Medicine Unit, Acute Stroke Unit and Stroke Prevention Clinic, Health Sciences North; and Co-Investigator, MOTIVE Project",[6273],{"type":1291,"attrs":6274},{"color":16},{"text":4500,"type":348},{"type":381,"content":6277},[6278],{"type":15,"attrs":6279,"content":6280},{"textAlign":53},[6281,6287,6292],{"text":6282,"type":348,"marks":6283},"Susan Bursey",[6284,6286],{"type":1291,"attrs":6285},{"color":16},{"type":1436},{"text":6288,"type":348,"marks":6289},", Regional Director, Northeastern Ontario Stroke Network",[6290],{"type":1291,"attrs":6291},{"color":16},{"text":4500,"type":348},{"type":12,"content":6294},[6295,6304,6313,6322],{"type":15,"attrs":6296,"content":6297},{"textAlign":53},[6298,6301],{"text":6164,"type":348,"marks":6299},[6300],{"type":1436},{"text":6192,"type":348,"marks":6302},[6303],{"type":2609},{"type":15,"attrs":6305,"content":6306},{"textAlign":1485},[6307,6312],{"text":6308,"type":348,"marks":6309},"Stroke is one of the leading causes of disability and death in Canada. About one in four strokes is preceded by a transient ischemic attack (TIA), and 30 to 40 percent present as minor strokes. Currently, patients with TIA or minor stroke seen in the emergency department or on non-stroke units are typically admitted to the Stroke Unit for testing and interdisciplinary assessment. While effective, this model often leads to emergency department congestion, longer hospital stays, and poorer patient experiences.",[6310],{"type":1291,"attrs":6311},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6314,"content":6315},{"textAlign":1485},[6316,6321],{"text":6317,"type":348,"marks":6318},"Alternative approaches – such as outpatient Stroke Prevention Clinics or emergency observation units – focus primarily on diagnostics, with interdisciplinary assessment still concentrated within the Stroke Unit. To bridge this gap, the MOTIVE team brings together stroke neurologists, an advanced practice physiotherapist, an occupational therapist, a speech-language pathologist, and a stroke nurse to deliver coordinated care directly across emergency and inpatient settings.",[6319],{"type":1291,"attrs":6320},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6323,"content":6324},{"textAlign":1485},[6325,6330],{"text":6326,"type":348,"marks":6327},"Using a phased, two-year plan guided by IHI improvement methods, this model aims to reduce admissions, shorten hospital stays, lower costs, enhance patient satisfaction, and improve the overall quality of healthcare delivery.",[6328],{"type":1291,"attrs":6329},{"color":16},{"text":4500,"type":348},{"_uid":6332,"title":6333,"ctaLeft":6334,"ctaRight":6335,"component":374,"columnLeft":6336,"columnRight":6400},"38ce4cf6-df84-4fcb-88d4-99b4c0b9a148","Creating a Centre of Excellence Implementation Model for New Brunswick Long Term Care",[],[],{"type":12,"content":6337},[6338,6347],{"type":1340,"attrs":6339,"content":6340},{"level":1342,"textAlign":1485},[6341,6346],{"text":6342,"type":348,"marks":6343},"Loch Lomond Villa",[6344],{"type":1291,"attrs":6345},{"color":16},{"text":5521,"type":348},{"type":378,"content":6348},[6349,6366,6383],{"type":381,"content":6350},[6351],{"type":15,"attrs":6352,"content":6353},{"textAlign":53},[6354,6360,6365],{"text":6355,"type":348,"marks":6356},"Ashley King",[6357,6359],{"type":1291,"attrs":6358},{"color":16},{"type":1436},{"text":6361,"type":348,"marks":6362},", Chief Executive Officer, Loch Lomond Villa",[6363],{"type":1291,"attrs":6364},{"color":16},{"text":4500,"type":348},{"type":381,"content":6367},[6368],{"type":15,"attrs":6369,"content":6370},{"textAlign":53},[6371,6377,6382],{"text":6372,"type":348,"marks":6373},"Christa Matheson",[6374,6376],{"type":1291,"attrs":6375},{"color":16},{"type":1436},{"text":6378,"type":348,"marks":6379},", Director of Care, Loch Lomond Villa",[6380],{"type":1291,"attrs":6381},{"color":16},{"text":4500,"type":348},{"type":381,"content":6384},[6385],{"type":15,"attrs":6386,"content":6387},{"textAlign":53},[6388,6394,6399],{"text":6389,"type":348,"marks":6390},"Danielle Kent",[6391,6393],{"type":1291,"attrs":6392},{"color":16},{"type":1436},{"text":6395,"type":348,"marks":6396},", Director of Research, Loch Lomond Villa",[6397],{"type":1291,"attrs":6398},{"color":16},{"text":4500,"type":348},{"type":12,"content":6401},[6402,6416,6425],{"type":15,"attrs":6403,"content":6404},{"textAlign":53},[6405,6409,6411],{"text":6406,"type":348,"marks":6407},"Project title",[6408],{"type":1436},{"text":6410,"type":348},": ",{"text":6333,"type":348,"marks":6412},[6413,6415],{"type":1291,"attrs":6414},{"color":16},{"type":2609},{"type":15,"attrs":6417,"content":6418},{"textAlign":1485},[6419,6424],{"text":6420,"type":348,"marks":6421},"New Brunswick’s long term care sector is remarkably diverse, ranging from small 30-bed rural homes connected to community hospitals to 90-bed suburban facilities and large urban innovation hubs with more than 200 residents. This diversity brings strength but also complexity, especially as aging infrastructure, workforce shortages, and financial pressures make operations increasingly challenging. Recruitment and retention issues, slim budget margins, and inflation contribute to significant and sustained turnover across the province’s long-term care homes.",[6422],{"type":1291,"attrs":6423},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6426,"content":6427},{"textAlign":1485},[6428,6433],{"text":6429,"type":348,"marks":6430},"Loch Lomond Villa, recognized across New Brunswick as a leader and innovator in long-term care, is collaborating with partners to develop a shared services model that supports small and mid-sized homes facing operational and staffing challenges. Through this EXTRA project, the team aims to design and test a Centre of Excellence implementation model that strengthens collaboration, enhances sustainability, and helps restore the quality of care and support that New Brunswick’s long-term care sector is known for.",[6431],{"type":1291,"attrs":6432},{"color":16},{"text":4500,"type":348},{"_uid":6435,"title":6436,"ctaLeft":6437,"ctaRight":6438,"component":374,"columnLeft":6439,"columnRight":6550},"abec6f4e-73ce-4d90-9fa4-ea6e8a74d65d","Safety Event Classification and Learning",[],[],{"type":12,"content":6440},[6441,6446],{"type":1340,"attrs":6442,"content":6443},{"level":1342,"textAlign":53},[6444],{"text":6445,"type":348},"Michael Garron Hospital (Oxenham): Fellowship Team",{"type":378,"content":6447},[6448,6465,6482,6499,6516,6533],{"type":381,"content":6449},[6450],{"type":15,"attrs":6451,"content":6452},{"textAlign":53},[6453,6459,6464],{"text":6454,"type":348,"marks":6455},"Laura Oxenham-Murphy",[6456,6458],{"type":1291,"attrs":6457},{"color":16},{"type":1436},{"text":6460,"type":348,"marks":6461},", Director of Quality, Patient Safety, Risk, Privacy and Operational Excellence, MGH ",[6462],{"type":1291,"attrs":6463},{"color":16},{"text":4500,"type":348},{"type":381,"content":6466},[6467],{"type":15,"attrs":6468,"content":6469},{"textAlign":53},[6470,6476,6481],{"text":6471,"type":348,"marks":6472},"Ifat Witz",[6473,6475],{"type":1291,"attrs":6474},{"color":16},{"type":1436},{"text":6477,"type":348,"marks":6478},", Program Director of Mental Health and Substance Use, MGH ",[6479],{"type":1291,"attrs":6480},{"color":16},{"text":4500,"type":348},{"type":381,"content":6483},[6484],{"type":15,"attrs":6485,"content":6486},{"textAlign":53},[6487,6493,6498],{"text":6488,"type":348,"marks":6489},"Maxim Volin",[6490,6492],{"type":1291,"attrs":6491},{"color":16},{"type":1436},{"text":6494,"type":348,"marks":6495},", Director of Emergency and Diagnostic Imaging, MGH ",[6496],{"type":1291,"attrs":6497},{"color":16},{"text":4500,"type":348},{"type":381,"content":6500},[6501],{"type":15,"attrs":6502,"content":6503},{"textAlign":53},[6504,6510,6515],{"text":6505,"type":348,"marks":6506},"Marina Brezinov",[6507,6509],{"type":1291,"attrs":6508},{"color":16},{"type":1436},{"text":6511,"type":348,"marks":6512},", Director of Cardiology Expansion and Redevelopment, MGH ",[6513],{"type":1291,"attrs":6514},{"color":16},{"text":4500,"type":348},{"type":381,"content":6517},[6518],{"type":15,"attrs":6519,"content":6520},{"textAlign":53},[6521,6527,6532],{"text":6522,"type":348,"marks":6523},"Wendy Cheuk",[6524,6526],{"type":1291,"attrs":6525},{"color":16},{"type":1436},{"text":6528,"type":348,"marks":6529},", Director, Nursing Practice & Education Academic Partnerships, and Patient Experience/Relations, MGH  ",[6530],{"type":1291,"attrs":6531},{"color":16},{"text":4500,"type":348},{"type":381,"content":6534},[6535],{"type":15,"attrs":6536,"content":6537},{"textAlign":53},[6538,6544,6549],{"text":6539,"type":348,"marks":6540},"Cheryl Nelson",[6541,6543],{"type":1291,"attrs":6542},{"color":16},{"type":1436},{"text":6545,"type":348,"marks":6546},", Director of Maternal, Newborn & Child (MNC), MGH ",[6547],{"type":1291,"attrs":6548},{"color":16},{"text":4500,"type":348},{"type":12,"content":6551},[6552,6564,6573,6582],{"type":15,"attrs":6553,"content":6554},{"textAlign":53},[6555,6558,6559],{"text":6406,"type":348,"marks":6556},[6557],{"type":1436},{"text":6410,"type":348},{"text":6436,"type":348,"marks":6560},[6561,6563],{"type":1291,"attrs":6562},{"color":16},{"type":2609},{"type":15,"attrs":6565,"content":6566},{"textAlign":1485},[6567,6572],{"text":6568,"type":348,"marks":6569},"Michael Garron Hospital (MGH) maintains a robust incident reporting system, with staff across all clinical areas – including the Emergency Department, Diagnostic Medicine, Mental Health, Medicine, Maternal Newborn Care, and Surgery – actively submitting detailed reports. Over time, this process has generated a rich database of thousands of incident reports, capturing years of valuable safety intelligence.",[6570],{"type":1291,"attrs":6571},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6574,"content":6575},{"textAlign":1485},[6576,6581],{"text":6577,"type":348,"marks":6578},"Despite its potential, much of this data remains underused for proactive, organization-wide quality improvement, primarily due to an outdated classification system and limited analytical tools. Historically, incident reporting at MGH followed the WHO safety event classification method, which is no longer considered best practice. In 2025, the hospital’s quality team began transitioning to the updated HPI safety event classification method for new incidents.",[6579],{"type":1291,"attrs":6580},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6583,"content":6584},{"textAlign":1485},[6585,6590],{"text":6586,"type":348,"marks":6587},"To fully leverage this wealth of historical data, two key priorities have been identified: the retrospective reclassification of past incidents, and the systematic identification of safety trends and patterns. Together, these efforts aim to strengthen organizational learning and support continuous improvement in patient safety.",[6588],{"type":1291,"attrs":6589},{"color":16},{"text":4500,"type":348},{"_uid":6592,"title":6593,"ctaLeft":6594,"ctaRight":6595,"component":374,"columnLeft":6596,"columnRight":6677},"b5d893ca-ec1d-48cd-8ee3-afefc3ffaf78","Reducing Falls with Harm in a Post-Acute Setting",[],[],{"type":12,"content":6597},[6598,6607],{"type":1340,"attrs":6599,"content":6600},{"level":1342,"textAlign":1485},[6601,6606],{"text":6602,"type":348,"marks":6603},"Michael Garron Hospital (Sampson): ",[6604],{"type":1291,"attrs":6605},{"color":16},{"text":5224,"type":348},{"type":378,"content":6608},[6609,6626,6643,6660],{"type":381,"content":6610},[6611],{"type":15,"attrs":6612,"content":6613},{"textAlign":53},[6614,6620,6625],{"text":6615,"type":348,"marks":6616},"Jennifer Sampson",[6617,6619],{"type":1291,"attrs":6618},{"color":16},{"type":1436},{"text":6621,"type":348,"marks":6622},", Director of Transitional Care, MGH ",[6623],{"type":1291,"attrs":6624},{"color":16},{"text":4500,"type":348},{"type":381,"content":6627},[6628],{"type":15,"attrs":6629,"content":6630},{"textAlign":53},[6631,6637,6642],{"text":6632,"type":348,"marks":6633},"Jane Harwood",[6634,6636],{"type":1291,"attrs":6635},{"color":16},{"type":1436},{"text":6638,"type":348,"marks":6639},", Director of Surgery, Cardiology, and ICU, MGH ",[6640],{"type":1291,"attrs":6641},{"color":16},{"text":4500,"type":348},{"type":381,"content":6644},[6645],{"type":15,"attrs":6646,"content":6647},{"textAlign":53},[6648,6654,6659],{"text":6649,"type":348,"marks":6650},"Jessica Scott",[6651,6653],{"type":1291,"attrs":6652},{"color":16},{"type":1436},{"text":6655,"type":348,"marks":6656},", Manager of Access and Flow, MGH ",[6657],{"type":1291,"attrs":6658},{"color":16},{"text":4500,"type":348},{"type":381,"content":6661},[6662],{"type":15,"attrs":6663,"content":6664},{"textAlign":53},[6665,6671,6676],{"text":6666,"type":348,"marks":6667},"Jillian Chandler",[6668,6670],{"type":1291,"attrs":6669},{"color":16},{"type":1436},{"text":6672,"type":348,"marks":6673},", Regional Director of Integrated Client & Community Care, MGH ",[6674],{"type":1291,"attrs":6675},{"color":16},{"text":4500,"type":348},{"type":12,"content":6678},[6679,6696,6705],{"type":15,"attrs":6680,"content":6681},{"textAlign":53},[6682,6685,6686,6690],{"text":5301,"type":348,"marks":6683},[6684],{"type":1436},{"text":1512,"type":348},{"text":6687,"type":348,"marks":6688},"R",[6689],{"type":2609},{"text":6691,"type":348,"marks":6692},"educing Falls with Harm in a Post-Acute Setting",[6693,6695],{"type":1291,"attrs":6694},{"color":16},{"type":2609},{"type":15,"attrs":6697,"content":6698},{"textAlign":1485},[6699,6704],{"text":6700,"type":348,"marks":6701},"The Kew Beach Unit (KBU) is an 86-bed transitional care unit operated off-site from Michael Garron Hospital (MGH), a community teaching hospital located in Toronto’s east end. The unit is staffed by VHA Home HealthCare. Currently, KBU experiences a significantly higher rate of patient falls and falls with harm compared to other MGH units.",[6702],{"type":1291,"attrs":6703},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6706,"content":6707},{"textAlign":1485},[6708,6713],{"text":6709,"type":348,"marks":6710},"This quality improvement initiative aims to strengthen the partnership between MGH and VHA by identifying and addressing the root causes of the higher fall rate, while fostering a culture of patient safety and continuous quality improvement at KBU. This cross-organizational collaboration will also serve as a foundation for addressing other patient safety and quality challenges at the site, helping to ensure equitable care and safety for all patients – regardless of location within the organization.",[6711],{"type":1291,"attrs":6712},{"color":16},{"text":4500,"type":348},{"_uid":6715,"title":6716,"ctaLeft":6717,"ctaRight":6718,"component":374,"columnLeft":6719,"columnRight":6783},"885ff487-9092-41ed-803f-57c0cff5f2a2","Offload Delay in Acute Care Emergency Departments in Newfoundland and Labrador",[],[],{"type":12,"content":6720},[6721,6730],{"type":1340,"attrs":6722,"content":6723},{"level":1342,"textAlign":1485},[6724,6729],{"text":6725,"type":348,"marks":6726},"NL Health Services: ",[6727],{"type":1291,"attrs":6728},{"color":16},{"text":5224,"type":348},{"type":378,"content":6731},[6732,6749,6766],{"type":381,"content":6733},[6734],{"type":15,"attrs":6735,"content":6736},{"textAlign":53},[6737,6743,6748],{"text":6738,"type":348,"marks":6739},"Cassie (Nora) Chisholm",[6740,6742],{"type":1291,"attrs":6741},{"color":16},{"type":1436},{"text":6744,"type":348,"marks":6745},", Vice President, Transformation (Health Systems), NL Health Services ",[6746],{"type":1291,"attrs":6747},{"color":16},{"text":4500,"type":348},{"type":381,"content":6750},[6751],{"type":15,"attrs":6752,"content":6753},{"textAlign":53},[6754,6760,6765],{"text":6755,"type":348,"marks":6756},"Charlene Tellenbach",[6757,6759],{"type":1291,"attrs":6758},{"color":16},{"type":1436},{"text":6761,"type":348,"marks":6762},", Emergency Planning Coordinator, NL Health Services ",[6763],{"type":1291,"attrs":6764},{"color":16},{"text":4500,"type":348},{"type":381,"content":6767},[6768],{"type":15,"attrs":6769,"content":6770},{"textAlign":53},[6771,6777,6782],{"text":6772,"type":348,"marks":6773},"Nadine McEvoy",[6774,6776],{"type":1291,"attrs":6775},{"color":16},{"type":1436},{"text":6778,"type":348,"marks":6779},", Senior Director, Transformation Health Systems, NL Health Services ",[6780],{"type":1291,"attrs":6781},{"color":16},{"text":4500,"type":348},{"type":12,"content":6784},[6785,6797,6806,6815],{"type":15,"attrs":6786,"content":6787},{"textAlign":53},[6788,6791,6792],{"text":5301,"type":348,"marks":6789},[6790],{"type":1436},{"text":1512,"type":348},{"text":6716,"type":348,"marks":6793},[6794,6796],{"type":1291,"attrs":6795},{"color":16},{"type":2609},{"type":15,"attrs":6798,"content":6799},{"textAlign":1485},[6800,6805],{"text":6801,"type":348,"marks":6802},"Offload delay (OLD) refers to the delay in transferring a patient’s care from paramedics to hospital staff in the emergency department (ED) due to limited ED capacity. While sudden surges in patient volumes can create immediate pressures and trigger OLD, the issue most often reflects broader hospital flow challenges – with admitted patients held in EDs while awaiting transfer to inpatient units.",[6803],{"type":1291,"attrs":6804},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6807,"content":6808},{"textAlign":1485},[6809,6814],{"text":6810,"type":348,"marks":6811},"A high-performing healthcare system depends on the timely availability of ambulances to respond to emergencies and provide appropriate care. When paramedic teams experience offload delays, they are unable to respond to new calls in the community, reducing ambulance availability, increasing response times, and compromising patient safety.",[6812],{"type":1291,"attrs":6813},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6816,"content":6817},{"textAlign":1485},[6818,6823],{"text":6819,"type":348,"marks":6820},"The factors contributing to OLD span the continuum of care – from access to pre-emergency care and ED operations to inpatient flow and discharge pathways. In Newfoundland and Labrador, these challenges are compounded by the realities of rural and remote healthcare delivery. This project focuses on identifying measures to mitigate OLD and developing strategies to improve system flow, ensuring care that is safe, timely, and appropriate.",[6821],{"type":1291,"attrs":6822},{"color":16},{"text":4500,"type":348},{"_uid":6825,"title":6826,"ctaLeft":6827,"ctaRight":6828,"component":374,"columnLeft":6829,"columnRight":6926},"03f32dca-3d28-41a7-b0b0-d7920b64efbd","Caring with Purpose: Elevating Fundamentals to Enhance Patient and Nurse Experience",[],[],{"type":12,"content":6830},[6831,6840],{"type":1340,"attrs":6832,"content":6833},{"level":1342,"textAlign":1485},[6834,6839],{"text":6835,"type":348,"marks":6836},"Nova Scotia Health (MacDougall)",[6837],{"type":1291,"attrs":6838},{"color":16},{"text":5521,"type":348},{"type":378,"content":6841},[6842,6859,6875,6892,6909],{"type":381,"content":6843},[6844],{"type":15,"attrs":6845,"content":6846},{"textAlign":53},[6847,6853,6858],{"text":6848,"type":348,"marks":6849},"Jennifer MacDougall",[6850,6852],{"type":1291,"attrs":6851},{"color":16},{"type":1436},{"text":6854,"type":348,"marks":6855},", Director of Nursing Enhancement Strategies, Nova Scotia Health ",[6856],{"type":1291,"attrs":6857},{"color":16},{"text":4500,"type":348},{"type":381,"content":6860},[6861],{"type":15,"attrs":6862,"content":6863},{"textAlign":53},[6864,6870],{"text":6865,"type":348,"marks":6866},"Blair Goutro",[6867,6869],{"type":1291,"attrs":6868},{"color":16},{"type":1436},{"text":6871,"type":348,"marks":6872},", Health Services Manager, Nova Scotia Health",[6873],{"type":1291,"attrs":6874},{"color":16},{"type":381,"content":6876},[6877],{"type":15,"attrs":6878,"content":6879},{"textAlign":53},[6880,6886,6891],{"text":6881,"type":348,"marks":6882},"Paula Hickey",[6883,6885],{"type":1291,"attrs":6884},{"color":16},{"type":1436},{"text":6887,"type":348,"marks":6888},", Health Services Manager, Nova Scotia Health ",[6889],{"type":1291,"attrs":6890},{"color":16},{"text":4500,"type":348},{"type":381,"content":6893},[6894],{"type":15,"attrs":6895,"content":6896},{"textAlign":53},[6897,6903,6908],{"text":6898,"type":348,"marks":6899},"Nicole Russell",[6900,6902],{"type":1291,"attrs":6901},{"color":16},{"type":1436},{"text":6904,"type":348,"marks":6905},", Professional Practice Leader, Nova Scotia Health ",[6906],{"type":1291,"attrs":6907},{"color":16},{"text":4500,"type":348},{"type":381,"content":6910},[6911],{"type":15,"attrs":6912,"content":6913},{"textAlign":53},[6914,6920,6925],{"text":6915,"type":348,"marks":6916},"Glenn Cox",[6917,6919],{"type":1291,"attrs":6918},{"color":16},{"type":1436},{"text":6921,"type":348,"marks":6922},", Executive Director of Community and Rural Health, Nova Scotia Health ",[6923],{"type":1291,"attrs":6924},{"color":16},{"text":4500,"type":348},{"type":12,"content":6927},[6928,6939,6959,6968],{"type":15,"attrs":6929,"content":6930},{"textAlign":53},[6931,6934],{"text":5597,"type":348,"marks":6932},[6933],{"type":1436},{"text":6826,"type":348,"marks":6935},[6936,6938],{"type":1291,"attrs":6937},{"color":16},{"type":2609},{"type":15,"attrs":6940,"content":6941},{"textAlign":1485},[6942,6947,6953,6958],{"text":6943,"type":348,"marks":6944},"The ",[6945],{"type":1291,"attrs":6946},{"color":16},{"text":6948,"type":348,"marks":6949},"Caring with Purpose",[6950,6952],{"type":1291,"attrs":6951},{"color":16},{"type":2609},{"text":6954,"type":348,"marks":6955}," initiative focuses on strengthening the delivery of essential nursing care – communication, dignity, comfort, hygiene, nutrition, and mobility – to ensure patients consistently receive compassionate, person-centered care. Through the EXTRA program, the team is applying evidence-informed strategies and co-design methods to close gaps in care and enhance both patient and family experiences. Three acute medicine units have been selected as initial test sites in response to observed missed care and related patient concerns.",[6956],{"type":1291,"attrs":6957},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6960,"content":6961},{"textAlign":1485},[6962,6967],{"text":6963,"type":348,"marks":6964},"Supported by senior leadership and an interdisciplinary team, the initiative brings together patients, families, and frontline staff to identify priorities, test small changes, and build capacity for continuous improvement. High-quality fundamental care is recognized as the foundation of patient safety, satisfaction, and improved health outcomes.",[6965],{"type":1291,"attrs":6966},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":6969,"content":6970},{"textAlign":1485},[6971,6976],{"text":6972,"type":348,"marks":6973},"By embedding this work into organizational strategy and engaging those with lived experience, the project aims to develop a sustainable model to guide the delivery of nursing fundamentals across the province – starting locally and expanding system-wide.",[6974],{"type":1291,"attrs":6975},{"color":16},{"text":4500,"type":348},{"_uid":6978,"title":6979,"ctaLeft":6980,"ctaRight":6981,"component":374,"columnLeft":6982,"columnRight":7080},"c32e142c-0fd6-4127-b0ca-16f4f033587d","Stronger Together: Partnering with Mi’kmaq Communities for Better Access to Primary Care",[],[],{"type":12,"content":6983},[6984,6993],{"type":1340,"attrs":6985,"content":6986},{"level":1342,"textAlign":1485},[6987,6992],{"text":6988,"type":348,"marks":6989},"Nova Scotia Health (Thompson): ",[6990],{"type":1291,"attrs":6991},{"color":16},{"text":5224,"type":348},{"type":378,"content":6994},[6995,7012,7029,7046,7063],{"type":381,"content":6996},[6997],{"type":15,"attrs":6998,"content":6999},{"textAlign":53},[7000,7006,7011],{"text":7001,"type":348,"marks":7002},"Toni Thompson",[7003,7005],{"type":1291,"attrs":7004},{"color":16},{"type":1436},{"text":7007,"type":348,"marks":7008},", Executive Director, NZ ",[7009],{"type":1291,"attrs":7010},{"color":16},{"text":4500,"type":348},{"type":381,"content":7013},[7014],{"type":15,"attrs":7015,"content":7016},{"textAlign":53},[7017,7023,7028],{"text":7018,"type":348,"marks":7019},"Helen Scott-Davidson",[7020,7022],{"type":1291,"attrs":7021},{"color":16},{"type":1436},{"text":7024,"type":348,"marks":7025},", Director of Primary Health Care and Chronic Disease Management and Wellness, Nova Scotia Health ",[7026],{"type":1291,"attrs":7027},{"color":16},{"text":4500,"type":348},{"type":381,"content":7030},[7031],{"type":15,"attrs":7032,"content":7033},{"textAlign":53},[7034,7040,7045],{"text":7035,"type":348,"marks":7036},"Tammy Parker",[7037,7039],{"type":1291,"attrs":7038},{"color":16},{"type":1436},{"text":7041,"type":348,"marks":7042},", Director of Interprofessional Practice and Learning, Nova Scotia Health ",[7043],{"type":1291,"attrs":7044},{"color":16},{"text":4500,"type":348},{"type":381,"content":7047},[7048],{"type":15,"attrs":7049,"content":7050},{"textAlign":53},[7051,7057,7062],{"text":7052,"type":348,"marks":7053},"Cora Lee Joudrey",[7054,7056],{"type":1291,"attrs":7055},{"color":16},{"type":1436},{"text":7058,"type":348,"marks":7059},", Director of Primary Health Care & Chronic Disease Management, Nova Scotia Health ",[7060],{"type":1291,"attrs":7061},{"color":16},{"text":4500,"type":348},{"type":381,"content":7064},[7065],{"type":15,"attrs":7066,"content":7067},{"textAlign":53},[7068,7074,7079],{"text":7069,"type":348,"marks":7070},"Whitney Lum",[7071,7073],{"type":1291,"attrs":7072},{"color":16},{"type":1436},{"text":7075,"type":348,"marks":7076},", Department Head of Family Practice, Nova Scotia Health  ",[7077],{"type":1291,"attrs":7078},{"color":16},{"text":4500,"type":348},{"type":12,"content":7081},[7082,7092,7101,7110],{"type":15,"attrs":7083,"content":7084},{"textAlign":53},[7085,7088,7089],{"text":5301,"type":348,"marks":7086},[7087],{"type":1436},{"text":1512,"type":348},{"text":6979,"type":348,"marks":7090},[7091],{"type":2609},{"type":15,"attrs":7093,"content":7094},{"textAlign":1485},[7095,7100],{"text":7096,"type":348,"marks":7097},"Across Nova Scotia’s rural landscapes – particularly among Mi’kmaq and other Indigenous communities – enduring barriers continue to limit access to timely, culturally safe primary healthcare. Geographic remoteness, a shortage of healthcare providers, and widening digital divides have further eroded both access and trust in the healthcare system.",[7098],{"type":1291,"attrs":7099},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7102,"content":7103},{"textAlign":1485},[7104,7109],{"text":7105,"type":348,"marks":7106},"This initiative seeks to change that reality by strengthening the uptake and impact of a virtual care platform tailored to the needs and rhythms of Northern Zone’s rural and Indigenous communities. Grounded in respectful collaboration with local leaders and organizations, the project aims to enhance digital literacy, build community trust, and promote equitable access to virtual care.",[7107],{"type":1291,"attrs":7108},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7111,"content":7112},{"textAlign":1485},[7113,7118],{"text":7114,"type":348,"marks":7115},"Healthcare providers will be supported to deliver culturally safe care through virtual means, blending technology and human connection in ways that honour the values, traditions, and lived experiences of the communities they serve. By September 2026, the initiative aims to increase virtual primary care visits by 15 percent, reduce pressure on emergency departments, and advance a more inclusive, responsive, and culturally grounded healthcare system.",[7116],{"type":1291,"attrs":7117},{"color":16},{"text":4500,"type":348},{"_uid":7120,"title":7121,"ctaLeft":7122,"ctaRight":7123,"component":374,"columnLeft":7124,"columnRight":7170},"3bcfbec9-1cd7-417a-8e9b-004912266ffd","Virtual Therapy in SHA",[],[],{"type":12,"content":7125},[7126,7135],{"type":1340,"attrs":7127,"content":7128},{"level":1342,"textAlign":1485},[7129,7134],{"text":7130,"type":348,"marks":7131},"Saskatchewan Health Authority (SHA)",[7132],{"type":1291,"attrs":7133},{"color":16},{"text":5521,"type":348},{"type":378,"content":7136},[7137,7154],{"type":381,"content":7138},[7139],{"type":15,"attrs":7140,"content":7141},{"textAlign":53},[7142,7148,7153],{"text":7143,"type":348,"marks":7144},"Curtis Newton",[7145,7147],{"type":1291,"attrs":7146},{"color":16},{"type":1436},{"text":7149,"type":348,"marks":7150},", Director, Primary Health Care, SHA ",[7151],{"type":1291,"attrs":7152},{"color":16},{"text":4500,"type":348},{"type":381,"content":7155},[7156],{"type":15,"attrs":7157,"content":7158},{"textAlign":53},[7159,7165,7169],{"text":7160,"type":348,"marks":7161},"Desirae Neville",[7162,7164],{"type":1291,"attrs":7163},{"color":16},{"type":1436},{"text":7149,"type":348,"marks":7166},[7167],{"type":1291,"attrs":7168},{"color":16},{"text":4500,"type":348},{"type":12,"content":7171},[7172,7204,7213,7222],{"type":15,"attrs":7173,"content":7174},{"textAlign":53},[7175,7178,7182,7186,7191,7195,7200],{"text":6406,"type":348,"marks":7176},[7177],{"type":1436},{"text":6410,"type":348,"marks":7179},[7180],{"type":1291,"attrs":7181},{"color":1516},{"text":7183,"type":348,"marks":7184},"Virtual Therapy",[7185],{"type":2609},{"text":4500,"type":348,"marks":7187},[7188,7190],{"type":1291,"attrs":7189},{"color":16},{"type":2609},{"text":7192,"type":348,"marks":7193},"in",[7194],{"type":2609},{"text":4500,"type":348,"marks":7196},[7197,7199],{"type":1291,"attrs":7198},{"color":16},{"type":2609},{"text":7201,"type":348,"marks":7202},"SHA ",[7203],{"type":2609},{"type":15,"attrs":7205,"content":7206},{"textAlign":53},[7207,7212],{"text":7208,"type":348,"marks":7209},"In Saskatchewan – particularly in rural and remote areas – both patients and therapists (PT, OT, SLP) face significant challenges in accessing and delivering essential therapy services. Patients encounter geographic and logistical barriers, including long travel distances and service gaps, which limit their access to therapy and affect their quality of life, independence, and overall health.",[7210],{"type":1291,"attrs":7211},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7214,"content":7215},{"textAlign":1485},[7216,7221],{"text":7217,"type":348,"marks":7218},"At the same time, therapists manage high caseloads and extensive travel requirements, contributing to burnout, moral distress, and high vacancy rates. To help close these gaps in care accessibility and better support therapists across large geographical areas, this project introduces a provincial approach to expanding virtual therapy options.",[7219],{"type":1291,"attrs":7220},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7223,"content":7224},{"textAlign":1485},[7225,7230],{"text":7226,"type":348,"marks":7227},"By enhancing access to care through virtual delivery, the initiative aims to improve patient outcomes, reduce strain on healthcare providers, and strengthen the overall accessibility and sustainability of therapy services across the province.",[7228],{"type":1291,"attrs":7229},{"color":16},{"text":4500,"type":348},{"_uid":7232,"title":7233,"ctaLeft":7234,"ctaRight":7235,"component":374,"columnLeft":7236,"columnRight":7351},"65c8d6f4-19a0-4096-80e2-d3bb84a987da","Enhancing and Embedding Home Health Nursing Competencies at SE Health: Strengthening Confidence, Retention, and Organizational Excellence",[],[],{"type":12,"content":7237},[7238,7247],{"type":1340,"attrs":7239,"content":7240},{"level":1342,"textAlign":1485},[7241,7246],{"text":7242,"type":348,"marks":7243},"SE Health: ",[7244],{"type":1291,"attrs":7245},{"color":16},{"text":5224,"type":348},{"type":378,"content":7248},[7249,7266,7283,7300,7317,7334],{"type":381,"content":7250},[7251],{"type":15,"attrs":7252,"content":7253},{"textAlign":53},[7254,7260,7265],{"text":7255,"type":348,"marks":7256},"Corey MacKenzie",[7257,7259],{"type":1291,"attrs":7258},{"color":16},{"type":1436},{"text":7261,"type":348,"marks":7262},", Senior Director, SE Health ",[7263],{"type":1291,"attrs":7264},{"color":16},{"text":4500,"type":348},{"type":381,"content":7267},[7268],{"type":15,"attrs":7269,"content":7270},{"textAlign":53},[7271,7277,7282],{"text":7272,"type":348,"marks":7273},"Chelsea Coumoundouros",[7274,7276],{"type":1291,"attrs":7275},{"color":16},{"type":1436},{"text":7278,"type":348,"marks":7279},", Research Fellow, SE Health ",[7280],{"type":1291,"attrs":7281},{"color":16},{"text":4500,"type":348},{"type":381,"content":7284},[7285],{"type":15,"attrs":7286,"content":7287},{"textAlign":53},[7288,7294,7299],{"text":7289,"type":348,"marks":7290},"Carly McPhee",[7291,7293],{"type":1291,"attrs":7292},{"color":16},{"type":1436},{"text":7295,"type":348,"marks":7296},", Advanced Practice Leader, SE Health ",[7297],{"type":1291,"attrs":7298},{"color":16},{"text":4500,"type":348},{"type":381,"content":7301},[7302],{"type":15,"attrs":7303,"content":7304},{"textAlign":53},[7305,7311,7316],{"text":7306,"type":348,"marks":7307},"Kim Utley",[7308,7310],{"type":1291,"attrs":7309},{"color":16},{"type":1436},{"text":7312,"type":348,"marks":7313},", Senior Clinical Director, SE Health ",[7314],{"type":1291,"attrs":7315},{"color":16},{"text":4500,"type":348},{"type":381,"content":7318},[7319],{"type":15,"attrs":7320,"content":7321},{"textAlign":53},[7322,7328,7333],{"text":7323,"type":348,"marks":7324},"Natalia Stovichek",[7325,7327],{"type":1291,"attrs":7326},{"color":16},{"type":1436},{"text":7329,"type":348,"marks":7330},", Director of Nursing, SE Health ",[7331],{"type":1291,"attrs":7332},{"color":16},{"text":4500,"type":348},{"type":381,"content":7335},[7336],{"type":15,"attrs":7337,"content":7338},{"textAlign":53},[7339,7345,7350],{"text":7340,"type":348,"marks":7341},"Jennifer Little",[7342,7344],{"type":1291,"attrs":7343},{"color":16},{"type":1436},{"text":7346,"type":348,"marks":7347},", Practice coach, SE Health ",[7348],{"type":1291,"attrs":7349},{"color":16},{"text":4500,"type":348},{"type":12,"content":7352},[7353,7365,7374,7383],{"type":15,"attrs":7354,"content":7355},{"textAlign":53},[7356,7359,7360],{"text":5301,"type":348,"marks":7357},[7358],{"type":1436},{"text":1512,"type":348},{"text":7233,"type":348,"marks":7361},[7362,7364],{"type":1291,"attrs":7363},{"color":16},{"type":2609},{"type":15,"attrs":7366,"content":7367},{"textAlign":1485},[7368,7373],{"text":7369,"type":348,"marks":7370},"SE Health is launching a quality improvement initiative to enhance the confidence and capabilities of home care nurses across the organization. The initiative builds on SE Health’s leadership in developing the 2024 Home Health Nursing Competencies in partnership with Community Health Nurses of Canada (CHNC), and aligns with the organization’s commitment to continuous improvement, person-centered care and workforce excellence.",[7371],{"type":1291,"attrs":7372},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7375,"content":7376},{"textAlign":1485},[7377,7382],{"text":7378,"type":348,"marks":7379},"The work will unfold in three phases. The first phase involves a comprehensive readiness assessment to identify current strengths and gaps in applying the updated competencies. The second phase will focus on developing strategies to support workforce retention, learning and continuous quality improvement. The final phase will implement and evaluate these strategies to assess their impact on nurse confidence, client outcomes and organizational performance.",[7380],{"type":1291,"attrs":7381},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7384,"content":7385},{"textAlign":1485},[7386,7391],{"text":7387,"type":348,"marks":7388},"Aligned with SE Health’s H.O.P.E. Model® and its pursuit of accreditation excellence, this initiative reinforces the organization’s commitment to delivering exceptional care in the home and community.",[7389],{"type":1291,"attrs":7390},{"color":16},{"text":4500,"type":348},{"_uid":7393,"title":7394,"ctaLeft":7395,"ctaRight":7396,"component":374,"columnLeft":7397,"columnRight":7457},"c15fc286-c157-408a-abca-ce192f28b345","Strengthening a Culture of Safety Through a Two-Eyed Seeing Approach",[],[],{"type":12,"content":7398},[7399,7404],{"type":1340,"attrs":7400,"content":7401},{"level":1342,"textAlign":1485},[7402],{"text":7403,"type":348},"Soonats’ooneh Community Health Centre: Fellowship team",{"type":378,"content":7405},[7406,7423,7440],{"type":381,"content":7407},[7408],{"type":15,"attrs":7409,"content":7410},{"textAlign":53},[7411,7417,7422],{"text":7412,"type":348,"marks":7413},"Cassandra Mitchell",[7414,7416],{"type":1291,"attrs":7415},{"color":16},{"type":1436},{"text":7418,"type":348,"marks":7419},", Clinical Engagement & Improvement Coordinator ",[7420],{"type":1291,"attrs":7421},{"color":16},{"text":4500,"type":348},{"type":381,"content":7424},[7425],{"type":15,"attrs":7426,"content":7427},{"textAlign":53},[7428,7434,7439],{"text":7429,"type":348,"marks":7430},"Lucille Duncan",[7431,7433],{"type":1291,"attrs":7432},{"color":16},{"type":1436},{"text":7435,"type":348,"marks":7436},", Elder ",[7437],{"type":1291,"attrs":7438},{"color":16},{"text":4500,"type":348},{"type":381,"content":7441},[7442],{"type":15,"attrs":7443,"content":7444},{"textAlign":53},[7445,7451,7456],{"text":7446,"type":348,"marks":7447},"Shobha Sharma",[7448,7450],{"type":1291,"attrs":7449},{"color":16},{"type":1436},{"text":7452,"type":348,"marks":7453},", Executive Director ",[7454],{"type":1291,"attrs":7455},{"color":16},{"text":4500,"type":348},{"type":12,"content":7458},[7459,7470,7479,7488],{"type":15,"attrs":7460,"content":7461},{"textAlign":53},[7462,7465],{"text":5597,"type":348,"marks":7463},[7464],{"type":1436},{"text":7394,"type":348,"marks":7466},[7467,7469],{"type":1291,"attrs":7468},{"color":16},{"type":2609},{"type":15,"attrs":7471,"content":7472},{"textAlign":1485},[7473,7478],{"text":7474,"type":348,"marks":7475},"This project builds on work initiated in Cohort 19 (August 2024) to develop a culturally safe and informed Patient Safety Learning System (PSLS). The initiative continues through Soonats’ooneh’s operational teams, with implementation of the PSLS supported by the Clinical Engagement and Quality Coordinator as part of an ongoing quality improvement effort focused on fostering a culture of safety and open reporting.",[7476],{"type":1291,"attrs":7477},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7480,"content":7481},{"textAlign":1485},[7482,7487],{"text":7483,"type":348,"marks":7484},"Cohort 20 offers an opportunity to expand this work by integrating new knowledge and wisdom, including an Elder’s trauma-responsive perspective on creating culturally safe environments and the Executive Director’s leadership in building a sustainable safety reporting system.",[7485],{"type":1291,"attrs":7486},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7489,"content":7490},{"textAlign":1485},[7491,7496],{"text":7492,"type":348,"marks":7493},"This initiative reflects Soonats’ooneh Health Society’s commitment to building a safer, more inclusive healthcare environment for all.",[7494],{"type":1291,"attrs":7495},{"color":16},{"text":4500,"type":348},{"_uid":7498,"title":7499,"ctaLeft":7500,"ctaRight":7501,"component":374,"columnLeft":7502,"columnRight":7583},"9aecfc72-b8c6-479f-b3e2-b945618dcbd1","Development of an Implementation Framework for Model of Care Redesign: Piloting an Approach in an Urban Academic Centre Emergency Department",[],[],{"type":12,"content":7503},[7504,7513],{"type":1340,"attrs":7505,"content":7506},{"level":1342,"textAlign":1485},[7507,7512],{"text":7508,"type":348,"marks":7509},"Unity Health Toronto",[7510],{"type":1291,"attrs":7511},{"color":16},{"text":5521,"type":348},{"type":378,"content":7514},[7515,7532,7549,7566],{"type":381,"content":7516},[7517],{"type":15,"attrs":7518,"content":7519},{"textAlign":53},[7520,7526,7531],{"text":7521,"type":348,"marks":7522},"Teresa Valenzano-Hacker",[7523,7525],{"type":1291,"attrs":7524},{"color":16},{"type":1436},{"text":7527,"type":348,"marks":7528},", Manager, Clinical Practice Improvement & Scholarship ",[7529],{"type":1291,"attrs":7530},{"color":16},{"text":4500,"type":348},{"type":381,"content":7533},[7534],{"type":15,"attrs":7535,"content":7536},{"textAlign":53},[7537,7543,7548],{"text":7538,"type":348,"marks":7539},"Jacqueline Chen",[7540,7542],{"type":1291,"attrs":7541},{"color":16},{"type":1436},{"text":7544,"type":348,"marks":7545},", Senior Director for Emergency Care",[7546],{"type":1291,"attrs":7547},{"color":16},{"text":4500,"type":348},{"type":381,"content":7550},[7551],{"type":15,"attrs":7552,"content":7553},{"textAlign":53},[7554,7560,7565],{"text":7555,"type":348,"marks":7556},"Sarah Dimmock",[7557,7559],{"type":1291,"attrs":7558},{"color":16},{"type":1436},{"text":7561,"type":348,"marks":7562},", Senior Director, Health Disciplines Practice & Education ",[7563],{"type":1291,"attrs":7564},{"color":16},{"text":4500,"type":348},{"type":381,"content":7567},[7568],{"type":15,"attrs":7569,"content":7570},{"textAlign":53},[7571,7577,7582],{"text":7572,"type":348,"marks":7573},"Alexandra Harris",[7574,7576],{"type":1291,"attrs":7575},{"color":16},{"type":1436},{"text":7578,"type":348,"marks":7579},", Senior Director, Nursing Practice & Education and Investigator ",[7580],{"type":1291,"attrs":7581},{"color":16},{"text":4500,"type":348},{"type":12,"content":7584},[7585,7597,7606],{"type":15,"attrs":7586,"content":7587},{"textAlign":53},[7588,7591,7592],{"text":5301,"type":348,"marks":7589},[7590],{"type":1436},{"text":1512,"type":348},{"text":7499,"type":348,"marks":7593},[7594,7596],{"type":1291,"attrs":7595},{"color":16},{"type":2609},{"type":15,"attrs":7598,"content":7599},{"textAlign":1485},[7600,7605],{"text":7601,"type":348,"marks":7602},"Existing model of care redesign efforts and available tools tend to focus on staffing ratios and skill mix, often within professional silos and without an interprofessional lens. This narrow focus limits the ability to create recommendations that support collaborative care and optimized scopes of practice. In addition, there is a lack of evidence and suitable tools to guide this work, particularly in ambulatory and emergency settings.",[7603],{"type":1291,"attrs":7604},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7607,"content":7608},{"textAlign":1485},[7609,7614],{"text":7610,"type":348,"marks":7611},"Through the Interprofessional Models of Care initiative, Unity Health Toronto is developing a scalable and replicable framework to support the design of models of care that reflect patient needs, promote collaboration across disciplines, and optimize professional practice. The framework will be piloted in the emergency departments at St. Joseph’s Health Centre and St. Michael’s Hospital, with the goal of enhancing the effectiveness, efficiency, and person-centeredness of healthcare delivery.",[7612],{"type":1291,"attrs":7613},{"color":16},{"text":4500,"type":348},{"_uid":7616,"title":7617,"ctaLeft":7618,"ctaRight":7619,"component":374,"columnLeft":7620,"columnRight":7719},"b630b88a-fc0b-4022-bf6c-68ccc03f2a44","VON Canada Health and Wellness Integration Pilot ",[],[],{"type":12,"content":7621},[7622,7632],{"type":1340,"attrs":7623,"content":7624},{"level":1342,"textAlign":1485},[7625,7630],{"text":7626,"type":348,"marks":7627},"VON Canada:",[7628],{"type":1291,"attrs":7629},{"color":16},{"text":7631,"type":348}," Fellowship team",{"type":378,"content":7633},[7634,7651,7668,7685,7702],{"type":381,"content":7635},[7636],{"type":15,"attrs":7637,"content":7638},{"textAlign":53},[7639,7645,7650],{"text":7640,"type":348,"marks":7641},"Kerri Milne",[7642,7644],{"type":1291,"attrs":7643},{"color":16},{"type":1436},{"text":7646,"type":348,"marks":7647},", Director ",[7648],{"type":1291,"attrs":7649},{"color":16},{"text":4500,"type":348},{"type":381,"content":7652},[7653],{"type":15,"attrs":7654,"content":7655},{"textAlign":53},[7656,7662,7667],{"text":7657,"type":348,"marks":7658},"Kayla Smith",[7659,7661],{"type":1291,"attrs":7660},{"color":16},{"type":1436},{"text":7663,"type":348,"marks":7664},", Director, Home & Community Care Annapolis Valley ",[7665],{"type":1291,"attrs":7666},{"color":16},{"text":4500,"type":348},{"type":381,"content":7669},[7670],{"type":15,"attrs":7671,"content":7672},{"textAlign":53},[7673,7679,7684],{"text":7674,"type":348,"marks":7675},"Thien Trang",[7676,7678],{"type":1291,"attrs":7677},{"color":16},{"type":1436},{"text":7680,"type":348,"marks":7681},", Director of Professional Practice and Education ",[7682],{"type":1291,"attrs":7683},{"color":16},{"text":4500,"type":348},{"type":381,"content":7686},[7687],{"type":15,"attrs":7688,"content":7689},{"textAlign":53},[7690,7696,7701],{"text":7691,"type":348,"marks":7692},"Colin Roop",[7693,7695],{"type":1291,"attrs":7694},{"color":16},{"type":1436},{"text":7697,"type":348,"marks":7698},", Director of Labour and Employee Relations ",[7699],{"type":1291,"attrs":7700},{"color":16},{"text":4500,"type":348},{"type":381,"content":7703},[7704],{"type":15,"attrs":7705,"content":7706},{"textAlign":53},[7707,7713,7718],{"text":7708,"type":348,"marks":7709},"Alison Abrera-Gibb",[7710,7712],{"type":1291,"attrs":7711},{"color":16},{"type":1436},{"text":7714,"type":348,"marks":7715},", National Director of Strategic Growth & Partnerships ",[7716],{"type":1291,"attrs":7717},{"color":16},{"text":4500,"type":348},{"type":12,"content":7720},[7721,7737,7746,7755],{"type":15,"attrs":7722,"content":7723},{"textAlign":53},[7724,7727,7728,7734],{"text":6406,"type":348,"marks":7725},[7726],{"type":1436},{"text":6410,"type":348},{"text":7729,"type":348,"marks":7730},"VON Canada Health and Wellness Integration Pilot",[7731,7733],{"type":1291,"attrs":7732},{"color":16},{"type":2609},{"text":4500,"type":348,"marks":7735},[7736],{"type":2609},{"type":15,"attrs":7738,"content":7739},{"textAlign":1485},[7740,7745],{"text":7741,"type":348,"marks":7742},"VON Canada is piloting a co-designed, integrated model of care in North Bay, Ontario, to help older adults age in place. As the first baby boomers turn 80 in 2026 – and more than 90 percent of older Ontarians express a preference to remain at home – this initiative offers a proactive alternative to fragmented, crisis-driven care.",[7743],{"type":1291,"attrs":7744},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7747,"content":7748},{"textAlign":1485},[7749,7754],{"text":7750,"type":348,"marks":7751},"The pilot integrates services across VON and partner organizations, embedding a Nurse Practitioner and Navigator within a Neighbourhood Model and Community Nursing Clinic. This wraparound, client-directed approach enables early identification of unmet needs, improved access to coordinated health and social services, and stabilization of conditions before escalation.",[7752],{"type":1291,"attrs":7753},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":7756,"content":7757},{"textAlign":1485},[7758,7763],{"text":7759,"type":348,"marks":7760},"Co-designed with key stakeholders, the model strengthens capacity through system and process integration and by engaging community volunteers. Expected outcomes include fewer emergency department visits and hospitalizations, as well as increased uptake of preventive care and social prescribing. The model aligns VON’s home care, primary care, and community supports, and will be evaluated using the Quintuple Aim. This scalable, community-based approach aims to improve outcomes and reduce system strain in rural and underserved areas.",[7761],{"type":1291,"attrs":7762},{"color":16},{"text":4500,"type":348},"EXTRA Cohort 20 (2025): Projects",{"type":12,"content":7766},[7767],{"type":15},{"id":16,"_uid":7769,"items":7770,"title":9395,"component":1089,"description":9396},"dd98772d-da84-49dc-81c7-02923ba9f625",[7771,7852,7924,8014,8113,8203,8298,8435,8535,8653,8751,8854,8984,9090,9179,9294],{"_uid":7772,"title":7773,"ctaLeft":7774,"ctaRight":7775,"component":374,"columnLeft":7776,"columnRight":7829},"f67b389b-4591-40d0-902d-51e7cd1af9a8","Listening and learning from Indigenous health leaders to create a culturally safe space that strengthens recruitment and retention",[],[],{"type":12,"content":7777},[7778,7783],{"type":1340,"attrs":7779,"content":7780},{"level":1342,"textAlign":53},[7781],{"text":7782,"type":348},"Canadian Health Leadership Network: Fellowship team",{"type":378,"content":7784},[7785,7796,7807,7818],{"type":381,"content":7786},[7787],{"type":15,"attrs":7788,"content":7789},{"textAlign":53},[7790,7794],{"text":7791,"type":348,"marks":7792},"Dawn Thomas",[7793],{"type":1436},{"text":7795,"type":348},", Vice President Indigenous Health and Diversity, Equity and Inclusion, Island Health",{"type":381,"content":7797},[7798],{"type":15,"attrs":7799,"content":7800},{"textAlign":53},[7801,7805],{"text":7802,"type":348,"marks":7803},"Kelly Grimes",[7804],{"type":1436},{"text":7806,"type":348},", CEO, The Canadian Health Leadership Network",{"type":381,"content":7808},[7809],{"type":15,"attrs":7810,"content":7811},{"textAlign":53},[7812,7816],{"text":7813,"type":348,"marks":7814},"Reagan Bartel",[7815],{"type":1436},{"text":7817,"type":348},", Director of Health, Otipemisiwak Métis Government, Métis Nation of Alberta (MNA)",{"type":381,"content":7819},[7820],{"type":15,"attrs":7821,"content":7822},{"textAlign":53},[7823,7827],{"text":7824,"type":348,"marks":7825},"Steve Kovacic",[7826],{"type":1436},{"text":7828,"type":348},", Vice President, Chief Human Resources Officer and Reconciliation, The Good Samaritan Society",{"type":12,"content":7830},[7831,7840,7845,7850],{"type":15,"attrs":7832,"content":7833},{"textAlign":53},[7834,7837],{"text":5597,"type":348,"marks":7835},[7836],{"type":1436},{"text":7773,"type":348,"marks":7838},[7839],{"type":2609},{"type":15,"attrs":7841,"content":7842},{"textAlign":53},[7843],{"text":7844,"type":348},"The Canadian Health Leadership Network (CHLNet) and its partners met with Indigenous health leaders to discuss their concerns and hopes for leadership in Canada’s healthcare system. The 2020 “In-Plain Sight” report stressed the need to increase Indigenous leadership roles and decision-making in both Indigenous health governance and the wider healthcare system.",{"type":15,"attrs":7846,"content":7847},{"textAlign":53},[7848],{"text":7849,"type":348},"In October 2023, CHLNet hosted a Listening Circle. The event aimed to explore how non-Indigenous employers can create culturally safe environments for hiring and supporting Indigenous health leaders. This project will build on those discussions to improve leadership practices at both system and organizational levels.",{"type":1340,"attrs":7851},{"level":1498,"textAlign":53},{"_uid":7853,"title":7854,"ctaLeft":7855,"ctaRight":7856,"component":374,"columnLeft":7857,"columnRight":7898},"bd363efe-53bd-45a6-901b-e0a3d0ec7711","Implementing a culturally safe patient safety learning system to improve culture and client care",[],[],{"type":12,"content":7858},[7859,7864],{"type":1340,"attrs":7860,"content":7861},{"level":1342,"textAlign":53},[7862],{"text":7863,"type":348},"Central Interior Native Health Society: Fellowship team",{"type":378,"content":7865},[7866,7877,7887],{"type":381,"content":7867},[7868],{"type":15,"attrs":7869,"content":7870},{"textAlign":53},[7871,7875],{"text":7872,"type":348,"marks":7873},"Tammy Rogers",[7874],{"type":1436},{"text":7876,"type":348},", Primary Care Clinic Coordinator, Central Interior Native Health Society",{"type":381,"content":7878},[7879],{"type":15,"attrs":7880,"content":7881},{"textAlign":53},[7882,7885],{"text":7412,"type":348,"marks":7883},[7884],{"type":1436},{"text":7886,"type":348},", Clinical Development Coordinator, Central Interior Native Health Society",{"type":381,"content":7888},[7889],{"type":15,"attrs":7890,"content":7891},{"textAlign":53},[7892,7896],{"text":7893,"type":348,"marks":7894},"Emily Christensen-Sweeney",[7895],{"type":1436},{"text":7897,"type":348},", Client Safety and Community Engagement Coordinator, Central Interior Native Health Society",{"type":12,"content":7899},[7900,7909,7914,7919],{"type":15,"attrs":7901,"content":7902},{"textAlign":53},[7903,7906],{"text":5597,"type":348,"marks":7904},[7905],{"type":1436},{"text":7854,"type":348,"marks":7907},[7908],{"type":2609},{"type":15,"attrs":7910,"content":7911},{"textAlign":53},[7912],{"text":7913,"type":348},"Central Interior Native Health (CINHS) understands the need for a patient safety learning system (PSLS) to meet professional standards and be accountable to the communities it serves. A PSLS will help track organizational learning and system changes needed to prevent medical errors.",{"type":15,"attrs":7915,"content":7916},{"textAlign":53},[7917],{"text":7918,"type":348},"CINHS provides safe, high-quality care to all patients, while ensuring a supportive and safe environment for staff and contractors. To better improve the system, CINHS aims to ensure workplaces and care settings are trauma-informed and culturally safe. They also expect partner organizations to follow the same standards.",{"type":15,"attrs":7920,"content":7921},{"textAlign":53},[7922],{"text":7923,"type":348},"This project strengthens accountability for both clients and staff by promoting fair and safe services. It also helps CINHS build leadership skills to handle complex changes, while keeping the focus on clients and culture.",{"_uid":7925,"title":7926,"ctaLeft":7927,"ctaRight":7928,"component":374,"columnLeft":7929,"columnRight":7993},"93b211c7-6bcf-4a5a-a05a-8fbca73e1c53","Clinical culture and communication: Supporting reassuring aeromedical transfers to Nunavik",[],[],{"type":12,"content":7930},[7931,7936],{"type":1340,"attrs":7932,"content":7933},{"level":1342,"textAlign":53},[7934],{"text":7935,"type":348},"CHU de Québec–Université Laval: Fellowship team",{"type":378,"content":7937},[7938,7949,7960,7971,7982],{"type":381,"content":7939},[7940],{"type":15,"attrs":7941,"content":7942},{"textAlign":53},[7943,7947],{"text":7944,"type":348,"marks":7945},"Stéphane Tremblay",[7946],{"type":1436},{"text":7948,"type":348},", Director of Critical Care, CHU de Québec–Université Laval",{"type":381,"content":7950},[7951],{"type":15,"attrs":7952,"content":7953},{"textAlign":53},[7954,7958],{"text":7955,"type":348,"marks":7956},"Sarah-Kim Dufour Bernard",[7957],{"type":1436},{"text":7959,"type":348},", Associate Director (Interim) – Logistics Department, CHU de Québec-Université Laval",{"type":381,"content":7961},[7962],{"type":15,"attrs":7963,"content":7964},{"textAlign":53},[7965,7969],{"text":7966,"type":348,"marks":7967},"Julie De Carufel",[7968],{"type":1436},{"text":7970,"type":348},", Physician Escort and Regulator Physician in the Quebec Aeromedical Evacuation Program (EVAQ), CHU de Québec-Université Laval",{"type":381,"content":7972},[7973],{"type":15,"attrs":7974,"content":7975},{"textAlign":53},[7976,7980],{"text":7977,"type":348,"marks":7978},"Jean-Thomas Grantham",[7979],{"type":1436},{"text":7981,"type":348},", Assistant to the Chief Executive Officer – Public Affairs, CHU de Québec-Université Laval",{"type":381,"content":7983},[7984],{"type":15,"attrs":7985,"content":7986},{"textAlign":53},[7987,7991],{"text":7988,"type":348,"marks":7989},"Sarah Déry",[7990],{"type":1436},{"text":7992,"type":348},", Assistant to the Director – Business Processes, CHU de Québec-Université Laval",{"type":12,"content":7994},[7995,8004,8009],{"type":15,"attrs":7996,"content":7997},{"textAlign":53},[7998,8001],{"text":5597,"type":348,"marks":7999},[8000],{"type":1436},{"text":7926,"type":348,"marks":8002},[8003],{"type":2609},{"type":15,"attrs":8005,"content":8006},{"textAlign":53},[8007],{"text":8008,"type":348},"The Quebec aeromedical evacuation program (EVAQ) at the CHU de Québec–Université Laval carries outpatient medical transfers to specialist centres across Quebec, including Nunavik’s Inuit communities. The fact that these patients, who make up 19% of transfers, are often far from their family and community creates significant challenges. To improve quality of care, EVAQ proposes developing in-flight communication services that are sensitive to Inuit culture. Patients’ ability to speak their native language is critical to establishing a trust relationship with health professionals, and to obtaining culturally safe care.",{"type":15,"attrs":8010,"content":8011},{"textAlign":53},[8012],{"text":8013,"type":348},"The project aims to facilitate simultaneous interpretation and other modes of communication to empower patients as active participants in their care in accordance with the Inuit concept of pigunnasiarniq, which emphasizes the importance of competence and control over one’s life. The project also aligns with the objectives of Healthcare Excellence Canada’s 2022–2026 Truth and Reconciliation Action Plan by building partnerships with Indigenous communities to promote cultural safety in healthcare.",{"_uid":8015,"title":8016,"ctaLeft":8017,"ctaRight":8018,"component":374,"columnLeft":8019,"columnRight":8082},"31806833-cc58-4916-b189-3d626e282457","Improving manager experiences for patient benefit",[],[],{"type":12,"content":8020},[8021,8025],{"type":1340,"attrs":8022,"content":8023},{"level":1342,"textAlign":53},[8024],{"text":7935,"type":348},{"type":378,"content":8026},[8027,8038,8049,8060,8071],{"type":381,"content":8028},[8029],{"type":15,"attrs":8030,"content":8031},{"textAlign":53},[8032,8036],{"text":8033,"type":348,"marks":8034},"Marie-Michèle Fontaine",[8035],{"type":1436},{"text":8037,"type":348},", Director of Human Resources, CHU de Québec-Université Laval",{"type":381,"content":8039},[8040],{"type":15,"attrs":8041,"content":8042},{"textAlign":53},[8043,8047],{"text":8044,"type":348,"marks":8045},"Magali Chevallier",[8046],{"type":1436},{"text":8048,"type":348},", Associate Director of Human Resources – Prevention and Manager Experience, CHU de Québec-Université Laval",{"type":381,"content":8050},[8051],{"type":15,"attrs":8052,"content":8053},{"textAlign":53},[8054,8058],{"text":8055,"type":348,"marks":8056},"Audrey Gagnon",[8057],{"type":1436},{"text":8059,"type":348},", Medical Director, CHU de Québec-Université Laval",{"type":381,"content":8061},[8062],{"type":15,"attrs":8063,"content":8064},{"textAlign":53},[8065,8069],{"text":8066,"type":348,"marks":8067},"Anne Gignac",[8068],{"type":1436},{"text":8070,"type":348},", Associate Director of Technical Services, CHU de Québec-Université Laval",{"type":381,"content":8072},[8073],{"type":15,"attrs":8074,"content":8075},{"textAlign":53},[8076,8080],{"text":8077,"type":348,"marks":8078},"Marie-Hélène Gilbert",[8079],{"type":1436},{"text":8081,"type":348},", Full Professor, Department of Management, Faculty of Business Administration, Université Laval",{"type":12,"content":8083},[8084,8093,8098,8103,8108],{"type":15,"attrs":8085,"content":8086},{"textAlign":53},[8087,8090],{"text":5597,"type":348,"marks":8088},[8089],{"type":1436},{"text":8016,"type":348,"marks":8091},[8092],{"type":2609},{"type":15,"attrs":8094,"content":8095},{"textAlign":53},[8096],{"text":8097,"type":348},"The CHU’s development project has determined that the key to its path to the future is putting both patient AND healthcare worker as its stars to steer by. We believe that achieving our mission of providing the people of eastern Québec with cutting-edge healthcare and services requires us to focus on directly connecting patients to our 18,000 workers, including our managers, to impact health and drive change.",{"type":15,"attrs":8099,"content":8100},{"textAlign":53},[8101],{"text":8102,"type":348},"Consequently, we hope to influence the value chain by improving manager experiences, which will directly impact employee experiences and improve patient experiences. Through their leadership, managers play a critical role in the health network. However, they also deal with risk factors that can affect both their own health and their ability to be a positive influence. Our objective:",{"type":15,"attrs":8104,"content":8105},{"textAlign":53},[8106],{"text":8107,"type":348},"Leverage changes to managers’ working conditions to improve employee experience and patient experience.",{"type":15,"attrs":8109,"content":8110},{"textAlign":53},[8111],{"text":8112,"type":348},"Human resources leadership has conducted a diagnostic process in recent months to accurately document the situation and find potential solutions. Work-life balance and challenges onboarding, integrating and supporting new hires over the first two years have been identified as major reasons why our managers leave. Our project aims to positively affect these aspects to improve our retention rate and benefit patients.",{"_uid":8114,"title":8115,"ctaLeft":8116,"ctaRight":8117,"component":374,"columnLeft":8118,"columnRight":8182},"25a9aa73-3ea7-4497-ad19-9a8df5e44bdc","EXTRA journey – Seniors",[],[],{"type":12,"content":8119},[8120,8125],{"type":1340,"attrs":8121,"content":8122},{"level":1342,"textAlign":53},[8123],{"text":8124,"type":348},"CHU de Québec–Université Laval and CIUSSS de la Capitale-Nationale: Fellowship team",{"type":378,"content":8126},[8127,8138,8149,8160,8171],{"type":381,"content":8128},[8129],{"type":15,"attrs":8130,"content":8131},{"textAlign":53},[8132,8136],{"text":8133,"type":348,"marks":8134},"Philippe Paquin-Piché, ",[8135],{"type":1436},{"text":8137,"type":348},"Director of Flow – Patient Flow and Business Processes, CHU de Québec-Université Laval",{"type":381,"content":8139},[8140],{"type":15,"attrs":8141,"content":8142},{"textAlign":53},[8143,8147],{"text":8144,"type":348,"marks":8145},"Marie-Pierre Fortin",[8146],{"type":1436},{"text":8148,"type":348},", Co-Head of the Geriatrics Department, CIUSSS de la Capitale-Nationale and CHU de Québec",{"type":381,"content":8150},[8151],{"type":15,"attrs":8152,"content":8153},{"textAlign":53},[8154,8158],{"text":8155,"type":348,"marks":8156},"Natalie Cauchon",[8157],{"type":1436},{"text":8159,"type":348},", Alternate Level of Care Assistant – Service and Organizational Mandate Pathways, Multidisciplinary Services Office, CIUSSS de la Capitale-Nationale",{"type":381,"content":8161},[8162],{"type":15,"attrs":8163,"content":8164},{"textAlign":53},[8165,8169],{"text":8166,"type":348,"marks":8167},"Isabelle Lévesque",[8168],{"type":1436},{"text":8170,"type":348},", Assistant Director of Professional Services and Medical Affairs – Medical Coordination, CHU de Québec-Université Laval",{"type":381,"content":8172},[8173],{"type":15,"attrs":8174,"content":8175},{"textAlign":53},[8176,8180],{"text":8177,"type":348,"marks":8178},"Julie Berger",[8179],{"type":1436},{"text":8181,"type":348},", Assistant Director of Flow, Professional Services and Professional Affairs Department, CHU de Québec",{"type":12,"content":8183},[8184,8193,8198],{"type":15,"attrs":8185,"content":8186},{"textAlign":53},[8187,8190],{"text":5597,"type":348,"marks":8188},[8189],{"type":1436},{"text":8115,"type":348,"marks":8191},[8192],{"type":2609},{"type":15,"attrs":8194,"content":8195},{"textAlign":53},[8196],{"text":8197,"type":348},"The aging population is creating significant challenges for healthcare systems worldwide. In Canada, the number of adults aged 85 and older is rapidly growing and will triple by 2046. In the Capitale-Nationale region, this demographic transformation is forcing healthcare organizations, like the CHU de Québec-Université Laval and the CIUSSS de la Capitale-Nationale, to review their strategies to guarantee equitable access to care. One strategy involves improving the flow of care pathways for seniors by integrating patient-reported health indicators to better meet patients’ needs and support their self-reliance.",{"type":15,"attrs":8199,"content":8200},{"textAlign":53},[8201],{"text":8202,"type":348},"Under the EXTRA Project, we propose a regional combined clinical/administrative flow governance for seniors. Its aim is to actively engage with patients and their loved ones using Patient-Reported Outcome Measures (PROMs) to optimize care pathways between the CIUSSS de la Capitale-Nationale and the CHU de Québec-Université Laval. PROMs shed light on the patient experience and thus promote better interactions between patients and clinicians. This project is specifically focused on seniors aged 85 and older who visit the emergency room for falls and, using operational governance that includes a variety of actors from both institutions, advocates for patient-side decision-making. This shared operational governance will help support and guide patients and their caregivers more effectively through their episode of care by working to meet their specific needs.",{"_uid":8204,"title":8205,"ctaLeft":8206,"ctaRight":8207,"component":374,"columnLeft":8208,"columnRight":8272},"e539bc69-4887-45b9-926f-a31656110223","Performance management and continuous improvement: Keeping it simple in a complex environment",[],[],{"type":12,"content":8209},[8210,8215],{"type":1340,"attrs":8211,"content":8212},{"level":1342,"textAlign":53},[8213],{"text":8214,"type":348},"CISSS de Chaudière-Appalaches: Fellowship team",{"type":378,"content":8216},[8217,8228,8239,8250,8261],{"type":381,"content":8218},[8219],{"type":15,"attrs":8220,"content":8221},{"textAlign":53},[8222,8226],{"text":8223,"type":348,"marks":8224},"Julie Perron",[8225],{"type":1436},{"text":8227,"type":348},", Associate Director of Logistics, CISSS de Chaudière-Appalaches",{"type":381,"content":8229},[8230],{"type":15,"attrs":8231,"content":8232},{"textAlign":53},[8233,8237],{"text":8234,"type":348,"marks":8235},"Valérie Lapointe",[8236],{"type":1436},{"text":8238,"type":348},", Director of Quality, Assessment, Performance and Ethics, CISSS de Chaudière-Appalaches",{"type":381,"content":8240},[8241],{"type":15,"attrs":8242,"content":8243},{"textAlign":53},[8244,8248],{"text":8245,"type":348,"marks":8246},"Binta Diallo",[8247],{"type":1436},{"text":8249,"type":348},", Associate Director at the Department of Quality, Assessment, Performance and Ethics, CISSS de Chaudière-Appalaches",{"type":381,"content":8251},[8252],{"type":15,"attrs":8253,"content":8254},{"textAlign":53},[8255,8259],{"text":8256,"type":348,"marks":8257},"Annie Lavigne",[8258],{"type":1436},{"text":8260,"type":348},", Department Head – Centre of Expertise in Organizational Development, CISSS de Chaudière-Appalaches",{"type":381,"content":8262},[8263],{"type":15,"attrs":8264,"content":8265},{"textAlign":53},[8266,8270],{"text":8267,"type":348,"marks":8268},"Josée Soucy",[8269],{"type":1436},{"text":8271,"type":348},", Director of Human Resources, CISSS de Chaudière-Appalaches",{"type":12,"content":8273},[8274,8283,8288,8293],{"type":15,"attrs":8275,"content":8276},{"textAlign":53},[8277,8280],{"text":5597,"type":348,"marks":8278},[8279],{"type":1436},{"text":8205,"type":348,"marks":8281},[8282],{"type":2609},{"type":15,"attrs":8284,"content":8285},{"textAlign":53},[8286],{"text":8287,"type":348},"This project aims to improve coaching for managers by developing their performance management skills. More specifically, it aims to develop a useful, efficient and sustainable method for hands-on support. We hope to boost skill development for middle managers and generate a positive impact on their ability to assess their environment and better manage employee performance. The issue is at root: how do we improve their ability to take in information, make decisions and solve problems on the ground? How can they integrate simple, accessible foundations of continuous improvement and performance into their day-to-day work?",{"type":15,"attrs":8289,"content":8290},{"textAlign":53},[8291],{"text":8292,"type":348},"Will developing processes for and competence in reading their environment via a process of hands-on learning help support them in developing performance management skills? How do we keep this simple, concrete and useful in day-to-day work? Those are the questions our project addresses.",{"type":15,"attrs":8294,"content":8295},{"textAlign":53},[8296],{"text":8297,"type":348},"One of our strategies will be rooted in the principle of learning to learn: using principles of adult pedagogy and applying a method that focuses on experience and self-regulation. A method that needs to adapt to various management contexts within the same organization, rather than a single, unchanging magic recipe. This is a sizable challenge, but our improvement project could yield significant results for organizational performance.",{"_uid":8299,"title":8300,"ctaLeft":8301,"ctaRight":8302,"component":374,"columnLeft":8303,"columnRight":8372},"f7bde4f1-88bb-4b6a-b87b-6dd4885f9164","Déstig-MADO: A compassion-based model for supporting patients with notifiable diseases throughout their care and services pathway and the potential impacts of stigmatization",[],[],{"type":12,"content":8304},[8305,8315],{"type":1340,"attrs":8306,"content":8307},{"level":1342,"textAlign":53},[8308,8314],{"text":8309,"type":348,"marks":8310},"CISSS de la Montérégie-Centre: ",[8311],{"type":1291,"attrs":8312},{"color":8313},"#2B2B2B",{"text":5224,"type":348},{"type":378,"content":8316},[8317,8328,8339,8350,8361],{"type":381,"content":8318},[8319],{"type":15,"attrs":8320,"content":8321},{"textAlign":53},[8322,8326],{"text":8323,"type":348,"marks":8324},"Jennifer Chaloux",[8325],{"type":1436},{"text":8327,"type":348},", Assistant to the Director of hospital services, emergency, operating rooms and general front-line services component, and department head of the mobile outreach clinic, CISSS de la Montérégie-Centre",{"type":381,"content":8329},[8330],{"type":15,"attrs":8331,"content":8332},{"textAlign":53},[8333,8337],{"text":8334,"type":348,"marks":8335},"Geneviève D’Aoust",[8336],{"type":1436},{"text":8338,"type":348},", Associate Director of vaccination, screening and samples, CISSS de la Montérégie-Centre",{"type":381,"content":8340},[8341],{"type":15,"attrs":8342,"content":8343},{"textAlign":53},[8344,8348],{"text":8345,"type":348,"marks":8346},"Gaby Farand",[8347],{"type":1436},{"text":8349,"type":348},", Regional coordinator, Infectious diseases, threat management and environmental safety sector, CISSS de la Montérégie-Centre",{"type":381,"content":8351},[8352],{"type":15,"attrs":8353,"content":8354},{"textAlign":53},[8355,8359],{"text":8356,"type":348,"marks":8357},"Anne-Lou McNeil-Gauthier",[8358],{"type":1436},{"text":8360,"type":348},", Physician specializing in public health and preventive medicine, environmental and occupational health team, CISSS de la Montérégie-Centre",{"type":381,"content":8362},[8363],{"type":15,"attrs":8364,"content":8365},{"textAlign":53},[8366,8370],{"text":8367,"type":348,"marks":8368},"Hawa Sissoko",[8369],{"type":1436},{"text":8371,"type":348},", Regional department head, Infectious disease, threat management and environmental safety sector, CISSS de la Montérégie-Centre",{"type":12,"content":8373},[8374,8383,8388,8393,8398,8428,8433],{"type":15,"attrs":8375,"content":8376},{"textAlign":53},[8377,8380],{"text":6164,"type":348,"marks":8378},[8379],{"type":1436},{"text":8300,"type":348,"marks":8381},[8382],{"type":2609},{"type":15,"attrs":8384,"content":8385},{"textAlign":53},[8386],{"text":8387,"type":348},"The proposed project stems from the observed fact that patients with a notifiable disease (ND, or MADO in French) often experience stigmatization. NDs, of which Québec has approximately 60, are a population health hazard and may lead to problems such as potential epidemics. NDs require control measures such as screening, vaccination, isolation at home and contact tracing (LSP, 2024). Stigmatization arises when differences are labelled and negative stereotypes applied to people, creating a distinction between “us” and “them” (ASPC, 2022). Such stigmas can lead to worse access to healthcare, worse health outcomes and lower quality of life for patients (Marra et al., 2004).",{"type":15,"attrs":8389,"content":8390},{"textAlign":53},[8391],{"text":8392,"type":348},"Furthermore, although public health authorities oversee investigation into cases of NDs and coordinate follow-ups, there is no efficient and integrated care trajectory with all partners in the health network and community to ensure full and local care for ND patients and their contacts in Montérégie. This means that patients’ treatment, health and quality of life is less closely monitored, in addition to creating a great deal of back and forth between various partners. It can even delay protection measures from being put in place, endangering population health. A centralized, personalized approach has also been shown to reduce the delay in intake and increase treatment adherence (Abebe et al., 2020).",{"type":15,"attrs":8394,"content":8395},{"textAlign":53},[8396],{"text":8397,"type":348},"The core hypothesis of the proposed project is that patient experience can be improved, and that stigma can be reduced and mitigated by providing people with NDs and their contacts with a personalized, compassionate, integrated, centralized and community-based trajectory of care that includes a model for supporting patients experiencing stigmatization. The project is divided into four parts:",{"type":378,"content":8399},[8400,8407,8414,8421],{"type":381,"content":8401},[8402],{"type":15,"attrs":8403,"content":8404},{"textAlign":53},[8405],{"text":8406,"type":348},"Part 1: Setting up a compassionate, integrated and centralized care trajectory at the CISSS de la Montérégie-Centre.",{"type":381,"content":8408},[8409],{"type":15,"attrs":8410,"content":8411},{"textAlign":53},[8412],{"text":8413,"type":348},"Part 2: Co-creating a patient care and services pathway based on actual needs, including the co-development of a model to support ND patients and their contacts experiencing stigmatization.",{"type":381,"content":8415},[8416],{"type":15,"attrs":8417,"content":8418},{"textAlign":53},[8419],{"text":8420,"type":348},"Part 3: Strengthening community-based management that considers patients’ social and cultural contexts.",{"type":381,"content":8422},[8423],{"type":15,"attrs":8424,"content":8425},{"textAlign":53},[8426],{"text":8427,"type":348},"Part 4: Consolidating community partnerships.",{"type":15,"attrs":8429,"content":8430},{"textAlign":53},[8431],{"text":8432,"type":348},"Lessons learned would be transferrable to the entirety of Montérégie as a second phase of the project (regional public health mandate and responsibility, sharing experience through issue tables and regional coordination) as well as elsewhere in Québec and for other populations whose care experience is impacted by stigmatization.",{"type":1340,"attrs":8434},{"level":1498,"textAlign":53},{"_uid":8436,"title":8437,"ctaLeft":8438,"ctaRight":8439,"component":374,"columnLeft":8440,"columnRight":8504},"7d77605d-d9b5-4e38-b635-247eb0e93727","Using a CO-5 command centre to improve the flow of care for seniors, both in-hospital and outpatient",[],[],{"type":12,"content":8441},[8442,8447],{"type":1340,"attrs":8443,"content":8444},{"level":1342,"textAlign":53},[8445],{"text":8446,"type":348},"CISSS de la Montérégie-Est: Fellowship team",{"type":378,"content":8448},[8449,8460,8471,8482,8493],{"type":381,"content":8450},[8451],{"type":15,"attrs":8452,"content":8453},{"textAlign":53},[8454,8458],{"text":8455,"type":348,"marks":8456},"Christiane Ouellet",[8457],{"type":1436},{"text":8459,"type":348},", Director of Hospital Coordination and Flow, CISSS de la Montérégie-Est",{"type":381,"content":8461},[8462],{"type":15,"attrs":8463,"content":8464},{"textAlign":53},[8465,8469],{"text":8466,"type":348,"marks":8467},"Geneviève Leblanc",[8468],{"type":1436},{"text":8470,"type":348},", Associate Director of Hospital Coordination and Flow, Hôpital Honoré-Mercier, CISSS de la Montérégie-Est",{"type":381,"content":8472},[8473],{"type":15,"attrs":8474,"content":8475},{"textAlign":53},[8476,8480],{"text":8477,"type":348,"marks":8478},"Mélissa Paradis-Lapointe",[8479],{"type":1436},{"text":8481,"type":348},", Associate Director, Direction du soutien à l’autonomie des personnes âgées [Support for independent seniors department] – Housing Component, CISSS de la Montérégie-Est",{"type":381,"content":8483},[8484],{"type":15,"attrs":8485,"content":8486},{"textAlign":53},[8487,8491],{"text":8488,"type":348,"marks":8489},"Julien Girard",[8490],{"type":1436},{"text":8492,"type":348},", Director of Quality, Assessment, Performance and Ethics, CISSS de la Montérégie-Est",{"type":381,"content":8494},[8495],{"type":15,"attrs":8496,"content":8497},{"textAlign":53},[8498,8502],{"text":8499,"type":348,"marks":8500},"Valérie Leblanc-Dominguez",[8501],{"type":1436},{"text":8503,"type":348},", Associate Director of Professional Services for Hospital Flow, CISSS de la Montérégie-Est",{"type":12,"content":8505},[8506,8515,8520,8525,8530],{"type":15,"attrs":8507,"content":8508},{"textAlign":53},[8509,8512],{"text":6164,"type":348,"marks":8510},[8511],{"type":1436},{"text":8437,"type":348,"marks":8513},[8514],{"type":2609},{"type":15,"attrs":8516,"content":8517},{"textAlign":53},[8518],{"text":8519,"type":348},"Montérégie-Est’s over-75 population is on the rise (+68% by 2036), leading to a surge in demand for health and social services. This increase in the senior population is particularly noticeable in our hospitals (+30% beds by 2036), our CHSLDs (+100% beds by 2036) and our home care (+100% new clients by 2036).",{"type":15,"attrs":8521,"content":8522},{"textAlign":53},[8523],{"text":8524,"type":348},"To ensure that the services we offer align with patient needs, our organization recently deployed a command centre with operational, tactical and strategic levels in order to support patient flow throughout the care journey, both upstream and downstream.",{"type":15,"attrs":8526,"content":8527},{"textAlign":53},[8528],{"text":8529,"type":348},"To improve care for patients 75 and over, both in the hospital and in outpatient settings, we are aiming to reduce the average length of stay (ALS) by 5%. For a short-term care facility with 800 beds, a 5% reduction in ALS means a 5% increase in capacity. The current ALS for patients 75 and over is 15.2 days. For the emergency department, the ALS with hospitalization is 34.9 hours.",{"type":15,"attrs":8531,"content":8532},{"textAlign":53},[8533],{"text":8534,"type":348},"To achieve our objective, we are drawing on our multidisciplinary team and our command centre to coordinate our work. Our improvement project aims to streamline the work of our command centre so that it can sustainably support our objective and enable us to respond to our patients’ growing needs.",{"_uid":8536,"title":8537,"ctaLeft":8538,"ctaRight":8539,"component":374,"columnLeft":8540,"columnRight":8582},"a8d28b05-f852-434b-b420-3ccfd8a3d905","Optimizing telework: A practical guide for management at the CISSS de la Montérégie-Ouest",[],[],{"type":12,"content":8541},[8542,8547],{"type":1340,"attrs":8543,"content":8544},{"level":1342,"textAlign":53},[8545],{"text":8546,"type":348},"CISSS de la Montérégie-Ouest: Fellowship team",{"type":378,"content":8548},[8549,8560,8571],{"type":381,"content":8550},[8551],{"type":15,"attrs":8552,"content":8553},{"textAlign":53},[8554,8558],{"text":8555,"type":348,"marks":8556},"Ysabelle Marleau",[8557],{"type":1436},{"text":8559,"type":348},", Associate Director of DI-ASD-PD Programs, CISSS de la Montérégie Ouest",{"type":381,"content":8561},[8562],{"type":15,"attrs":8563,"content":8564},{"textAlign":53},[8565,8569],{"text":8566,"type":348,"marks":8567},"Isabelle Papineau",[8568],{"type":1436},{"text":8570,"type":348},", Director of Youth Programming and Public Health Activities, CISSS de la Montérégie Ouest",{"type":381,"content":8572},[8573],{"type":15,"attrs":8574,"content":8575},{"textAlign":53},[8576,8580],{"text":8577,"type":348,"marks":8578},"Johanne Fleurant",[8579],{"type":1436},{"text":8581,"type":348},", Assistant Managing Director, Social, Rehabilitation and Public Health Programs, CISSS de la Montérégie Ouest",{"type":12,"content":8583},[8584,8593,8598,8603,8608,8613,8636,8641,8646,8651],{"type":15,"attrs":8585,"content":8586},{"textAlign":53},[8587,8590],{"text":6164,"type":348,"marks":8588},[8589],{"type":1436},{"text":8537,"type":348,"marks":8591},[8592],{"type":2609},{"type":15,"attrs":8594,"content":8595},{"textAlign":53},[8596],{"text":8597,"type":348},"Our organization is grappling with a significant difficulty: we do not have any guides, decision aids, eligibility criteria, or concrete indicators for managing and evaluating telework performance. This shortcoming hinders both employers and employees in their ability to effectively manage, assess and improve telework and make the best possible use of it.",{"type":15,"attrs":8599,"content":8600},{"textAlign":53},[8601],{"text":8602,"type":348},"Data on telework at the CISSSMO for 2022–2023: 1,278 telework requests the departments of disability programming (391 requests), mental health and addiction (221) and youth programming and public health activities (146) have received the greatest number of requests. The departments with the smallest number of requests are housing for seniors (7), technical services (8) and communications (21).",{"type":15,"attrs":8604,"content":8605},{"textAlign":53},[8606],{"text":8607,"type":348},"Significant increase in requests between 2021–2022 and 2022–2023. The number of requests was even higher in the same two departments. Category 4 staff (professionals) telework in larger numbers. CUPE union employees (para-technical, care aide, trade and administrative staff) are the next highest, at only a third of the number of professionals. Executives telework in significant numbers as well. In total, 68% of teleworking employees work remotely for less than 50% of their week, 21% for work remotely over 50% of the time, and 10% work remotely full-time.",{"type":15,"attrs":8609,"content":8610},{"textAlign":53},[8611],{"text":8612,"type":348},"Below are the hypotheses and initial observations that spurred the proposal of the FORCES project:",{"type":378,"content":8614},[8615,8622,8629],{"type":381,"content":8616},[8617],{"type":15,"attrs":8618,"content":8619},{"textAlign":53},[8620],{"text":8621,"type":348},"Lack of evaluation methods: Managers do not have clearly defined methods for evaluating the performance of teleworking employees.",{"type":381,"content":8623},[8624],{"type":15,"attrs":8625,"content":8626},{"textAlign":53},[8627],{"text":8628,"type":348},"Granting criteria: The choice to grant telework privileges is not based on criteria linked to performance or appropriateness. The primary considerations are ones such as a lack of desk space or staff retention during a labour shortage.",{"type":381,"content":8630},[8631],{"type":15,"attrs":8632,"content":8633},{"textAlign":53},[8634],{"text":8635,"type":348},"Lack of in-depth analysis: Telework is seen as a perk or a recruitment or retention strategy, but its actual impact on performance remains little studied. An in-depth analysis of its usefulness in connection with required duties and staff capacity to meet the requirements of their work contracts is needed, but managers have largely not conducted such an analysis.",{"type":15,"attrs":8637,"content":8638},{"textAlign":53},[8639],{"text":8640,"type":348},"Evaluation criteria similar to those for in-person work: Performance evaluation criteria for telework do not seem to be tailored to the specific context of telework but are the same as those used for in-person work.",{"type":15,"attrs":8642,"content":8643},{"textAlign":53},[8644],{"text":8645,"type":348},"Adaptability of telework: It is essential to determine whether telework is suitable for all employees and all types of work. Some tasks are better suited to telework than others. In the current context of reforms to the healthcare system, it is critical to explore best practices in telework management and evaluation.",{"type":15,"attrs":8647,"content":8648},{"textAlign":53},[8649],{"text":8650,"type":348},"Our objective: Enable informed decisions about telework, based on performance and appropriateness criteria, to yield the best results for the organization.",{"type":1340,"attrs":8652},{"level":1498,"textAlign":53},{"_uid":8654,"title":8655,"ctaLeft":8656,"ctaRight":8657,"component":374,"columnLeft":8658,"columnRight":8722},"2d30c02c-51cf-4ea8-af76-8f2a7237062a","Transitioning to patient-based funding to meet the needs of the population",[],[],{"type":12,"content":8659},[8660,8665],{"type":1340,"attrs":8661,"content":8662},{"level":1342,"textAlign":53},[8663],{"text":8664,"type":348},"CIUSSS du Centre-Sud-de-l’Île-de-Montréal: Fellowship team",{"type":378,"content":8666},[8667,8678,8689,8700,8711],{"type":381,"content":8668},[8669],{"type":15,"attrs":8670,"content":8671},{"textAlign":53},[8672,8676],{"text":8673,"type":348,"marks":8674},"Julie Darveau",[8675],{"type":1436},{"text":8677,"type":348},", Director of Nursing, CIUSSS du Centre-Sud-de-l’Île-de-Montréal",{"type":381,"content":8679},[8680],{"type":15,"attrs":8681,"content":8682},{"textAlign":53},[8683,8687],{"text":8684,"type":348,"marks":8685},"Laurence Sauvé-Lévesque",[8686],{"type":1436},{"text":8688,"type":348},", Senior Nursing Advisor, Professional Practice Component, CIUSSS du Centre-Sud-de-l’Île-de-Montréal",{"type":381,"content":8690},[8691],{"type":15,"attrs":8692,"content":8693},{"textAlign":53},[8694,8698],{"text":8695,"type":348,"marks":8696},"Laurence Chaput",[8697],{"type":1436},{"text":8699,"type":348},", Senior Nursing Advisor, CIUSSS du Centre-Sud-de-l’Île-de-Montréal",{"type":381,"content":8701},[8702],{"type":15,"attrs":8703,"content":8704},{"textAlign":53},[8705,8709],{"text":8706,"type":348,"marks":8707},"Myriam Lalonde",[8708],{"type":1436},{"text":8710,"type":348},", Senior Nursing Advisor, Critical Care Component, CIUSSS du Centre-Sud-de-l’Île-de-Montréal",{"type":381,"content":8712},[8713],{"type":15,"attrs":8714,"content":8715},{"textAlign":53},[8716,8720],{"text":8717,"type":348,"marks":8718},"Maggie-Audrey Gaudreau Gauthier",[8719],{"type":1436},{"text":8721,"type":348},", Executive Advisor, Surgery Component, CIUSSS du Centre-Sud-de-l’Île-de-Montréal",{"type":12,"content":8723},[8724,8734,8739,8744,8749],{"type":15,"attrs":8725,"content":8726},{"textAlign":53},[8727,8730,8731],{"text":6406,"type":348,"marks":8728},[8729],{"type":1436},{"text":6410,"type":348},{"text":8655,"type":348,"marks":8732},[8733],{"type":2609},{"type":15,"attrs":8735,"content":8736},{"textAlign":53},[8737],{"text":8738,"type":348},"Like many agencies around the world, the Ministère de la Santé et des Services sociaux is increasingly turning to patient-based funding (PBF). This payment model links outcomes, population health and the cost of interventions to respond to health needs.",{"type":15,"attrs":8740,"content":8741},{"textAlign":53},[8742],{"text":8743,"type":348},"The goal of PBF is accessibility and equity of access. Nursing-specific clinical indicators will be developed and used for classification of PBF models, to allocate funds based on each patient’s care and service's needs, above and beyond diagnosis at hospitalization. The specific biopsychosocial characteristics of the CCSMTL’s patient population require a tailored approach to achieve the best possible health outcomes, such as an urban health approach modified to suit the population's socioeconomic circumstances. Promoting health and disease prevention is of foremost importance for empowering patients and their families.",{"type":15,"attrs":8745,"content":8746},{"textAlign":53},[8747],{"text":8748,"type":348},"The evidence shows that PBF’s efficiency as a funding model rests on the granularity of classification of hospital stays. This is because the classification system must be an accurate representation of the care and services provided and the characteristics of the patients who receive it. Nursing staff play an undeniably crucial part in achieving objectives for improving performance and clinical appropriateness. It is clear that PBF, in parallel with field of practice optimization, provides a window of opportunity for identifying essential nursing-specific indicators for institutional performance.",{"type":1340,"attrs":8750},{"level":1498,"textAlign":53},{"_uid":8752,"title":8753,"ctaLeft":8754,"ctaRight":8755,"component":374,"columnLeft":8756,"columnRight":8831},"5fe727c5-34c0-486e-a39d-3f2ddd1ec5fa","Enhancing Workforce Efficiency Through Innovative Care Models",[],[],{"type":12,"content":8757},[8758,8763],{"type":1340,"attrs":8759,"content":8760},{"level":1342,"textAlign":53},[8761],{"text":8762,"type":348},"Covenant Health: Fellowship Team",{"type":378,"content":8764},[8765,8776,8787,8798,8809,8820],{"type":381,"content":8766},[8767],{"type":15,"attrs":8768,"content":8769},{"textAlign":53},[8770,8774],{"text":8771,"type":348,"marks":8772},"Melanie Doiron",[8773],{"type":1436},{"text":8775,"type":348},", Project Manager, Professional Practice, Clinical Learning, Libraries and Student Placement, Covenant Health",{"type":381,"content":8777},[8778],{"type":15,"attrs":8779,"content":8780},{"textAlign":53},[8781,8785],{"text":8782,"type":348,"marks":8783},"Vanessa Elliot",[8784],{"type":1436},{"text":8786,"type":348},", Senior Director, Community Health Centre, Covenant Health",{"type":381,"content":8788},[8789],{"type":15,"attrs":8790,"content":8791},{"textAlign":53},[8792,8796],{"text":8793,"type":348,"marks":8794},"Michelle Stone",[8795],{"type":1436},{"text":8797,"type":348},", Senior Practice Lead-Clinical Workforce Planning - Professional Practice, Covenant Health",{"type":381,"content":8799},[8800],{"type":15,"attrs":8801,"content":8802},{"textAlign":53},[8803,8807],{"text":8804,"type":348,"marks":8805},"Melissa Sztym",[8806],{"type":1436},{"text":8808,"type":348},", Corporate Director, Professional Practice, Clinical Learning, Libraries and Student Placement, Covenant Health",{"type":381,"content":8810},[8811],{"type":15,"attrs":8812,"content":8813},{"textAlign":53},[8814,8818],{"text":8815,"type":348,"marks":8816},"Kelly Stark",[8817],{"type":1436},{"text":8819,"type":348},", Senior Director Operations - Ambulatory Programs & Rehabilitation Medicine, Covenant Health",{"type":381,"content":8821},[8822],{"type":15,"attrs":8823,"content":8824},{"textAlign":53},[8825,8829],{"text":8826,"type":348,"marks":8827},"Karen Macmillan",[8828],{"type":1436},{"text":8830,"type":348},", Senior Operating Officer Acute Care Services, Covenant Health",{"type":12,"content":8832},[8833,8842,8847,8852],{"type":15,"attrs":8834,"content":8835},{"textAlign":53},[8836,8839],{"text":5597,"type":348,"marks":8837},[8838],{"type":1436},{"text":8753,"type":348,"marks":8840},[8841],{"type":2609},{"type":15,"attrs":8843,"content":8844},{"textAlign":53},[8845],{"text":8846,"type":348},"Covenant Health, like jurisdictions worldwide, is facing a health workforce shortage. To address these challenges, two emerging trends have shown promise: models of care and optimal scopes of practice. Both approaches have demonstrated workforce efficiencies and improved patient outcomes. Models of care outline how services are delivered and by whom, across a patient’s journey through the healthcare system. This approach helps streamline the delivery of services to ensure that care is provided effectively and efficiently. Optimal scopes of practice explore opportunities for practitioners to maximize their practice and identify where task sharing and shifting can be used to enhance care delivery. This optimization can also be expanded to include unregulated healthcare providers and caregivers, broadening the potential workforce and improving service delivery.",{"type":15,"attrs":8848,"content":8849},{"textAlign":53},[8850],{"text":8851,"type":348},"Covenant Health is launching its primary care strategy, including the opening of a new Covenant Wellness Community in 2025. This will be Alberta’s first community-based wellness hub providing integrated health and social supports. The project team plans to leverage a care process framework to develop an optimized model of care in primary care and in-patient services settings. Identifying these needs will enable Covenant Health to address workforce difficulties, improve access to care, and ensure high quality patient outcomes.",{"type":1340,"attrs":8853},{"level":1498,"textAlign":53},{"_uid":8855,"title":8856,"ctaLeft":8857,"ctaRight":8858,"component":374,"columnLeft":8859,"columnRight":8923},"d2bebc40-d0e3-4674-8b95-40e83a70f4ee","Strengthening leadership and governance in primary care",[],[],{"type":12,"content":8860},[8861,8866],{"type":1340,"attrs":8862,"content":8863},{"level":1342,"textAlign":53},[8864],{"text":8865,"type":348},"Nova Scotia Health Primary Health Care (Provincial): Fellowship team",{"type":378,"content":8867},[8868,8879,8890,8901,8912],{"type":381,"content":8869},[8870],{"type":15,"attrs":8871,"content":8872},{"textAlign":53},[8873,8877],{"text":8874,"type":348,"marks":8875},"Katie Heckman",[8876],{"type":1436},{"text":8878,"type":348},", Director, Primary Health Care, Chronic Disease Management Clinical Network, Nova Scotia Health",{"type":381,"content":8880},[8881],{"type":15,"attrs":8882,"content":8883},{"textAlign":53},[8884,8888],{"text":8885,"type":348,"marks":8886},"Ashley Harnish",[8887],{"type":1436},{"text":8889,"type":348},", Director, Primary Health Care and Family Practice Central Zone, Nova Scotia Health",{"type":381,"content":8891},[8892],{"type":15,"attrs":8893,"content":8894},{"textAlign":53},[8895,8899],{"text":8896,"type":348,"marks":8897},"Michelle Robinson",[8898],{"type":1436},{"text":8900,"type":348},", Professional Practice Leader-PHC, Department of Interprofessional Practice and Learning, Nova Scotia Health",{"type":381,"content":8902},[8903],{"type":15,"attrs":8904,"content":8905},{"textAlign":53},[8906,8910],{"text":8907,"type":348,"marks":8908},"Grayson Fulmer",[8909],{"type":1436},{"text":8911,"type":348},", Senior Director Medical Affairs, Nova Scotia Health",{"type":381,"content":8913},[8914],{"type":15,"attrs":8915,"content":8916},{"textAlign":53},[8917,8921],{"text":8918,"type":348,"marks":8919},"Dr. Aaron Smith",[8920],{"type":1436},{"text":8922,"type":348},", Provincial Medical Executive Director, Nova Scotia Health",{"type":12,"content":8924},[8925,8934,8939,8944,8949,8954],{"type":15,"attrs":8926,"content":8927},{"textAlign":53},[8928,8931],{"text":5597,"type":348,"marks":8929},[8930],{"type":1436},{"text":8856,"type":348,"marks":8932},[8933],{"type":2609},{"type":15,"attrs":8935,"content":8936},{"textAlign":53},[8937],{"text":8938,"type":348},"Nova Scotia Health (NSH) is working to change how primary care is delivered, moving from stand-alone clinics to a model called health homes and health neighborhoods. In this new model, primary care leaders will need to work more closely within the organization and with outside partners to improve patient care and offer more meaningful services.",{"type":15,"attrs":8940,"content":8941},{"textAlign":53},[8942],{"text":8943,"type":348},"Currently, the leadership and management structures at NSH were designed for the old model, which has led to differences in how clinics are run. Some clinics are more efficient than others. As part of the transformation, there’s an opportunity to improve how clinics operate by strengthening their leadership and structure.",{"type":15,"attrs":8945,"content":8946},{"textAlign":53},[8947],{"text":8948,"type":348},"This project will create and test a framework for healthcare homes, with the goal of standardizing both clinical and administrative leadership. This will support multidisciplinary care teams and improve access to care and health outcomes for patients.",{"type":15,"attrs":8950,"content":8951},{"textAlign":53},[8952],{"text":8953,"type":348},"The project will focus on:",{"type":378,"content":8955},[8956,8963,8970,8977],{"type":381,"content":8957},[8958],{"type":15,"attrs":8959,"content":8960},{"textAlign":53},[8961],{"text":8962,"type":348},"Setting up key management and leadership structures at the clinic level.",{"type":381,"content":8964},[8965],{"type":15,"attrs":8966,"content":8967},{"textAlign":53},[8968],{"text":8969,"type":348},"Developing clinical and administrative best practices for operating procedures.",{"type":381,"content":8971},[8972],{"type":15,"attrs":8973,"content":8974},{"textAlign":53},[8975],{"text":8976,"type":348},"Defining performance indicators and procedures for data entry and reporting, so health homes can be actively managed by their leaders.",{"type":381,"content":8978},[8979],{"type":15,"attrs":8980,"content":8981},{"textAlign":53},[8982],{"text":8983,"type":348},"Creating a plan to grow and improve leadership and management development for NSH primary care leaders.",{"_uid":8985,"title":8986,"ctaLeft":8987,"ctaRight":8988,"component":374,"columnLeft":8989,"columnRight":9064},"eca38470-8130-4646-b52f-953c0b002d9a","Using a computerized clinical decision support system to reduce hospital-acquired pressure injuries",[],[],{"type":12,"content":8990},[8991,8996],{"type":1340,"attrs":8992,"content":8993},{"level":1342,"textAlign":53},[8994],{"text":8995,"type":348},"Nova Scotia Health: Fellowship team",{"type":378,"content":8997},[8998,9009,9020,9031,9042,9053],{"type":381,"content":8999},[9000],{"type":15,"attrs":9001,"content":9002},{"textAlign":53},[9003,9007],{"text":9004,"type":348,"marks":9005},"Kathy Spurr",[9006],{"type":1436},{"text":9008,"type":348},", Senior Strategist, Quality and Patient Safety, Nova Scotia Department of Health & Wellness",{"type":381,"content":9010},[9011],{"type":15,"attrs":9012,"content":9013},{"textAlign":53},[9014,9018],{"text":9015,"type":348,"marks":9016},"Danika Woodburn",[9017],{"type":1436},{"text":9019,"type":348},", Director, Provider Supports, One Person One Record",{"type":381,"content":9021},[9022],{"type":15,"attrs":9023,"content":9024},{"textAlign":53},[9025,9029],{"text":9026,"type":348,"marks":9027},"Lindsay Bertrand",[9028],{"type":1436},{"text":9030,"type":348},", Chief Clinical Information Officer, One Person One Record",{"type":381,"content":9032},[9033],{"type":15,"attrs":9034,"content":9035},{"textAlign":53},[9036,9040],{"text":9037,"type":348,"marks":9038},"Erin Gisborne",[9039],{"type":1436},{"text":9041,"type":348},", Director, Clinical Standardization, One Person One Record",{"type":381,"content":9043},[9044],{"type":15,"attrs":9045,"content":9046},{"textAlign":53},[9047,9051],{"text":9048,"type":348,"marks":9049},"Michelle Helliwell",[9050],{"type":1436},{"text":9052,"type":348},", Director of Policy, Nova Scotia Health",{"type":381,"content":9054},[9055],{"type":15,"attrs":9056,"content":9057},{"textAlign":53},[9058,9062],{"text":9059,"type":348,"marks":9060},"Natalie Cheng",[9061],{"type":1436},{"text":9063,"type":348},", Medical Site Lead, Dartmouth General Hospital, Nova Scotia Health",{"type":12,"content":9065},[9066,9075,9080,9085],{"type":15,"attrs":9067,"content":9068},{"textAlign":53},[9069,9072],{"text":5597,"type":348,"marks":9070},[9071],{"type":1436},{"text":8986,"type":348,"marks":9073},[9074],{"type":2609},{"type":15,"attrs":9076,"content":9077},{"textAlign":53},[9078],{"text":9079,"type":348},"Healthcare systems around the world have gone through huge digital changes and one of the biggest is the use of electronic health records (EHRs). EHRs have made it easier for healthcare providers to follow clinical guidelines, reduced medication errors and increased awareness of patient safety.",{"type":15,"attrs":9081,"content":9082},{"textAlign":53},[9083],{"text":9084,"type":348},"Nova Scotia’s health system will soon introduce a new clinical information system called One Person One Record. This system will actively work to monitor and prevent harm in hospitals. A key feature is the clinical decision support system (CDSS), which helps doctors and nurses by alerting them to possible safety risks, like pressure injuries.",{"type":15,"attrs":9086,"content":9087},{"textAlign":53},[9088],{"text":9089,"type":348},"Even though CDSS can improve patient safety, it hasn’t been widely used because of challenges in healthcare culture. This project plans to combine CDSS with other quality improvement efforts to help prevent pressure injuries in patients.",{"_uid":9091,"title":9092,"ctaLeft":9093,"ctaRight":9094,"component":374,"columnLeft":9095,"columnRight":9147},"17d1904b-8ecf-4419-85db-39de70ef42fb","“Health beyond hospital”: addressing access and flow challenges to improve care for patients on discharge",[],[],{"type":12,"content":9096},[9097,9101],{"type":1340,"attrs":9098,"content":9099},{"level":1342,"textAlign":53},[9100],{"text":8995,"type":348},{"type":378,"content":9102},[9103,9114,9125,9136],{"type":381,"content":9104},[9105],{"type":15,"attrs":9106,"content":9107},{"textAlign":53},[9108,9112],{"text":9109,"type":348,"marks":9110},"Phương Nguyễn",[9111],{"type":1436},{"text":9113,"type":348},", Network Leader, Planning, Development & System Performance Integrated Access and Flow Network, Nova Scotia Health",{"type":381,"content":9115},[9116],{"type":15,"attrs":9117,"content":9118},{"textAlign":53},[9119,9123],{"text":9120,"type":348,"marks":9121},"Amanda MacDonald Green",[9122],{"type":1436},{"text":9124,"type":348},", Physician, Primary Care, Nova Scotia Health",{"type":381,"content":9126},[9127],{"type":15,"attrs":9128,"content":9129},{"textAlign":53},[9130,9134],{"text":9131,"type":348,"marks":9132},"Graeme Kohler",[9133],{"type":1436},{"text":9135,"type":348},", Interim Director, Integrated Access and Flow Network, Nova Scotia Health",{"type":381,"content":9137},[9138],{"type":15,"attrs":9139,"content":9140},{"textAlign":53},[9141,9145],{"text":9142,"type":348,"marks":9143},"Andrea Muenster",[9144],{"type":1436},{"text":9146,"type":348},", Senior Director, Care Coordination Centre, Nova Scotia Health",{"type":12,"content":9148},[9149,9159,9164,9169,9174],{"type":15,"attrs":9150,"content":9151},{"textAlign":53},[9152,9155,9156],{"text":6406,"type":348,"marks":9153},[9154],{"type":1436},{"text":6410,"type":348},{"text":9092,"type":348,"marks":9157},[9158],{"type":2609},{"type":15,"attrs":9160,"content":9161},{"textAlign":53},[9162],{"text":9163,"type":348},"Efficient patient flow through the health system is essential for improving access to care. Nova Scotia hospitals are dealing with more patients coming in than leaving, which affects their ability to provide timely care.",{"type":15,"attrs":9165,"content":9166},{"textAlign":53},[9167],{"text":9168,"type":348},"Nova Scotia Health (NSH) and the provincial government are working on new strategies to stabilize health and social systems, provide timely care for Nova Scotians and address these patient flow issues. A new program called “Health Beyond Hospital: Integrated Discharge Hub” (HBH) is being put in place. This initiative aims to improve patient flow, enhance patient experiences and bring together the different agencies involved. It follows NSH’s strategic direction and builds on the government’s Action for Health plan.",{"type":15,"attrs":9170,"content":9171},{"textAlign":53},[9172],{"text":9173,"type":348},"The project will set up a governance structure and focus on improvements at specific sites. The HBH governance structure will be formed through agreements between NSH and government agencies. Best practices for shared governance will be studied and recommendations will be made to a steering committee to help guide the work. This will include processes like conflict resolution, problem escalation and better coordination between different geographic areas.",{"type":15,"attrs":9175,"content":9176},{"textAlign":53},[9177],{"text":9178,"type":348},"A partnership called the Care Coordination Centre (C3) will also be created and the team will work alongside a government partner. Currently, the C3 team only works with NSH and Emergency Health Services. By co-locating with other partners, the project will break down patient flow barriers and improve collaboration.",{"_uid":9180,"title":9181,"ctaLeft":9182,"ctaRight":9183,"component":374,"columnLeft":9184,"columnRight":9236},"6047c430-d02c-4f5a-8906-096bbae50723","Improve patient outcomes through implementation of ERAS protocols to optimize pre, intra, and post operative surgical care",[],[],{"type":12,"content":9185},[9186,9190],{"type":1340,"attrs":9187,"content":9188},{"level":1342,"textAlign":53},[9189],{"text":8995,"type":348},{"type":378,"content":9191},[9192,9203,9214,9225],{"type":381,"content":9193},[9194],{"type":15,"attrs":9195,"content":9196},{"textAlign":53},[9197,9201],{"text":9198,"type":348,"marks":9199},"Cindy Connolly",[9200],{"type":1436},{"text":9202,"type":348},", Senior Director, Perioperative Clinical Network, Nova Scotia Health",{"type":381,"content":9204},[9205],{"type":15,"attrs":9206,"content":9207},{"textAlign":53},[9208,9212],{"text":9209,"type":348,"marks":9210},"Cathy Lynn Howley",[9211],{"type":1436},{"text":9213,"type":348},", Eastern Zone Director of Perioperative & Pain Services, Nova Scotia Health",{"type":381,"content":9215},[9216],{"type":15,"attrs":9217,"content":9218},{"textAlign":53},[9219,9223],{"text":9220,"type":348,"marks":9221},"Karen Doherty",[9222],{"type":1436},{"text":9224,"type":348},", Perioperative Network Leader, Nova Scotia Health",{"type":381,"content":9226},[9227],{"type":15,"attrs":9228,"content":9229},{"textAlign":53},[9230,9234],{"text":9231,"type":348,"marks":9232},"Elizabeth Michael",[9233],{"type":1436},{"text":9235,"type":348},", Project Manager, Strategy, Performance & Analytics, Nova Scotia Health",{"type":12,"content":9237},[9238,9247,9252,9289],{"type":15,"attrs":9239,"content":9240},{"textAlign":53},[9241,9244],{"text":5597,"type":348,"marks":9242},[9243],{"type":1436},{"text":9181,"type":348,"marks":9245},[9246],{"type":2609},{"type":15,"attrs":9248,"content":9249},{"textAlign":53},[9250],{"text":9251,"type":348},"Through this improvement project the project team seeks to develop and implement a sustainable operational framework to support the development, implementation, and evaluation of Enhanced Recovery After Surgery (ERAS) care pathways. Enhanced Recovery After Surgery is an interdisciplinary approach to optimize patient experience and outcomes after surgery. It provides a framework for the optimization of care across all the phases of surgical intervention, including pre-operative preparation, intra-operative conduct of surgery, and post-operative care. ERAS recognizes that excellent surgical outcomes result from high functioning teams of nurses, surgeons, anesthesiologists, and allied health care professionals. It relies on standardization of evidence informed care plans through clinical pathways and order sets and empowers patients and families through effective education and communication to take an active role in their care and recovery. 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",{"text":12133,"type":348,"marks":12134},"Prescribing rates rose during the COVID-19 pandemic and remain high in many LTC homes",[12135],{"type":1391,"attrs":12136},{"href":9713,"uuid":9714,"anchor":53,"custom":12137,"target":1646,"linktype":1157,"story":12138},{},{"name":9716,"id":9717,"uuid":9714,"slug":9718,"url":9719,"full_slug":9719,"_stopResolving":291},{"text":12140,"type":348},", making this work more important than ever.",{"id":16,"_uid":12142,"link":12143,"image":12144,"title":12146,"video_id":16,"component":1416,"media_type":1417,"description":12147,"video_title":16},"0e0f68e0-f6f9-4893-b464-93123d7fe88f",[],{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":12145},{},"Improvement with impact",{"type":12,"content":12148},[12149,12154,12159],{"type":15,"attrs":12150,"content":12151},{"textAlign":53},[12152],{"text":12153,"type":348},"Long-term care homes enrolled in Sparking Change in AUA are already seeing meaningful change by rethinking how they respond to behaviours and centring care around each resident’s individual needs.",{"type":15,"attrs":12155,"content":12156},{"textAlign":53},[12157],{"text":12158,"type":348},"At Chartwell Crescent Gardens in British Columbia, the team reduced inappropriate antipsychotic use by 33 percent through individualized care plans, staff training and strong family engagement.",{"type":15,"attrs":12160,"content":12161},{"textAlign":53},[12162],{"text":12163,"type":348},"At Lewisporte Health Centre in Newfoundland and Labrador, two residents regained the ability to speak, eat and engage in daily life after antipsychotics were discontinued.",-5020,[],{"parent_slug":1363,"umbraco_path":12167,"umbraco_uuid":12168},"/HealthcareExcellenceCanada/WhatWeDo/AllPrograms/AppropriateUseOfAntipsychotics/SparkingChangeInTheAppropriateUseOfAntipsychotics","3c308edc-195e-4492-be3d-22d235d73353","f239ab2d-3ca9-4215-84a8-047046e54442","2025-12-15T20:04:15.883Z",[],[12173],{"path":12174,"name":12175,"lang":305,"published":291},"programmes/impulser-le-changement","Utilisation appropriée des antipsychotiques : Impulser le changement",{"name":12177,"created_at":12178,"published_at":12179,"updated_at":12180,"id":12181,"uuid":12182,"content":12183,"slug":13786,"full_slug":13787,"sort_by_date":53,"position":13788,"tag_list":13789,"is_startpage":285,"parent_id":1523,"meta_data":13790,"group_id":13793,"first_published_at":13794,"release_id":53,"lang":299,"path":53,"alternates":13795,"default_full_slug":13787,"translated_slugs":13796},"The Promoting Life Together Collaborative","2025-12-15T20:04:31.388Z","2026-04-07T18:25:26.514Z","2026-04-07T18:25:26.592Z",123451274908871,"92af1e69-a6bd-4c19-93d3-183049dc353d",{"seo":12184,"_uid":12186,"hero":12187,"type":12202,"theme":350,"banner":12203,"format":12214,"topics":12215,"Noindex":285,"content":12216,"audience":13763,"component":1373,"contentSticky":13764},{"title":12177,"plugin":328,"description":12185},"The Promoting Life Together Collaborative modelled a co-designed learning program, bringing together multi-disciplinary teams from across northern, rural and remote parts of Canada using a shared learning approach.","ffe15307-cd56-4ecc-adda-b7daba725ec5",[12188],{"get":16,"_uid":12189,"image":12190,"title":12177,"status":1554,"component":340,"description":12195,"requirements":16,"programEndDate":16,"programStartDate":16,"inscriptionsEndDate":16,"inscriptionsStartDate":16},"eb71573a-07f5-4b0f-b1bf-5958255b6604",{"id":12191,"alt":12192,"name":16,"focus":16,"title":16,"source":16,"filename":12193,"copyright":16,"fieldtype":283,"meta_data":12194,"is_external_url":285},133283542312008,"Scenic view of a lake surrounded by dense green forest under a soft sunset sky, framed by bold geometric shapes.","https://a-ca.storyblok.com/f/850807391887861/1340x907/3575882d8f/promoting-life-together-collab.webp",{"alt":12192,"title":16,"source":16,"copyright":16},{"type":12,"content":12196},[12197],{"type":15,"attrs":12198,"content":12199},{"textAlign":53},[12200],{"text":12201,"type":348},"The Promoting Life Together Collaborative modelled a co-designed learning program, bringing together multi-disciplinary teams from across northern, rural and remote parts of Canada using a shared learning approach. The name of the collaborative was re-framed to focus on ‘life promotion’, recognizing the need to take a broader and more encompassing approach to the issue of suicide, to consider all aspects of one’s life and community wellness.",[222],[12204],{"_uid":12205,"file":12206,"link":12211,"label":12212,"linkType":5204,"component":4253,"linkLabel":12213},"5a68ce75-e1b6-45b1-ae87-0b70d1502215",{"id":12207,"alt":12208,"name":16,"focus":16,"title":12208,"source":16,"filename":12209,"copyright":16,"fieldtype":283,"meta_data":12210,"is_external_url":285},114293644212657,"20211117 Storyofthepltcollaborative Overview EN","https://a-ca.storyblok.com/f/850807391887861/2c9aa541b5/20211117-storyofthepltcollaborative-overview-en.pdf",{},{"id":16,"url":16,"linktype":1157,"fieldtype":1158,"cached_url":16},"The Story of the Promoting Life Together Collaborative (Overview)","Read the story",[],[91,62,76,32,98],[12217,12345,12787,13016,13415,13752],{"id":16,"_uid":12218,"content":12219,"component":365},"b7bc5f7c-191a-41a3-b849-0c1c40d35895",[12220],{"_uid":12221,"content":12222,"component":1408},"8cb28606-763c-4c1d-9655-0a1102f49b51",{"type":12,"content":12223},[12224,12229,12234,12274,12279,12284,12289,12340],{"type":1340,"attrs":12225,"content":12226},{"level":1498,"textAlign":53},[12227],{"text":12228,"type":348},"Overall Goals",{"type":15,"attrs":12230,"content":12231},{"textAlign":53},[12232],{"text":12233,"type":348},"The overall goals of the collaborative were to:",{"type":378,"content":12235},[12236,12246,12253,12260,12267],{"type":381,"content":12237},[12238],{"type":15,"attrs":12239,"content":12240},{"textAlign":53},[12241],{"text":12242,"type":348,"marks":12243},"Support the development of meaningful partnerships with teams to work alongside community members (First Nations and/or Métis), health authorities, persons with lived experience and other community partners",[12244],{"type":1291,"attrs":12245},{"color":16},{"type":381,"content":12247},[12248],{"type":15,"attrs":12249,"content":12250},{"textAlign":53},[12251],{"text":12252,"type":348},"Provide learning opportunities for understanding and applying wise practices for life promotion and First Nations mental wellness frameworks",{"type":381,"content":12254},[12255],{"type":15,"attrs":12256,"content":12257},{"textAlign":53},[12258],{"text":12259,"type":348},"Support teams to enhance their capacity towards culturally safe environments to promote health transformation",{"type":381,"content":12261},[12262],{"type":15,"attrs":12263,"content":12264},{"textAlign":53},[12265],{"text":12266,"type":348},"Enhance the capacity of teams to design, implement and evaluate improvement initiatives together and alongside communities",{"type":381,"content":12268},[12269],{"type":15,"attrs":12270,"content":12271},{"textAlign":53},[12272],{"text":12273,"type":348},"Strengthen the capacity of HEC to collaborate with, and learn from First Nation and Métis partners and communities on health improvement initiatives",{"type":15,"attrs":12275,"content":12276},{"textAlign":53},[12277],{"text":12278,"type":348},"The Promoting Life Together Collaborative formally ended in December 2019. The Guidance Grouprenewed its partnership to focus on knowledge sharing and sustainability, beginning with the development of a knowledge sharing protocol and knowledge sharing products.",{"type":1340,"attrs":12280,"content":12281},{"level":1498,"textAlign":53},[12282],{"text":12283,"type":348},"Guiding Principles",{"type":15,"attrs":12285,"content":12286},{"textAlign":53},[12287],{"text":12288,"type":348},"The Promoting Life Together Collaborative was guided by seven principles, developed together, and in partnership with the Guidance Group. These principles include:",{"type":378,"content":12290},[12291,12298,12305,12312,12319,12326,12333],{"type":381,"content":12292},[12293],{"type":15,"attrs":12294,"content":12295},{"textAlign":53},[12296],{"text":12297,"type":348},"Cultural humility/safety and reconciliation is an ongoing journey, and opportunities to further knowledge and capacity will be emphasized throughout the Collaborative.",{"type":381,"content":12299},[12300],{"type":15,"attrs":12301,"content":12302},{"textAlign":53},[12303],{"text":12304,"type":348},"The voice of Indigenous peoples, families, communities, patients, youth, caregivers, and individuals with lived experience will guide the Collaborative, and teams will be expected to model this approach.",{"type":381,"content":12306},[12307],{"type":15,"attrs":12308,"content":12309},{"textAlign":53},[12310],{"text":12311,"type":348},"Indigenous knowledge is recognized as evidence and will guide all stages of the collaborative (development, implementation and evaluation).",{"type":381,"content":12313},[12314],{"type":15,"attrs":12315,"content":12316},{"textAlign":53},[12317],{"text":12318,"type":348},"An Indigenous social determinants of health lens has been, and will continue to be, applied to the work of the Collaborative. Mental health is influenced by many factors including culture, life experiences, colonization workplace or other environments, and the social and economic conditions that shape our lives.",{"type":381,"content":12320},[12321],{"type":15,"attrs":12322,"content":12323},{"textAlign":53},[12324],{"text":12325,"type":348},"Respect, listening to and valuing other perspectives and other ways of knowing, learning together and collaboration will be modelled and championed.",{"type":381,"content":12327},[12328],{"type":15,"attrs":12329,"content":12330},{"textAlign":53},[12331],{"text":12332,"type":348},"A strength-based approach that fosters hope to address suicide prevention/life promotion will be applied.",{"type":381,"content":12334},[12335],{"type":15,"attrs":12336,"content":12337},{"textAlign":53},[12338],{"text":12339,"type":348},"Collaborative action in health transformation promotes equity through mutual recognition, respect, sharing and responsibility.",{"type":15,"attrs":12341,"content":12342},{"textAlign":53},[12343],{"text":12344,"type":348},"These principles recognize the unique context of this work and the capacity required to make meaningful systemic change in the way that mental health services are delivered, while acknowledging that teams within the collaborative work with First Nations and Métis, communities and organizations.",{"id":16,"_uid":12346,"title":12347,"video_id":12348,"component":12349,"transcript":12350,"video_type":1336,"description":12723,"video_title":12772,"video_description":12773},"9ecf392c-72d3-4d26-885b-2d2b9de1856f","Sharing the Story of the Promoting Life Together Collaborative ","WPnTFja82gw","video-transcript",{"type":12,"content":12351},[12352,12357,12362,12367,12372,12378,12383,12388,12393,12398,12403,12408,12413,12418,12423,12428,12433,12438,12443,12448,12453,12458,12463,12468,12473,12478,12483,12488,12493,12498,12503,12508,12513,12518,12523,12528,12533,12538,12543,12548,12553,12558,12563,12568,12573,12578,12583,12588,12593,12598,12603,12608,12613,12618,12623,12628,12633,12638,12643,12648,12653,12658,12663,12668,12673,12678,12683,12688,12693,12698,12703,12708,12713,12718],{"type":1340,"attrs":12353,"content":12354},{"level":2732,"textAlign":53},[12355],{"text":12356,"type":348},"The Promoting Life Together Collaborative Story: Our Ongoing Journey of Relationship and Partnership Strengthening",{"type":15,"attrs":12358,"content":12359},{"textAlign":53},[12360],{"text":12361,"type":348},"A collaborative is a learning network designed to support teams to realize improvements for the people they serve through relationship and partnership building. In 2017 the Promoting Life Together Collaborative was created to facilitate relationship development between health organizations and Indigenous communities to address suicide prevention and life promotion. We hope others can build on our experience and create their own processes of relationship and partnership strengthening that works for them and their partnerships. ",{"type":15,"attrs":12363,"content":12364},{"textAlign":53},[12365],{"text":12366,"type":348},"[01:51] ",{"type":15,"attrs":12368,"content":12369},{"textAlign":53},[12370],{"text":12371,"type":348},"[Albert Dumont]: My name is Albert Dumont. I'm an Algonquin, and right now I’m living in the Algonquin community of Kitigan Zibi. My connection to the PLT Collaborative and how they look at me as somebody that could bring in my definition of Indigenous knowledge, my spiritual beliefs, my life experiences to help out. And I'm grateful, because I'm committed to the health and well-being of our Indigenous communities. Ceremony has always been really important to me. I'm very grateful to the collaborative for always beginning their meetings and gatherings and everything that they do with a ceremony, with a prayer and with teachings. And it's always done in such a respectful manner. I've always actually have kind of felt special every time because I don't take these things for granted. To me, it's an acknowledgment that the Indigenous worldview matters and that somebody is interested in it. ",{"type":1340,"attrs":12373,"content":12375},{"level":12374,"textAlign":53},5,[12376],{"text":12377,"type":348},"The Promoting Life Together Collaborative ",{"type":15,"attrs":12379,"content":12380},{"textAlign":53},[12381],{"text":12382,"type":348},"[03:18] ",{"type":15,"attrs":12384,"content":12385},{"textAlign":53},[12386],{"text":12387,"type":348},"[Despina Papadopoulos]: The Promoting Life Together Collaborative brought together teams from coast to coast to support the development of meaningful partnerships between regional health organizations and Indigenous communities to develop life promotion initiatives. Six teams from across northern and remote regions in British Columbia, Alberta, Ontario, Newfoundland, and two teams in Manitoba participated in the collaborative. As the convener of this initiative, our organization became the seventh team, as it became very apparent that we were also learning alongside all of the teams. This 19-month initiative included coaching for each team by experienced knowledge keepers and service providers who mentored the teams to enhance their capacity for relationship and partnership building with Indigenous organizations and communities. ",{"type":1340,"attrs":12389,"content":12390},{"level":12374,"textAlign":53},[12391],{"text":12392,"type":348},"Building Relationships ",{"type":15,"attrs":12394,"content":12395},{"textAlign":53},[12396],{"text":12397,"type":348},"[04:24] ",{"type":15,"attrs":12399,"content":12400},{"textAlign":53},[12401],{"text":12402,"type":348},"[Despina Papadopoulos]: The Canadian Northern and Remote Health Network brings together northern health leaders to enhance leadership and to provide opportunities for shared learning and collaboration. In 2017, the network discussed their intention to focus on a suicide prevention life promotion collaborative in northern and remote regions of Canada, and they requested support from the Northern and Indigenous Health Team of the Canadian Foundation for Healthcare Improvement. Indigenous knowledge holders and organizations, including the Thunderbird Partnership Foundation and First Peoples Wellness Circle, were subsequently asked if they were open to having conversations to explore partnership and to codesign a collaborative. ",{"type":15,"attrs":12404,"content":12405},{"textAlign":53},[12406],{"text":12407,"type":348},"[05:05] ",{"type":15,"attrs":12409,"content":12410},{"textAlign":53},[12411],{"text":12412,"type":348},"[Carol Hopkins]: When we first started our relationship, we were very intrigued about CFHI and how they support their stakeholders through the collaboratives, and specifically in bringing on First Nations or Indigenous faculty or– to deliver training. And so that was one piece that interested the organization. Further to that, there was interest in working with CFHI to build relationships with provincial health authorities. And so we did that for a period of time. We were in conversation. We actually signed a memorandum of understanding with CFHI. But then there were some challenges in the relationship and really, those challenges were broader issues than just an individual. And we didn't quite understand them at first in the context of the organization. And as we continued the conversation over time, there was a little bit of a pause. And when I think about that now, it was a good pause because it was an opportunity for reflection. And as new people came on, Carol Fancott, and later on meeting Despina Papadopoulos, we had an opportunity to have further conversation about the relationship, about the partnership and how to grow that, and to understand the different factors or variables that were part of every relationship. So whether it's a relationship between organizations or a relationship between people, there are different factors and variables that are at play. And so the conversation really was about exploring those elements and trying to understand them. And one of the key things that I found critically important and in our work together to re-establish the relationship with greater clarity is the genuine listening skills. And so often times there would be conversations and then questions that maybe sometimes were asked with a little bit of shyness. ",{"type":15,"attrs":12414,"content":12415},{"textAlign":53},[12416],{"text":12417,"type":348},"[07:48] ",{"type":15,"attrs":12419,"content":12420},{"textAlign":53},[12421],{"text":12422,"type":348},"[Carol Fancott]: Yes, it was daunting. The subject matter is very difficult, and feeling– we want to make a difference in this area. And it matters. And it matters to our partners, our northern network partners. But it also matters to all of us within CFHI and to the Indigenous partners that we were forming new relationships with. So, yeah, it was– and sometimes I think maybe it was the newness that was actually quite helpful. I was new to CFHI, I was new to this area, and I was very open to wanting to learn. And I didn't have any preconceived ideas about how we run collaboratives, how we run programming. It was truly, and I think our entire team, the Northern and Indigenous Health Team, was very open because this was the first collaborative that we were doing as a group in this area. And so, again, going in without preconceived ways that we had to work, I think there was an element of freedom in that. ",{"type":15,"attrs":12424,"content":12425},{"textAlign":53},[12426],{"text":12427,"type":348},"[08:58] ",{"type":15,"attrs":12429,"content":12430},{"textAlign":53},[12431],{"text":12432,"type":348},"[Carol Hopkins]: And so that's the second piece of this key learning for me, and re-entering a relationship and working on it, is not letting fear hold you back and making sure that when you are in a difficult place of understanding, that you simply say that. “This is the way we've always done business. And we've heard that that doesn't sit well. It doesn't accommodate, it doesn't respect, it doesn't reflect the values or the needs that you have expressed on behalf of First Nations people. Let's talk about that.” And so that's another important element, following, you know, the courage to have the dialogue, to have the hard conversation, to be respectful in the questions, is to take time. And my father used to say to me, anything worth having takes hard work. It takes time. And so we spent time in conversation and asking the question, exploring the possibilities, learning about where we've been and where we can go. Who else needs to become part of the relationship? Is it ready to invite others, are we ready to invite others to the relationship, to the conversation, for the potential and possibilities for the future? It wasn't a conversation or a relationship that was nicely mapped out as a logic model. We're going to go from step A to B to C, and the outcome we're hoping for is this. We explored it and we were willing to map it out as we went along. ",{"type":1340,"attrs":12434,"content":12435},{"level":12374,"textAlign":53},[12436],{"text":12437,"type":348},"Sharing Experiences in Our Relationships ",{"type":15,"attrs":12439,"content":12440},{"textAlign":53},[12441],{"text":12442,"type":348},"[10:57] ",{"type":15,"attrs":12444,"content":12445},{"textAlign":53},[12446],{"text":12447,"type":348},"[Despina Papadopoulos]: Relationship development was an ongoing process that pervaded all aspects of the work. We focus on building and nurturing trust-based relationships, and sometimes it was hard work, but often our relational experiences were inspiring, and we became part of something greater than ourselves. ",{"type":15,"attrs":12449,"content":12450},{"textAlign":53},[12451],{"text":12452,"type":348},"[Dr. Ed Connors]: I recall vividly one of the first experiences we had when we went to Western Health, Newfoundland, how we one morning as we began, at the beginning, the first thing we did the morning of the first gathering with that group was we gathered on the shore of the ocean and we conducted what we call a sunrise ceremony. And the people who participated in that sunrise ceremony were the people from CFHI, ourselves, and the community members who were participating, as well as the people who came from the Western Health organization. And that morning when we conducted that ceremony, I think you could, you know, speak to any one of those people, and they could tell you vividly their recollection of how when we lit the fire on the shore and we began the ceremony, how the sun came up, and as it was rising it hit the face of a cliff, and that cliff just turned golden. And as that happened, we heard– some people who were facing out to the ocean actually saw two seals pop their heads up and sit there and watch and listen as we were participating in that ceremony. Those kinds of experiences were what in fact built those relationships in the way that I have just shared with you, that our ancestors imagined could happen. ",{"type":1340,"attrs":12454,"content":12455},{"level":12374,"textAlign":53},[12456],{"text":12457,"type":348},"Guidance Group ",{"type":15,"attrs":12459,"content":12460},{"textAlign":53},[12461],{"text":12462,"type":348},"[13:08] ",{"type":15,"attrs":12464,"content":12465},{"textAlign":53},[12466],{"text":12467,"type":348},"[Despina Papadopoulos]: The guidance group of the collaborative included a spiritual advisor, First Nations and Métis mental health leaders, a youth representative, an external evaluator, as well as representatives from national mental health organizations. This group supported the creation of guiding principles for the work of the collaborative, which focused on cultural humility, respect for Indigenous knowledge and diverse Indigenous voices and an understanding of strength-based approaches to Indigenous health. ",{"type":15,"attrs":12469,"content":12470},{"textAlign":53},[12471],{"text":12472,"type":348},"[13:39] ",{"type":15,"attrs":12474,"content":12475},{"textAlign":53},[12476],{"text":12477,"type":348},"[Brenda Restoule]: The conversation we had around the guidance group, I think, was really born out of the recognition of a collaborative that would have equity, I think, in the ability to co-lead and to codesign the work that we were doing. And so when we first started on this journey with CFHI, and Thunderbird was brought into the conversation along with First Peoples, there was a recognition that having the opportunity to bring in multiple voices that could contribute to the conversation around mental wellness and Indigenous mental wellness was critical. We, as First Nations people, couldn't speak on behalf of the other Indigenous groups, but it was important to have people at the table who had Métis knowledge and who were familiar with the concepts of mental wellness and had worked with communities around Métis wellness and Métis health indicators, I guess you could say. So there was an important part, I think, about that. It wasn't just one way of doing and one way of knowing that helped to guide the work that we were doing as a guidance group. And so there was that opportunity for co-learning and codesigning that came by creating a guidance group that had both Indigenous and non-Indigenous organizations at the table with the knowledge around mental wellness and suicide prevention and, ultimately, life promotion. Because of the recognition in the guiding principles around reconciliation and health transformation, that for so long there had not been equitable opportunities for Indigenous knowledge to play an equal part in the development of new initiatives or new knowledge that influences health care and health systems. ",{"type":15,"attrs":12479,"content":12480},{"textAlign":53},[12481],{"text":12482,"type":348},"[16:20] ",{"type":15,"attrs":12484,"content":12485},{"textAlign":53},[12486],{"text":12487,"type":348},"[William (Bill) Mussell]: I really enjoyed being co-chair with Carol of CFHI, and again, doing everything that we could to honour the implementation of the guiding principles, and in particular, paying particular attention to knowledge translation both ways, in terms of the English speakers, in terms of what it is they're talking about to help make sure that we understand as the Indigenous participants and vice-versa, that they understand our Indigenous points of view, and appreciating at all times that the project we were working on had to build on strengths of the Indigenous community and how important it was that we build on those strengths in regard to the knowledge that we rely upon, and making the decisions and choosing the directions we go. And, as was described, creating the kinds of living circumstances where each of us feels safe enough and comfortable enough with each other relationally to be able to be open and honest about our thoughts and feelings and particularly comfortable about talking about our inner life, as opposed to playing it safe at all times and waiting for the circumstances to say something that really had little to do with our inner world. Because I'm a real believer that we really were challenged as human beings to bring together things of our external world with our inner world. And when we're able to do that, we're able to make the kind of meaning necessary that's going to help us to navigate life quite successfully, along with many other people, because of the importance of community in our life on Mother Earth and the importance of all working together, much like it is modelled through Mother Earth for us to be able to ensure that we're attending to the needs of people of seven generations and more into the future. ",{"type":1340,"attrs":12489,"content":12490},{"level":12374,"textAlign":53},[12491],{"text":12492,"type":348},"Indigenous Knowledge ",{"type":15,"attrs":12494,"content":12495},{"textAlign":53},[12496],{"text":12497,"type":348},"[18:41] ",{"type":15,"attrs":12499,"content":12500},{"textAlign":53},[12501],{"text":12502,"type":348},"[Carol Hopkins]: One key piece that was so critical in a relationship, in a memorandum of understanding, which was about the ownership of knowledge, and how do you engage in a relationship that doesn't damage or take away or diminish ownership of knowledge? I often talk about Indigenous knowledge and the difference between Indigenous knowledge and sacred knowledge. Sacred knowledge belongs to the cultural societies, the medicine societies, ceremonial societies of First Nations people across Canada. And there are many distinct and unique societies that hold that sacred knowledge that has gone across many, many generations fully intact. And there are certain parameters around that knowledge, and it's specifically for First Nations people. But as holders of that knowledge, students of that knowledge, teachers of that knowledge, we all have the responsibility and learn how to translate that knowledge. Likewise, communities, they have their stories about how to live life well, and that knowledge is the same. It's been passed on from generation to generation with the mindset of supporting the future with good guidance for living life well. That's sacred knowledge. All of that gets translated across generations because it has to apply in the current context. And so the discussion on the ownership of knowledge was so critical because from a First Nations lens, it doesn't belong to any organization. It belongs to the people. It belongs to our future, and we have a responsibility to ensure its integrity and its safety for the future. That was the critical conversation that we were having with CFHI. And they had the courage to have the conversation. ",{"type":1340,"attrs":12504,"content":12505},{"level":12374,"textAlign":53},[12506],{"text":12507,"type":348},"A Paradigm Shift to Life Promotion ",{"type":15,"attrs":12509,"content":12510},{"textAlign":53},[12511],{"text":12512,"type":348},"[21:08] ",{"type":15,"attrs":12514,"content":12515},{"textAlign":53},[12516],{"text":12517,"type":348},"[Despina Papadopoulos]: We learned that a strength-based approach to mental wellness requires leading with language of life rather than relying on deficit-centred risk factor language. This understanding led to a paradigm shift from suicide prevention to life promotion. ",{"type":15,"attrs":12519,"content":12520},{"textAlign":53},[12521],{"text":12522,"type":348},"[Ed Connors]: What we really needed to be doing if we were really going to help people to live long and good lives was to focus on life and not to focus on death or trying to prevent death. That in actual fact, we could not prevent death, but we can help people and support people to live longer and healthier lives. ",{"type":15,"attrs":12524,"content":12525},{"textAlign":53},[12526],{"text":12527,"type":348},"[Brenda Restoule]: Part of what led to the whole discussion around changing the context of the work from suicide prevention to life promotion, because it allowed us to then change the narrative around the language we use from suicide prevention to life promotion. And it allowed us to think about this work from a strengths-based perspective as opposed to deficits and illness. And I think in doing so, it also allowed us to be centred around spirit. And I think that when we're talking about life promotion, it really needs to be centred around spirit. ",{"type":1340,"attrs":12529,"content":12530},{"level":12374,"textAlign":53},[12531],{"text":12532,"type":348},"Ceremony ",{"type":15,"attrs":12534,"content":12535},{"textAlign":53},[12536],{"text":12537,"type":348},"[22:35] ",{"type":15,"attrs":12539,"content":12540},{"textAlign":53},[12541],{"text":12542,"type":348},"[Despina Papadopoulos]: Albert Dumont was offered tobacco with the request to accept the role of spiritual advisor to the guidance group, and he accepted. His guidance cultivated strength in unity and ensured that ceremony was honoured and integrated into all of our meetings.",{"type":15,"attrs":12544,"content":12545},{"textAlign":53},[12546],{"text":12547,"type":348}," [Brenda Restoule]: From an Indigenous perspective or a First Nations perspective, we always are guided and supported by an Elder. And so the group was quite supportive of the notion of making sure that there was an Elder that led our group and ensured that we did things in a good way, that it was led by spirit, it was led by ceremony, and it continued to, in some ways, place a little bit of extra value on Indigenous knowledge, not because we thought it was better than, but because of the recognition in the guiding principles around reconciliation and health transformation that for so long there had not been equitable opportunities for Indigenous knowledge to play an equal part in the development of new initiatives or new knowledge that influences health care and health systems. And so by placing an Elder in that role, it ensured that there was a little bit of extra weight given to Indigenous knowledge, so we could give it some equity that it had not previously had. ",{"type":15,"attrs":12549,"content":12550},{"textAlign":53},[12551],{"text":12552,"type":348},"[Kelly Brownbill]: It's sometimes difficult for non-Indigenous people to enter into a circle, to enter into the ceremonies, particularly since a lot of the non-Indigenous people that were part of this process maybe didn't have a faith community of their own. Maybe they weren't used to ceremony or ritual within their lives. One of the things I tried to do in my part when I was bringing ceremony into our work was to talk about the fact that no one has to be confined by anyone else's idea of faith or spirit or ceremony, that you can come to a place in safety and participate in ways that are meaningful to you. ",{"type":1340,"attrs":12554,"content":12555},{"level":12374,"textAlign":53},[12556],{"text":12557,"type":348},"Coaches/ Mentors ",{"type":15,"attrs":12559,"content":12560},{"textAlign":53},[12561],{"text":12562,"type":348},"[Despina Papadopoulos]: Building readiness and health organizations to effectively partner with Indigenous organizations was a key goal of this collaborative. The coaches visited the teams for in-person mentoring and followed up with regular teleconferences, and these experiential learning strategies were supported by topic-specific webinars. ",{"type":15,"attrs":12564,"content":12565},{"textAlign":53},[12566],{"text":12567,"type":348},"[25:38] ",{"type":15,"attrs":12569,"content":12570},{"textAlign":53},[12571],{"text":12572,"type":348},"[Denise McCuaig]: I joined the Promoting Life Together Collaborative as a coach two years ago. And when I was first contacted, it was described to me that I would be a coach for one or two teams somewhere in northern Canada that were looking at doing a suicide prevention project with youth, and that they were partnering with non-Indigenous partners, mostly health authorities, and that I would be available by phone to coach and mentor for about an hour every two weeks. That was the original description that I received, but it very quickly became much more than that. Where I think it worked really well from a coaching perspective is that we as coaches were able to meet with non-Indigenous staff, often from health authorities, and they could practice with us doing a land acknowledgement. Or they could ask questions about how to offer an Elder in the community tobacco, or about what was expected of them when they arrived in the community to dialogue with the Indigenous people who lived there. And I hadn't seen that model happen before, where non-Indigenous health care providers could have the opportunity to get coaching and mentoring, to practice these new ways of communicating and these new ways of engaging with their Indigenous partners. So I think it worked really beautifully, and it allowed them to build their capacity and to grow. And so I think as a coach, I also took the time to often challenge them to think about their unconscious bias, to think about their perception of First Nations and Métis and Inuit people based on where they learned their information, and to break down some of those barriers that existed, because a lot of information received as Canadians is coming from the media, and it's often slanted or skewed in one way or another. And so this was a chance for them to actually have discussion with us as coaches about what our true lived experience was, and how we felt history would potentially impact the ongoing communications or the goals that they were trying to reach.",{"type":15,"attrs":12574,"content":12575},{"textAlign":53},[12576],{"text":12577,"type":348},"[28:24] ",{"type":15,"attrs":12579,"content":12580},{"textAlign":53},[12581],{"text":12582,"type":348},"[Brenda Restoule]: The guidance group spent quite a bit of time talking about what would be some of those key pieces of information or transmission of knowledge that could support them in their own collaborative, but also really create a shift in how the non-Indigenous health organizations and the Indigenous communities could work in a different way that would promote health transformation at the same time. And so some of the ones that they talked about, that they were offered, I should say, was allyship, cultural safety and humility, readiness, Indigenous knowledge, so centring Indigenous knowledge. And we had lots of discussions about who within the guidance group or outside of the guidance group might hold that knowledge, who could do those webinars. So they were created specifically for the collaborative. This wasn't knowledge that we, you know, went and picked off from somewhere else, but made it very specific to the conversations and the work that we were doing. ",{"type":15,"attrs":12584,"content":12585},{"textAlign":53},[12586],{"text":12587,"type":348},"[29:42] ",{"type":15,"attrs":12589,"content":12590},{"textAlign":53},[12591],{"text":12592,"type":348},"[Nancy Parker]: The fact that this was a learning collaborative was really key, and CFHI, just can’t compliment them enough because they supported constantly a very strength-based approach and acknowledged that every team’s journey is unique and of equal value. And, you know, again, in a Western perspective, we would maybe otherwise judge a team to say, oh, they got to these targets and other teams didn't, so therefore, they were better. But that, in fact, wasn't the case. We realized that a team maybe that had a whole different rhythm to their moving forward in their learning and understanding was perhaps maybe really, really, deeply transformational for them. And so I certainly saw on the team individual transformation of people's worldviews starting to shift. And I think, as others have mentioned, at times, it did mean some really kind but gentle pushing and questioning against bias or ways of doing, because there was that natural impulse to just go back to doing business as usual in thinking about moving a project forward. But that notion that you need to step back, you need to listen, you need to walk alongside, it doesn't mean your view isn't important. But in this particular process, in this particular collaborative, we are going to keep emphasizing the Indigenous voice and the Indigenous worldview. And so within that common ethical space that we've shared between these two worldviews, it was weighted more towards that voice. And I think that was essential in order to start some of that decolonization work with our Northern Health Authority team. ",{"type":1340,"attrs":12594,"content":12595},{"level":12374,"textAlign":53},[12596],{"text":12597,"type":348},"Evaluation ",{"type":15,"attrs":12599,"content":12600},{"textAlign":53},[12601],{"text":12602,"type":348},"[31:44] ",{"type":15,"attrs":12604,"content":12605},{"textAlign":53},[12606],{"text":12607,"type":348},"[Despina Papadopoulos]: A decolonizing approach was also applied to the evaluation of the collaborative. The Canadian Foundation for Healthcare Improvement supported innovation in the evaluation to ensure consistency with the guiding principles, Indigenous ways of knowing, Indigenous research methods, and Indigenous mental wellness frameworks. Most importantly, the evaluation framework recognized that our process, and particularly the quality of our relationships, were the main indicators of success. ",{"type":15,"attrs":12609,"content":12610},{"textAlign":53},[12611],{"text":12612,"type":348},"[Marion Maar]: Mainstream evaluation frameworks are usually designed for urban programs. They often don't fit northern, rural, or Indigenous services very well at all. And when you are actually dealing with diverse cultures, diverse worldviews and program philosophies, then the assumptions on which the original evaluation framework was built on is simply inappropriate. And if you use it, you will– it will lead you to false conclusions.",{"type":15,"attrs":12614,"content":12615},{"textAlign":53},[12616],{"text":12617,"type":348},"[Nancy Parker]: It is all about Indigenous voice. It is all about the primacy of Indigenous voice and that Indigenous knowledge is evidence. We don't need to go through, you know, the Western ways of determining what's effective or not. ",{"type":15,"attrs":12619,"content":12620},{"textAlign":53},[12621],{"text":12622,"type":348},"[33:02] ",{"type":15,"attrs":12624,"content":12625},{"textAlign":53},[12626],{"text":12627,"type":348},"[Marion Maar]: The NIH team had to do some advocacy work for us internally to enable us to develop our own evaluation framework that would fit the collaborative, that would fit the principles, and that allowed us then to apply a participatory framework. What our approach was to seek to understand processes, the how, why, and under what circumstances, for example, good relationships could be developed between mainstream and Indigenous organizations. We relied a lot on qualitative methods and Indigenous research methods, and I believe, as an external evaluator, that this really allowed us to come up with an evaluation and a report that was strong. It was rigorous, valid and accountable. It measured what we set out to do. So it looked at, you know, under what circumstances relationships could be built. It allowed us to track innovations that happened, for example, changes in the coaching model. Because part way through, we realized the coaching model had to be adapted. There had to be more experiential learning, so all those things could be accounted for with our evaluation framework. Another thing that was important is also to include Indigenous research methods. So as part of this, our evaluation became a quest for truth and healing, because as we were sharing our learning in an ethical space, we could also address and resolve issues at the same time. ",{"type":15,"attrs":12629,"content":12630},{"textAlign":53},[12631],{"text":12632,"type":348},"[34:48] ",{"type":15,"attrs":12634,"content":12635},{"textAlign":53},[12636],{"text":12637,"type":348},"[Carol Fancott]: And that was a real key learning for us to let go of some of those traditional indicators that we would always look at as part of our collaboratives, and to be able to open ourselves up much more to be thinking about, sort of, the importance of relationship in this work. And that was a very valid outcome that we needed to understand. And that the only way we would understand it was actually through a process evaluation. ",{"type":1340,"attrs":12639,"content":12640},{"level":12374,"textAlign":53},[12641],{"text":12642,"type":348},"Sustainability ",{"type":15,"attrs":12644,"content":12645},{"textAlign":53},[12646],{"text":12647,"type":348},"[Kelly Brownbill]: There's 500 years of creating paradigms and policies and procedures that minimized Indigenous voices, so we need to make sure that we have the ability to support the sustainability moving forward. Part of the process in the collaborative was asking them, okay, we're going to leave eventually. The coaches are going to withdraw, the support of the funding agency is going to withdraw. What can we do right now to help you build a process that will keep this momentum going? Incorporating that Indigenous way of being is challenging, there's no roadmap, and it takes a significant investment in time, which is why it hasn't been done before. Sustainability, one of the other challenges, is how do we keep the momentum going? Incredible amounts of work were done on all sides of these collaboratives, particularly those mainstream agencies that said, “We're ready to make a change.” They put their heart and soul into hearing what they've been doing wrong, what they could do better. They invested so much humility in saying, “We might be experts in doing this work, but we certainly aren't experts on doing that work with Indigenous communities.” And I often use the expression, we're pushing a boulder up a hill, right? And every inch that boulder gets higher up the hill is a success. It's a celebration. It's amazing. ",{"type":15,"attrs":12649,"content":12650},{"textAlign":53},[12651],{"text":12652,"type":348},"[36:56] ",{"type":15,"attrs":12654,"content":12655},{"textAlign":53},[12656],{"text":12657,"type":348},"[William (Bill0 Mussell]: If we experience the benefits of teaching and learning through the building of relationships and the sharing of stories and lived life experiences, and create a need to know on the part of those we're interacting with, because by interacting in that way, we're really demonstrating a need to know, if we can inspire that kind of activity, and people experience the payoffs and the benefits from enhancing their knowledge and understanding and enhancing their ability to form relationships with other people and other things and Mother Nature and so on, they're going to be able to embrace life more fully, and by embracing life, then take care of sustainability. ",{"type":1340,"attrs":12659,"content":12660},{"level":12374,"textAlign":53},[12661],{"text":12662,"type":348},"Health Transformation: The Way Forward ",{"type":15,"attrs":12664,"content":12665},{"textAlign":53},[12666],{"text":12667,"type":348},"[Despina Papadopoulos]: Health transformation is a process, not an outcome, and it takes time. Truth and reconciliation is an ongoing journey, and it begins with creating readiness within mainstream health organizations to develop respectful relationships and partnerships with First Nations, Inuit and Métis organizations and communities. ",{"type":15,"attrs":12669,"content":12670},{"textAlign":53},[12671],{"text":12672,"type":348},"[38:25] ",{"type":15,"attrs":12674,"content":12675},{"textAlign":53},[12676],{"text":12677,"type":348},"[Mariette Sutherland]: I wanted to share a little bit about the seventh guiding principle, which is really about system change, and again, link it back to the idea of the learning journey and the process undertaken in the PLT Collaborative. Really, the guidance group was thinking long and hard about, you know, how does change happen. And I spoke earlier a little bit about change management process, and you know, there's certainly a lot of, you know, mainstream models and approaches to that. I think, though, the PLT Collaborative was able to look at change management in a much more relational and spirit-centred way. And I think that will have way more traction in the long run, because often, I think change management processes happen to be couched or framed in very tactical and strategic ways. And missing from that is that notion of the spirit and intent behind it, you know, how people are feeling. So when you understand that change management is not an organization with disparate parts and, you know, units of service or departments or programs, but it's actually people, when you understand that change is driven by people, then coming at it from a relational and spirit-centred approach absolutely makes sense. And I think for Indigenous people just generally, we've always known that before any change happens, you establish a relationship and acknowledge one another’s spirit and understand where they're coming from. ",{"type":15,"attrs":12679,"content":12680},{"textAlign":53},[12681],{"text":12682,"type":348},"[40:21] ",{"type":15,"attrs":12684,"content":12685},{"textAlign":53},[12686],{"text":12687,"type":348},"[Ed Connors]: We've been part of this journey, all of us, and we are all needing again to come back to this place of good relationship. And I believe that this is part of what’s happened in this collaborative. It's an important part of the process of reconciliation, and what we would refer to as healing, and what we also speak of, when we, in our work, in the Anishinaabe language, they refer to it as bizaani-bimaadiziwin, living the good life or living a long and good life. ",{"type":15,"attrs":12689,"content":12690},{"textAlign":53},[12691],{"text":12692,"type":348},"[Kelly Brownbill]: I've often mentioned that CFHI is the first contract I ever signed that had the protection of Indigenous knowledge embedded in my contract. No one had ever done that before. Those are the things that we need to do, whether it's with the PLT Collaborative, whether we're working with a mainstream corporate organization, or whether we're working with a government agency, we need to continue to listen to Indigenous ways of being and knowing, we need to continue to look for ways to incorporate that within the bigger picture. We need to continue to find ways to support people who have been entrenched within government policy and corporate procedures, to support them to really want to change or to consider change. It's very vulnerable for them. So it's so important that we continue to look for ways that we can support them to want to go into this work, because that's when the collaborative is the pebble in the pond, right, and the ripples spread out farther and farther and farther. ",{"type":15,"attrs":12694,"content":12695},{"textAlign":53},[12696],{"text":12697,"type":348},"[42:10] ",{"type":15,"attrs":12699,"content":12700},{"textAlign":53},[12701],{"text":12702,"type":348},"[Albert Dumont]: We need to be dedicated. And for the sake of the next generations, we need to understand about what it is just to hold your grandchild, hold them in your arms, and imagine that you're holding that grandchild's grandchild or your grandchild's grandchild’s grandchild. Because it's the same thing, it's your relative, it’s your blood relative. But you're able to hold this grandchild physically, the next one, you're going to be holding them spiritually, and if I have my way, there's going to be help for them too, yeah. So it's good to talk about it and have the opportunity to talk about it, because that's what the collaborative is supposed to be all about, and I believe it is. That they’re trying, we’re all trying our hardest to do some good work together as one, as a unit, as a team. And that's finding the strength to keep pushing forward. ",{"type":1340,"attrs":12704,"content":12705},{"level":12374,"textAlign":53},[12706],{"text":12707,"type":348},"Kelly Brownbill sings the “Water Song.” ",{"type":15,"attrs":12709,"content":12710},{"textAlign":53},[12711],{"text":12712,"type":348},"\"Water, we love you. We thank you. We respect you.\" ",{"type":15,"attrs":12714,"content":12715},{"textAlign":53},[12716],{"text":12717,"type":348},"The Water Song used by permission of Dorene Day, Waubanewquay, Wazbizheshi Dodem. ",{"type":15,"attrs":12719,"content":12720},{"textAlign":53},[12721],{"text":12722,"type":348},"The Canadian Foundation for Healthcare Improvement (CFHI) and the Canadian Patient Safety Institute (CPSI) are now amalgamated as a new organization, Healthcare Excellence Canada (HEC). Healthcare Excellence Canada is an independent, not-for-profit charity funded primarily by Health Canada. The views expressed herein do not necessarily represent the views of Health Canada.",{"type":12,"content":12724},[12725,12745,12754,12763],{"type":15,"attrs":12726,"content":12727},{"textAlign":53},[12728,12733,12739,12744],{"text":12729,"type":348,"marks":12730},"We’re sharing the ",[12731],{"type":1291,"attrs":12732},{"color":16},{"text":12734,"type":348,"marks":12735},"Story of the Promoting Life Together Collaborative",[12736,12738],{"type":1291,"attrs":12737},{"color":16},{"type":2609},{"text":12740,"type":348,"marks":12741}," as seen through the eyes and the experiences of the PLT Collaborative Guidance Group and the Northern and Indigenous Health (NIH) Team at Healthcare Excellence Canada.",[12742],{"type":1291,"attrs":12743},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":12746,"content":12747},{"textAlign":1485},[12748,12753],{"text":12749,"type":348,"marks":12750},"It’s the story of collaboration and relationship development that was required to bring together different world views and facilitate the life promotion work of the PLT Collaborative teams across the country. This story represents our collective learning and connection of spirits.",[12751],{"type":1291,"attrs":12752},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":12755,"content":12756},{"textAlign":1485},[12757,12762],{"text":12758,"type":348,"marks":12759},"It’s also the story of a pan-Canadian health organization (CFHI and now HEC) and its staff’s journey working with and learning from First Nations and Métis leaders, organizations, and communities. It’s the story of coming together with the goal of integrating community voices and Indigenous ways of knowing in life promoting work, and in turn supporting teams to do the same in six geographic regions. ",[12760],{"type":1291,"attrs":12761},{"color":16},{"text":4500,"type":348},{"type":15,"attrs":12764,"content":12765},{"textAlign":1485},[12766,12771],{"text":12767,"type":348,"marks":12768},"Finally, it’s a story of why respect for culturally appropriate engagement and Indigenous knowledge, values and people are essential to the successful collaboration between Indigenous and non-Indigenous health organizations. ",[12769],{"type":1291,"attrs":12770},{"color":16},{"text":4500,"type":348}," The Story of the Promoting Life Together Collaborative ",{"type":12,"content":12774},[12775,12780,12785],{"type":15,"attrs":12776,"content":12777},{"textAlign":53},[12778],{"text":12779,"type":348},"Due to the pandemic most of recordings were conducting using Zoom. Despite not being able to connect in person, we were grateful for the opportunity to come together virtually to share teachings and what we have learned together.",{"type":15,"attrs":12781,"content":12782},{"textAlign":53},[12783],{"text":12784,"type":348},"Thank you to all of the Promoting Life Together (PLT) Collaborative Guidance Group members and CFHI/HEC staff past and present.",{"type":15,"attrs":12786},{"textAlign":53},{"id":16,"_uid":12788,"items":12789,"title":13008,"component":1089,"description":13009},"1c5696ac-df0e-4527-8fb5-28e490b7b5ca",[12790,12830],{"_uid":12791,"title":12792,"ctaLeft":12793,"ctaRight":12794,"component":374,"columnLeft":12795,"columnRight":12798},"2b677bcb-ccfa-4e00-95d3-6267a4ea94ac","Co-Chairs of the Guidance Group",[],[],{"type":12,"content":12796},[12797],{"type":15},{"type":12,"content":12799},[12800],{"type":378,"content":12801},[12802,12813],{"type":381,"content":12803},[12804],{"type":15,"attrs":12805,"content":12806},{"textAlign":53},[12807,12811],{"text":12808,"type":348,"marks":12809},"Carol Fancott",[12810],{"type":1436},{"text":12812,"type":348},", Director, Patient Engagement and Partnerships, HEC (previously CFHI)",{"type":381,"content":12814},[12815],{"type":15,"attrs":12816,"content":12817},{"textAlign":53},[12818,12822,12824,12828],{"text":12819,"type":348,"marks":12820},"William (Bill) Mussell",[12821],{"type":1436},{"text":12823,"type":348},", Adult Educator, Coast Salish/Stó:lō “People of the River” Board Member, ",{"text":12825,"type":348,"marks":12826},"First Peoples Wellness Circle",[12827],{"type":2609},{"text":12829,"type":348},", PLT Coach/Mentor",{"_uid":12831,"title":12832,"ctaLeft":12833,"ctaRight":12834,"component":374,"columnLeft":12835,"columnRight":12838},"35af057c-7c2d-41c6-b5a5-8ac291e32d2a","Members of the PLT Guidance Group",[],[],{"type":12,"content":12836},[12837],{"type":15},{"type":12,"content":12839},[12840],{"type":378,"content":12841},[12842,12853,12868,12879,12894,12905,12916,12927,12949,12964,12975,12986,12997],{"type":381,"content":12843},[12844],{"type":15,"attrs":12845,"content":12846},{"textAlign":53},[12847,12851],{"text":12848,"type":348,"marks":12849},"Kelly Brownbill",[12850],{"type":1436},{"text":12852,"type":348},", Indigenous Educator/Consultant, PLT Coach/Mentor",{"type":381,"content":12854},[12855],{"type":15,"attrs":12856,"content":12857},{"textAlign":53},[12858,12862,12864,12867],{"text":12859,"type":348,"marks":12860},"Ed Connors",[12861],{"type":1436},{"text":12863,"type":348},", Psychologist, Member of the Mohawks of Kahnawá:ke, Board member, ",{"text":12825,"type":348,"marks":12865},[12866],{"type":2609},{"text":12829,"type":348},{"type":381,"content":12869},[12870],{"type":15,"attrs":12871,"content":12872},{"textAlign":53},[12873,12877],{"text":12874,"type":348,"marks":12875},"Albert Dumont",[12876],{"type":1436},{"text":12878,"type":348},", Spiritual Advisor for the PLT Collaborative",{"type":381,"content":12880},[12881],{"type":15,"attrs":12882,"content":12883},{"textAlign":53},[12884,12888,12890],{"text":12885,"type":348,"marks":12886},"Carol Hopkins",[12887],{"type":1436},{"text":12889,"type":348},", Executive Director, ",{"text":12891,"type":348,"marks":12892},"Thunderbird Partnership Foundation",[12893],{"type":2609},{"type":381,"content":12895},[12896],{"type":15,"attrs":12897,"content":12898},{"textAlign":53},[12899,12903],{"text":12900,"type":348,"marks":12901},"Marion Maar",[12902],{"type":1436},{"text":12904,"type":348},", Associate Professor, Northern Ontario School of Medicine, External Evaluation Lead",{"type":381,"content":12906},[12907],{"type":15,"attrs":12908,"content":12909},{"textAlign":53},[12910,12914],{"text":12911,"type":348,"marks":12912},"Denise McCuaig",[12913],{"type":1436},{"text":12915,"type":348},", Métis, PLT Coach/Mentor",{"type":381,"content":12917},[12918],{"type":15,"attrs":12919,"content":12920},{"textAlign":53},[12921,12925],{"text":12922,"type":348,"marks":12923},"Despina Papadopoulos",[12924],{"type":1436},{"text":12926,"type":348},", Senior Program Lead, Northern and Indigenous Health Team, HEC (previously CFHI)",{"type":381,"content":12928},[12929],{"type":15,"attrs":12930,"content":12931},{"textAlign":53},[12932,12936,12937,12941,12943,12947],{"text":12933,"type":348,"marks":12934},"Nancy Parker",[12935],{"type":1436},{"text":12889,"type":348},{"text":12938,"type":348,"marks":12939},"Marymound",[12940],{"type":2609},{"text":12942,"type":348},", Board Chair, ",{"text":12944,"type":348,"marks":12945},"Canadian Association for Suicide Prevention, ",[12946],{"type":2609},{"text":12948,"type":348},"PLT Coach/Mentor",{"type":381,"content":12950},[12951],{"type":15,"attrs":12952,"content":12953},{"textAlign":53},[12954,12958,12960,12963],{"text":12955,"type":348,"marks":12956},"Brenda Restoule",[12957],{"type":1436},{"text":12959,"type":348},", Psychologist, Anishinabek from Dokis First Nation, CEO, ",{"text":12825,"type":348,"marks":12961},[12962],{"type":2609},{"text":12829,"type":348},{"type":381,"content":12965},[12966],{"type":15,"attrs":12967,"content":12968},{"textAlign":53},[12969,12973],{"text":12970,"type":348,"marks":12971},"Mariette Sutherland",[12972],{"type":1436},{"text":12974,"type":348},", External Knowledge Translation Lead",{"type":381,"content":12976},[12977],{"type":15,"attrs":12978,"content":12979},{"textAlign":53},[12980,12984],{"text":12981,"type":348,"marks":12982},"Will Landon, ",[12983],{"type":1436},{"text":12985,"type":348},"Youth Representative",{"type":381,"content":12987},[12988],{"type":15,"attrs":12989,"content":12990},{"textAlign":53},[12991,12995],{"text":12992,"type":348,"marks":12993},"Mara Grunau, ",[12994],{"type":1436},{"text":12996,"type":348},"Executive Director, Centre for Suicide Prevention",{"type":381,"content":12998},[12999],{"type":15,"attrs":13000,"content":13001},{"textAlign":53},[13002,13006],{"text":13003,"type":348,"marks":13004},"Karla Thorpe, ",[13005],{"type":1436},{"text":13007,"type":348},"Interim Vice President, Organizational Performance and Public Affairs, Mental Health Commission of Canada","The Guidance Group",{"type":12,"content":13010},[13011],{"type":15,"attrs":13012,"content":13013},{"textAlign":53},[13014],{"text":13015,"type":348},"An external Guidance Group was established to provide guidance for the ongoing design, delivery and evaluation of the collaborative. This group of leaders in Indigenous health and wellness, community engagement, suicide prevention and life promotion, guide HEC staff (the Northern and Indigenous Health team), in identifying and responding to the common needs of the teams, including curriculum development, content, tools, resources and timelines. The Guidance Group provides input into evaluation approaches for the collaborative.",{"id":16,"_uid":13017,"title":13018,"columns":13019,"component":4453,"description":13412},"352afb54-a17b-43f5-a1f4-043c7da99027","Promoting Life Together Collaborative Participating Teams",[13020,13080,13138,13179,13273,13359],{"_uid":13021,"image":13022,"title":13042,"content":13043,"component":4381},"b4a46037-5c70-4aaa-b8a4-254034260871",{"type":12,"content":13023},[13024,13033],{"type":15,"attrs":13025,"content":13026},{"textAlign":53},[13027],{"text":13028,"type":348,"marks":13029},"Learn more about Churchill Health Centre",[13030],{"type":1391,"attrs":13031},{"href":13032,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"http://churchillhealthcentre.com/",{"type":15,"attrs":13034,"content":13035},{"textAlign":53},[13036],{"text":13037,"type":348,"marks":13038},"Learn more about Winnipeg Regional Health Authority",[13039],{"type":1391,"attrs":13040},{"href":13041,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"http://www.wrha.mb.ca/","The Subarctic Friendship Circle, Manitoba",[13044,13068,13071,13075],{"_uid":13045,"content":13046,"component":1408},"c340b074-d005-472d-827b-a231a3508a27",{"type":12,"content":13047},[13048,13053,13058,13063],{"type":15,"attrs":13049,"content":13050},{"textAlign":53},[13051],{"text":13052,"type":348},"“I was raised at the River Flatts. The Flatts are my home and will always be my home.”– an Indigenous woman shares her experiences growing up in Churchill.",{"type":15,"attrs":13054,"content":13055},{"textAlign":53},[13056],{"text":13057,"type":348},"Our goal is to promote life and build resilience in the community of Churchill by celebrating the various cultures, traditions, heritages and the pioneers - our shared environment - resulting in the “Churchillian identity”. This is accomplished largely by cultivating mentorship opportunities between youth (up to 30), seniors and Elders of the community.",{"type":15,"attrs":13059,"content":13060},{"textAlign":53},[13061],{"text":13062,"type":348},"Churchill is located along the Western Hudson Bay and is Manitoba’s most Northern & remote community. Traditionally, Inuit, Dene, Cree, Ojibway, Métis and Pioneers from Europe have traversed through Churchill. Even American military and scientists from around the world have converged in Churchill for Arctic exploration because of the unique subarctic climate and wildlife species, dating back hundreds of years.",{"type":15,"attrs":13064,"content":13065},{"textAlign":53},[13066],{"text":13067,"type":348},"The partnership is about celebrating the distinctions of each of the Indigenous groups that have contributed to the Churchill way of life, which has been influenced and cultivated by our collective resiliency.",{"_uid":13069,"link":13070,"label":13028,"component":1325},"1b8f028e-f416-4b0f-a414-1e8c125d3b88",{"id":16,"url":13032,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13032},{"_uid":13072,"link":13073,"label":13074,"component":1325},"3c86bb00-1591-4127-bec1-508e5f78bc85",{"id":16,"url":13041,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13041},"Learn more about Winnipeg Regional Health Authority ",{"_uid":13076,"link":13077,"label":13079,"component":1325},"eda5b06e-b51f-4a9b-bc33-c299e0b919f1",{"id":16,"url":13078,"linktype":283,"fieldtype":1158,"cached_url":13078},"https://a-ca.storyblok.com/f/850807391887861/9da609f2c3/mb-churchill-health-doodle.jpg","View the team's visual sketch about their work",{"_uid":13081,"image":13082,"title":13102,"content":13103,"component":4381},"0add086b-c951-428f-8a43-5be41ca500fc",{"type":12,"content":13083},[13084,13093],{"type":15,"attrs":13085,"content":13086},{"textAlign":53},[13087],{"text":13088,"type":348,"marks":13089},"Learn more about First Nations Health Authority",[13090],{"type":1391,"attrs":13091},{"href":13092,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"http://www.fnha.ca/",{"type":15,"attrs":13094,"content":13095},{"textAlign":53},[13096],{"text":13097,"type":348,"marks":13098},"Learn more about Life Promotion for All My Relations",[13099],{"type":1391,"attrs":13100},{"href":13101,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"https://www.fnha.ca/about/news-and-events/news/life-promotion-for-all-my-relations-video-short","Youth Leading Youth Advisory Committee for Life Promotion, British Columbia",[13104,13128,13131,13134],{"_uid":13105,"content":13106,"component":1408},"e0f4662a-8951-40d7-bfc5-d0a2ac355683",{"type":12,"content":13107},[13108,13113,13118,13123],{"type":15,"attrs":13109,"content":13110},{"textAlign":53},[13111],{"text":13112,"type":348},"“Instead of being just another person that talks about wanting change or making a difference, I want to step up and start doing something! I want to be a part of something bigger than just me and the small town where I grew up.”- Megan Metz, Haisla Nation",{"type":15,"attrs":13114,"content":13115},{"textAlign":53},[13116],{"text":13117,"type":348},"The 16 members of the Youth Leading Youth Advisory Committee represent four health authorities in BC: Fraser Health Authority, Island Health Authority, Interior Health Authority and Northern Health Authority.",{"type":15,"attrs":13119,"content":13120},{"textAlign":53},[13121],{"text":13122,"type":348},"Our goal is to empower First Nations youth who have lived experience with suicide to steer the collaborative project process - from planning to implementation to evaluation - while we (the partners) provide the platform for engagement and the tools, resources and support for them to succeed.",{"type":15,"attrs":13124,"content":13125},{"textAlign":53},[13126],{"text":13127,"type":348},"Through empowering the Youth Leading Youth Advisory Committee for Life Promotion (YLYAC-LP) members, the reach of this project will expand across BC as the members bring their enhanced skills, knowledge, and confidence back to their families, friends, schools, employers, and communities. Each YLYAC-LP member will become a community resource capable of prioritizing community needs for action, engaging with community and leadership to plan locally appropriate responses, and building local capacity to promote life. We aim to help develop a generation of Indigenous leaders with strengthened personal coping skills, understanding of mental health and wellness, and project management skills to implement meaningful and positive changes in their communities and beyond.",{"_uid":13129,"link":13130,"label":13088,"component":1325},"2bbea5e3-6aed-4a1d-9a0d-78c4e6a08390",{"id":16,"url":13092,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13092},{"_uid":13132,"link":13133,"label":13097,"component":1325},"a2de0323-7e42-4784-8fb3-96e0cee893c8",{"id":16,"url":13101,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13101},{"_uid":13135,"link":13136,"label":13079,"component":1325},"11362874-a3ff-4753-800d-fd2829976d1a",{"id":16,"url":13137,"linktype":283,"fieldtype":1158,"cached_url":13137},"https://a-ca.storyblok.com/f/850807391887861/db6ca60667/youth-leading-youth-advisory-committee-bc.jpg",{"_uid":13139,"image":13140,"title":13151,"content":13152,"component":4381},"e6402c4d-fe19-4b42-9134-f8e19c12ee66",{"type":12,"content":13141},[13142],{"type":15,"attrs":13143,"content":13144},{"textAlign":53},[13145],{"text":13146,"type":348,"marks":13147},"Learn more about Maamwesying North Shore Community Health Services",[13148],{"type":1391,"attrs":13149},{"href":13150,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"https://www.mamaweswen.com/","Naandwe Noojimowin Nakiiwin, Northeastern Ontario",[13153,13172,13175],{"_uid":13154,"content":13155,"component":1408},"312716af-b77a-4d99-940d-121e107b5910",{"type":12,"content":13156},[13157,13162,13167],{"type":15,"attrs":13158,"content":13159},{"textAlign":53},[13160],{"text":13161,"type":348},"“The impact of the program is something that I will reflect on for the rest of my life. I finally see and feel how my actions effected my surroundings and the people I love the most... Naandwe Noojimowin is an amazing and inspiring program that everyone should be brave and take the first step and register. You never stop learning and healing.”",{"type":15,"attrs":13163,"content":13164},{"textAlign":53},[13165],{"text":13166,"type":348},"Our vision is to promote nation to nation collaboration and partnerships using our culture of generosity and reciprocity to assist other First Nations communities develop and deliver the Naandwe Noojimowin program that promotes life.",{"type":15,"attrs":13168,"content":13169},{"textAlign":53},[13170],{"text":13171,"type":348},"We promote partnerships between Maamwesying and other First Nation communities/organizations who are ready to engage in life promotion programming. These organizations are being trained in the development and delivery of the Naandwe Noojimowin program, designed to end domestic violence, child abuse, child neglect and the effects of intergenerational trauma using a culturally strength-based approach through community capacity building and sustainability. Collaborative partnership building with internal and external agencies is key to the successful implementation and delivery of the program.",{"_uid":13173,"link":13174,"label":13146,"component":1325},"ab198dd6-aeac-4e55-abf0-8680d6663b08",{"id":16,"url":13150,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13150},{"_uid":13176,"link":13177,"label":13079,"component":1325},"943d8bab-87d1-420c-a6f0-c53f20fb58f9",{"id":16,"url":13178,"target":1646,"linktype":283,"fieldtype":1158,"cached_url":13178},"https://a-ca.storyblok.com/f/850807391887861/790571c35e/naandwe-noojimowin-nakiiwin.jpg",{"_uid":13180,"image":13181,"title":13192,"content":13193,"component":4381},"00a33be2-41aa-43eb-a45b-c52a3604e7fe",{"type":12,"content":13182},[13183],{"type":15,"attrs":13184,"content":13185},{"textAlign":53},[13186],{"text":13187,"type":348,"marks":13188},"Learn more about Northern Regional Health Authority",[13189],{"type":1391,"attrs":13190},{"href":13191,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"http://www.nrha.ca/","Hope North Committee Community Led Planning Framework, Manitoba",[13194,13266,13269],{"_uid":13195,"content":13196,"component":1408},"793c4f4a-9b33-47f8-95d6-f9f386b50ce8",{"type":12,"content":13197},[13198,13203,13208,13238,13243],{"type":15,"attrs":13199,"content":13200},{"textAlign":53},[13201],{"text":13202,"type":348},"“I’ve been transformed and surprised by the learning we have done. Our learning through this project has affected us more than we expected. We now see our work through this lens and are inspired to move our team and community forward with an understanding and willingness to build meaningful relationships”-Bruce",{"type":15,"attrs":13204,"content":13205},{"textAlign":53},[13206],{"text":13207,"type":348},"Our goal is to build on the commitment, partnerships and previous work of the Hope North Suicide Prevention (HNSP) Committees by developing meaningful partnerships with First Nations communities across the north to understand community needs and support community-identified life promotion initiatives which will:",{"type":378,"content":13209},[13210,13217,13224,13231],{"type":381,"content":13211},[13212],{"type":15,"attrs":13213,"content":13214},{"textAlign":53},[13215],{"text":13216,"type":348},"Raise hope",{"type":381,"content":13218},[13219],{"type":15,"attrs":13220,"content":13221},{"textAlign":53},[13222],{"text":13223,"type":348},"Embrace meaning",{"type":381,"content":13225},[13226],{"type":15,"attrs":13227,"content":13228},{"textAlign":53},[13229],{"text":13230,"type":348},"Increase purpose",{"type":381,"content":13232},[13233],{"type":15,"attrs":13234,"content":13235},{"textAlign":53},[13236],{"text":13237,"type":348},"Enhance belonging",{"type":15,"attrs":13239,"content":13240},{"textAlign":53},[13241],{"text":13242,"type":348},"The intended outcomes of this project are to:",{"type":378,"content":13244},[13245,13252,13259],{"type":381,"content":13246},[13247],{"type":15,"attrs":13248,"content":13249},{"textAlign":53},[13250],{"text":13251,"type":348},"Engage with and develop meaningful partnerships with two First Nation communities in the north to evaluate, from the community lens, the previous work of the Hope North Suicide Prevention Committee,",{"type":381,"content":13253},[13254],{"type":15,"attrs":13255,"content":13256},{"textAlign":53},[13257],{"text":13258,"type":348},"Work with community partners to develop and implement a planning framework for the HNSP committee (Thompson) that informs and supports community driven initiatives; and",{"type":381,"content":13260},[13261],{"type":15,"attrs":13262,"content":13263},{"textAlign":53},[13264],{"text":13265,"type":348},"Share the planning framework and lessons learned to other Hope North committees, partner communities and the health authority.",{"_uid":13267,"link":13268,"label":13187,"component":1325},"42437ef0-bab5-4072-b838-cfd556c4afd6",{"id":16,"url":13191,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13191},{"_uid":13270,"link":13271,"label":13079,"component":1325},"95b778b5-699d-41f5-9353-414381b403ef",{"id":16,"url":13272,"linktype":283,"fieldtype":1158,"cached_url":13272},"https://a-ca.storyblok.com/f/850807391887861/165d741bdd/hope-north-committee-community-mb.jpg",{"_uid":13274,"image":13275,"title":13295,"content":13296,"component":4381},"7216c21f-155c-4c3a-8757-cc00ae04f3e5",{"type":12,"content":13276},[13277,13286],{"type":15,"attrs":13278,"content":13279},{"textAlign":53},[13280],{"text":13281,"type":348,"marks":13282},"Learn more about Qalipu First Nation",[13283],{"type":1391,"attrs":13284},{"href":13285,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"http://qalipu.ca/",{"type":15,"attrs":13287,"content":13288},{"textAlign":53},[13289],{"text":13290,"type":348,"marks":13291},"Learn more about Western Health",[13292],{"type":1391,"attrs":13293},{"href":13294,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"http://www.westernhealth.nl.ca/","Eastern Door: Promoting Life Together Inspiring Hope, Meaning, Purpose & Belonging, Western Newfoundland",[13297,13349,13352,13355],{"_uid":13298,"content":13299,"component":1408},"5cb8d936-263e-44a7-b6c8-1ae3a49953b6",{"type":12,"content":13300},[13301,13306,13311,13334,13339,13344],{"type":15,"attrs":13302,"content":13303},{"textAlign":53},[13304],{"text":13305,"type":348},"“This program has helped me to get the love back. I was in a dark place - I now see the light in our eyes.”",{"type":15,"attrs":13307,"content":13308},{"textAlign":53},[13309],{"text":13310,"type":348},"Project Goals:",{"type":378,"content":13312},[13313,13320,13327],{"type":381,"content":13314},[13315],{"type":15,"attrs":13316,"content":13317},{"textAlign":53},[13318],{"text":13319,"type":348},"Enhance the connection and continuum of service.",{"type":381,"content":13321},[13322],{"type":15,"attrs":13323,"content":13324},{"textAlign":53},[13325],{"text":13326,"type":348},"Increase cultural competency for mental health and addiction service providers",{"type":381,"content":13328},[13329],{"type":15,"attrs":13330,"content":13331},{"textAlign":53},[13332],{"text":13333,"type":348},"Implement Eastern Door Feather Carriers project",{"type":15,"attrs":13335,"content":13336},{"textAlign":53},[13337],{"text":13338,"type":348},"We are strengthening partnerships between Western Health, Qalipu First Nation and other Mi’kmaq groups and services while improving the continuum of service and enhancing support and access to these services.",{"type":15,"attrs":13340,"content":13341},{"textAlign":53},[13342],{"text":13343,"type":348},"Cultural competency training was held to assist employees of Western Health, Mental Health and Addiction Services move along the continuum from cultural awareness to cultural safety.",{"type":15,"attrs":13345,"content":13346},{"textAlign":53},[13347],{"text":13348,"type":348},"Western Health staff who are Mi’kmaq and Mi’kmaq groups and individuals from the community are participating in Feather Carriers Leadership for Life program. The program focuses on experiential learning and exposure to ceremony and teachings. A framework is being developed to reflect Mi’kmaq cultural practices and life promotion activities.",{"_uid":13350,"link":13351,"label":13281,"component":1325},"a505b6dc-f7f5-45c2-89fc-8ed7495d4352",{"id":16,"url":13285,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13285},{"_uid":13353,"link":13354,"label":13290,"component":1325},"261c1eb0-fe64-4397-943d-c87765e86403",{"id":16,"url":13294,"target":1395,"linktype":1396,"fieldtype":1158,"cached_url":13294},{"_uid":13356,"link":13357,"label":13079,"component":1325},"9dd1b1af-7800-475d-bdbb-562ec397a956",{"id":16,"url":13358,"linktype":283,"fieldtype":1158,"cached_url":13358},"https://a-ca.storyblok.com/f/850807391887861/4ce28257f9/eastern-door.jpg",{"_uid":13360,"image":13361,"title":13381,"content":13382,"component":4381},"572f05c7-e04b-4b73-aebf-4e82022297ec",{"type":12,"content":13362},[13363,13372],{"type":15,"attrs":13364,"content":13365},{"textAlign":53},[13366],{"text":13367,"type":348,"marks":13368},"Learn more about Alberta Health Services (North Zone)",[13369],{"type":1391,"attrs":13370},{"href":13371,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"https://www.albertahealthservices.ca/zones/north-zone.aspx",{"type":15,"attrs":13373,"content":13374},{"textAlign":53},[13375],{"text":13376,"type":348,"marks":13377},"Learn more about Beaver First Nation",[13378],{"type":1391,"attrs":13379},{"href":13380,"uuid":53,"anchor":53,"target":1395,"linktype":1396},"https://www.beaverfirstnation.com/","Walking Together Life Promotion in Youth, Northern Alberta",[13383,13402,13405,13408],{"_uid":13384,"content":13385,"component":1408},"5809aecc-ff60-4771-a946-91ae3450656e",{"type":12,"content":13386},[13387,13392,13397],{"type":15,"attrs":13388,"content":13389},{"textAlign":53},[13390],{"text":13391,"type":348},"“If it was not for this project no one would have come to the community to hear us.”– Community Elder Speaking to how the collaborative has created a space to build relationships and walk together to improve the health and wellbeing of the people.",{"type":15,"attrs":13393,"content":13394},{"textAlign":53},[13395],{"text":13396,"type":348},"Our goal is to join the community to co-design a life promotion project built on the strengths of the community.",{"type":15,"attrs":13398,"content":13399},{"textAlign":53},[13400],{"text":13401,"type":348},"Our project uses a strength-based approach that fosters hope to address suicide and life promotion. 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In a Commonwealth Fund survey in 2016, Canada placed last on specialist access among the 11 countries surveyed, with 56 percent of people living in Canada reporting that they wait four weeks or longer to see a specialist.",{"text":13842,"type":348,"marks":13843},"1",[13844],{"type":13845},"superscript",{"type":15,"attrs":13847,"content":13848},{"textAlign":53},[13849],{"text":13850,"type":348},"The Canadian Foundation for Healthcare Improvement (CFHI – now Healthcare Excellence Canada) partnered with Canada Health Infoway, the College of Family Physicians of Canada and the Royal College of Physicians and Surgeons of Canada to spread the adoption of two proven innovations that had substantially increased access to primary care specialty services:",{"type":378,"content":13852},[13853,13881],{"type":381,"content":13854},[13855],{"type":15,"attrs":13856,"content":13857},{"textAlign":53},[13858,13871,13879],{"text":13859,"type":348,"marks":13860},"Champlain BASE",[13861],{"type":1391,"attrs":13862},{"href":13863,"uuid":13864,"anchor":53,"custom":13865,"target":1646,"linktype":1157,"story":13866},"/resources/the-champlain-base-econsult-service","a632a83e-346b-49e6-a9a6-1ada575a8e55",{},{"name":13867,"id":13868,"uuid":13864,"slug":13869,"url":13870,"full_slug":13870,"_stopResolving":291},"The Champlain BASE eConsult Service",113881339068180,"the-champlain-base-econsult-service","resources/the-champlain-base-econsult-service",{"text":13872,"type":348,"marks":13873},"TM",[13874,13878],{"type":1391,"attrs":13875},{"href":13863,"uuid":13864,"anchor":53,"custom":13876,"target":1646,"linktype":1157,"story":13877},{},{"name":13867,"id":13868,"uuid":13864,"slug":13869,"url":13870,"full_slug":13870,"_stopResolving":291},{"type":13845},{"text":13880,"type":348}," (Building Access to Specialists through eConsultation), a secure web-based eConsult service which originated with the Champlain Local Health Integration Network in Ontario",{"type":381,"content":13882},[13883],{"type":15,"attrs":13884,"content":13885},{"textAlign":53},[13886,13894,13901,13908,13910,13918],{"text":13887,"type":348,"marks":13888},"Rapid Access to Consultative Expertise (RACE",[13889],{"type":1391,"attrs":13890},{"href":13891,"uuid":1156,"anchor":53,"custom":13892,"target":1646,"linktype":1157,"story":13893},"/resources/race-rapid-access-to-consultative-expertise",{},{"name":1161,"id":1162,"uuid":1156,"slug":1163,"url":1159,"full_slug":1159,"_stopResolving":291},{"text":13872,"type":348,"marks":13895},[13896,13900],{"type":1391,"attrs":13897},{"href":13891,"uuid":1156,"anchor":53,"custom":13898,"target":1646,"linktype":1157,"story":13899},{},{"name":1161,"id":1162,"uuid":1156,"slug":1163,"url":1159,"full_slug":1159,"_stopResolving":291},{"type":13845},{"text":13902,"type":348,"marks":13903},")",[13904],{"type":1391,"attrs":13905},{"href":13891,"uuid":1156,"anchor":53,"custom":13906,"target":1646,"linktype":1157,"story":13907},{},{"name":1161,"id":1162,"uuid":1156,"slug":1163,"url":1159,"full_slug":1159,"_stopResolving":291},{"text":13909,"type":348},", a telephone advice line and app launched at Providence Health Care and Vancouver Coastal Health. (CFHI identified RACE™ through the ",{"text":13911,"type":348,"marks":13912},"EXTRA Executive Program",[13913],{"type":1391,"attrs":13914},{"href":13915,"uuid":4173,"anchor":53,"custom":13916,"target":1646,"linktype":1157,"story":13917},"/programs/extra",{},{"name":4168,"id":4172,"uuid":4173,"slug":9439,"url":9440,"full_slug":9440,"_stopResolving":291},{"text":13919,"type":348},".)",{"type":15,"attrs":13921,"content":13922},{"textAlign":53},[13923,13925,13931,13933,13939],{"text":13924,"type":348},"Through this 18-month quality improvement collaborative, 11 teams from across Canada improved primary care provider access to specialist advice by adapting and implementing one or both of the ",{"text":13926,"type":348,"marks":13927},"RACE™",[13928],{"type":1391,"attrs":13929},{"href":13930,"uuid":53,"anchor":53,"custom":53,"target":1395,"linktype":1396},"http://www.raceconnect.ca/",{"text":13932,"type":348}," and Champlain ",{"text":13934,"type":348,"marks":13935},"BASE™",[13936],{"type":1391,"attrs":13937},{"href":13938,"uuid":53,"anchor":53,"custom":53,"target":1395,"linktype":1396},"https://www.champlainbaseeconsult.com/",{"text":13940,"type":348}," proven remote consult models of care. ",{"type":15,"attrs":13942,"content":13943},{"textAlign":53},[13944],{"text":13945,"type":348},"The quality improvement collaborative built on the 2016-17 Connected Medicine e-collaborative in which 10 provincial/territorial and international teams came together to develop business cases and strategies to implement remote consult services in their jurisdictions.",{"type":15,"attrs":13947,"content":13948},{"textAlign":53},[13949],{"text":13950,"type":348},"Some of the participating teams have since joined HEC’s Momentum Challenge – an invitation-only program that assists teams which have completed a collaborative to expand the reach of the innovation and sustain its impact.",{"type":1340,"attrs":13952,"content":13953},{"level":1498,"textAlign":53},[13954],{"text":13955,"type":348},"How Connected Medicine contributes to better healthcare in Canada",{"type":15,"attrs":13957,"content":13958},{"textAlign":53},[13959],{"text":13960,"type":348},"Connected Medicine is part of HEC’s ongoing efforts to spread and scale proven innovations that deliver high quality care closer to home and the community.",{"type":15,"attrs":13962,"content":13963},{"textAlign":53},[13964],{"text":13965,"type":348},"Through remote consultations, eligible patients can access specialist advice closer to home from primary care providers they know and trust. The process is typically faster than being referred for a face-to-face specialist appointment and often avoids unnecessary trips to the emergency department.",{"type":15,"attrs":13967,"content":13968},{"textAlign":53},[13969],{"text":13970,"type":348},"During the collaborative, more than 2,200 primary care providers participated in a remote consult service and continue to benefit from it – rapidly accessing specialist advice, typically within a week or less. By the end of the collaborative, more than 800 specialists had enrolled and were consulting through a BASE™ or RACE™-like service; the most common specialty service is psychiatry, followed by cardiology, nephrology, obstetrics/gynecology and pediatrics.",{"type":15,"attrs":13972,"content":13973},{"textAlign":53},[13974],{"text":13975,"type":348},"Between June 2017 and September 2019, patients took part in more than 19,000 remote consults with specialists.",{"type":1340,"attrs":13977,"content":13978},{"level":1498,"textAlign":53},[13979],{"text":13980,"type":348},"Using an improvement collaborative to spread new models of care",{"type":15,"attrs":13982,"content":13983},{"textAlign":53},[13984],{"text":13985,"type":348},"Publicly-funded Canadian healthcare delivery organizations, ministries and providers participated in the Connected Medicine collaborative from June 2017 until September 2018. The collaborative focused on supporting teams in the spread and adaption of RACE™ and BASE™ – that improved primary care access to specialist advice through telephone services and digital technology.",{"type":15,"attrs":13987,"content":13988},{"textAlign":53},[13989],{"text":13990,"type":348},"Participating teams had up to $600,000 in seed funding available, in addition to support with the implementation, spread, scale and evaluation of the innovations within their project areas. Teams took part in a curriculum to enhance their quality improvement skills. This included educational webinars, in-person workshops, access to a network of expert faculty and coaches, and peer-to-peer networking.",{"id":16,"_uid":13992,"items":13993,"component":1311},"283da444-b759-44f9-9f06-041f26e8c820",[13994],{"_uid":13995,"image":13996,"quote":13998,"author":14007,"component":1309,"author_title":14008},"485eba3a-a8a1-4d6a-a9f7-63b8927a0eeb",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":283,"meta_data":13997},{},{"type":12,"content":13999},[14000,14005],{"type":15,"attrs":14001,"content":14002},{"textAlign":53},[14003],{"text":14004,"type":348},"If one group had tried this project in isolation, it wouldn’t have worked. This was never a ‘top-down’ initiative. It was always seen as a true collaborative, with all stakeholders at the table.",{"type":15,"attrs":14006},{"textAlign":53},"Karla Faig","Healthcare Consultant, Department of Health, New Brunswick (2019)",{"id":16,"_uid":14010,"content":14011,"component":365},"e34a00cf-79f7-4d94-9f18-36bfe072335a",[14012,14144],{"_uid":14013,"content":14014,"component":1408},"9fab81ad-0192-46f7-b637-d5a781597394",{"type":12,"content":14015},[14016,14021,14035,14040,14047,14052,14057,14064,14069,14076],{"type":1340,"attrs":14017,"content":14018},{"level":1498,"textAlign":53},[14019],{"text":14020,"type":348},"Connected Medicine Collaboration Results",{"type":15,"attrs":14022,"content":14023},{"textAlign":53},[14024,14026,14029,14031,14034],{"text":14025,"type":348},"The Connected Medicine collaboration spread two proven Canadian healthcare innovations that improved access to specialist advice by enabling primary care providers, such as family doctors and nurse practitioners, to ask specialists patient care questions: Champlain BASE",{"text":13872,"type":348,"marks":14027},[14028],{"type":13845},{"text":14030,"type":348}," and RACE",{"text":13872,"type":348,"marks":14032},[14033],{"type":13845},{"text":2179,"type":348},{"type":15,"attrs":14036,"content":14037},{"textAlign":53},[14038],{"text":14039,"type":348},"Results from this collaboration are consistent with those that have been achieved through original implementations of these two innovations. The Connected Medicine collaboration brought about improvements for patients and providers in a number of areas.",{"type":1340,"attrs":14041,"content":14042},{"level":1342,"textAlign":53},[14043],{"text":14044,"type":348,"marks":14045},"Improvements for providers",[14046],{"type":1436},{"type":15,"attrs":14048,"content":14049},{"textAlign":53},[14050],{"text":14051,"type":348},"Primary care providers initiated more than 12,300 remote consults with specialists to support patient care. Teams from Newfoundland and Labrador, New Brunswick, Quebec, Manitoba, Saskatchewan, Alberta, British Columbia and the Department of National Defence enrolled more than 2,200 primary care practitioners and 800 specialists, including many in underserved rural and remote regions.",{"type":15,"attrs":14053,"content":14054},{"textAlign":53},[14055],{"text":14056,"type":348},"In some regions, primary care providers had access to as many as 38 specialties for remote consultation. The most commonly available specialty was psychiatry, followed by cardiology, nephrology, obstetrics/gynecology and pediatrics. Four services also offered palliative care consults. Results by team are available in the Results of Collaborative. These practitioners can now access specialist consults through secure digital technology and telephone services.",{"type":1340,"attrs":14058,"content":14059},{"level":1342,"textAlign":53},[14060],{"text":14061,"type":348,"marks":14062},"Improvements for patients",[14063],{"type":1436},{"type":15,"attrs":14065,"content":14066},{"textAlign":53},[14067],{"text":14068,"type":348},"Eligible patients receive care based on specialist advice closer to home, from a primary care provider they know and trust. The process is typically faster than being referred for a face-to-face specialist appointment and often avoids unnecessary trips to the emergency department.",{"type":1340,"attrs":14070,"content":14071},{"level":1498,"textAlign":53},[14072],{"text":14073,"type":348,"marks":14074},"Key facts and figures",[14075],{"type":1436},{"type":378,"content":14077},[14078,14092,14111,14122,14133],{"type":381,"content":14079},[14080],{"type":15,"attrs":14081,"content":14082},{"textAlign":53},[14083,14086,14090],{"text":13859,"type":348,"marks":14084},[14085],{"type":1436},{"text":13872,"type":348,"marks":14087},[14088,14089],{"type":1436},{"type":13845},{"text":14091,"type":348}," currently provides access to 114 specialty groups and 1,000 cases each month in Ontario, with a median response time of 21 hours and nearly two thirds (65 percent) of cases resolved without requiring patients to attend a face-to-face specialist visit1.",{"type":381,"content":14093},[14094],{"type":15,"attrs":14095,"content":14096},{"textAlign":53},[14097,14101,14105,14109],{"text":14098,"type":348,"marks":14099},"A RACE",[14100],{"type":1436},{"text":13872,"type":348,"marks":14102},[14103,14104],{"type":1436},{"type":13845},{"text":14106,"type":348,"marks":14107}," data evaluation ",[14108],{"type":1436},{"text":14110,"type":348},"found that 60 percent of RACE calls appropriately avoided a face-to-face visit with a specialist and 32 percent of calls appropriately avoided hospital ED visits.",{"type":381,"content":14112},[14113],{"type":15,"attrs":14114,"content":14115},{"textAlign":53},[14116,14120],{"text":14117,"type":348,"marks":14118},"Rapid access to specialist advice: ",[14119],{"type":1436},{"text":14121,"type":348},"More than four in five eConsults (85 percent) received a response from a specialist within seven days (based on a sample of more than 3,200 eConsults). This work addresses a recognized issue in Canada as identified, for example, in the 2016 Commonwealth Fund Survey – where Canada placed last on a measure of specialist access among the 11 countries surveyed, with 56 percent of the people living in Canada reporting waiting four weeks or longer to see a specialist.",{"type":381,"content":14123},[14124],{"type":15,"attrs":14125,"content":14126},{"textAlign":53},[14127,14131],{"text":14128,"type":348,"marks":14129},"Care closer to home: ",[14130],{"type":1436},{"text":14132,"type":348},"More than half of eConsults (53 percent) led to an appropriately avoided face-to-face referral to a specialist, where the primary care provider originally contemplated it but no longer needed to do so based on specialist advice (based on a sample of over 2,600 e-Consults).",{"type":381,"content":14134},[14135],{"type":15,"attrs":14136,"content":14137},{"textAlign":53},[14138,14142],{"text":14139,"type":348,"marks":14140},"Avoided emergency department 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