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Current frameworks, like the ","text",{"text":302,"type":300,"marks":303},"Quintuple Aim",[304],{"type":305,"attrs":306},"link",{"href":307,"uuid":53,"anchor":53,"custom":53,"target":308,"linktype":309},"https://www.ihi.org/resources/publications/quintuple-aim-health-care-improvement-new-imperative-advance-health-equity","_blank","url",{"text":311,"type":300}," and ",{"text":313,"type":300,"marks":314},"Learning Health Systems",[315],{"type":305,"attrs":316},{"href":317,"uuid":53,"anchor":53,"custom":53,"target":308,"linktype":309},"https://www.bmj.com/content/384/bmj-2023-076175",{"text":319,"type":300},", recognize that managing resources well is part of high value healthcare. Costs must be considered in relation to the outcomes they deliver.",[55],[322,350,618,1268,1502],{"_uid":323,"link":324,"image":325,"title":328,"video_id":16,"component":331,"video_mp4":332,"media_type":334,"video_type":335,"description":336,"video_title":16,"video_mp4_thumbnail":348},"fe221de6-d397-4976-b609-492545dde9a6",[],{"id":326,"alt":327,"name":327,"focus":16,"title":328,"source":16,"filename":329,"copyright":16,"fieldtype":290,"meta_data":330,"is_external_url":277},114297828814287,"Diagram illustrating the concept of value in healthcare, showing 'Value' as a fraction with 'Outcomes that matter to patients' as the numerator and 'Resources throughout the patient journey' as the denominator. A note below explains that value increases when fewer resources are used to achieve the same or better outcomes.","What is Value-based Healthcare?","https://a-ca.storyblok.com/f/850807391887861/cb73ec2247/icons-outcomes-en.png",{"alt":327,"title":328,"source":16,"copyright":16},"text-media",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":290,"meta_data":333},{},"image","youtube",{"type":12,"content":337},[338,343],{"type":15,"attrs":339,"content":340},{"textAlign":53},[341],{"text":342,"type":300},"Value-based healthcare (VBHC) is about linking resources used for healthcare programs or services over a patient’s journey to the outcomes that matter most to patients and communities. Implicitly, patients’ preferred outcomes also reflect their values.",{"type":15,"attrs":344,"content":345},{"textAlign":53},[346],{"text":347,"type":300},"VBHC recognizes that what works best for whom in different contexts will vary. Our understanding of how to deliver value will also evolve over time. As a result, VBHC avoids over-specifying how outcomes will be achieved, e.g. the number of services delivered or specific activities or products.",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":290,"meta_data":349},{},{"_uid":351,"content":352,"component":617},"f2e36d2a-667a-4b10-82c9-be002ac5cae0",[353],{"_uid":354,"content":355,"component":616},"9dc013e2-10e7-4ca4-8d2c-9b21b7cd5e92",{"type":12,"content":356},[357,364,383,422,427,450,455,460,543,548],{"type":358,"attrs":359,"content":361},"heading",{"level":360,"textAlign":53},2,[362],{"text":363,"type":300},"Examples of VBHC in Canada",{"type":15,"attrs":365,"content":366},{"textAlign":53},[367,381],{"text":368,"type":300,"marks":369},"VBHC initiatives",[370],{"type":305,"attrs":371},{"href":372,"uuid":275,"anchor":373,"custom":374,"target":375,"linktype":376,"story":377},"/resources/value-based-healthcare","VBHCCaseStudies",{},"_self","story",{"name":270,"id":274,"uuid":275,"slug":378,"url":379,"full_slug":379,"_stopResolving":380},"value-based-healthcare","resources/value-based-healthcare",true,{"text":382,"type":300}," exist in many forms, some of which directly link payments and outcomes.",{"type":384,"content":385},"bullet_list",[386,394,401,408,415],{"type":387,"content":388},"list_item",[389],{"type":15,"attrs":390,"content":391},{"textAlign":53},[392],{"text":393,"type":300},"For example, outcome-based procurement awards contracts to suppliers based on meeting pre-defined metrics.",{"type":387,"content":395},[396],{"type":15,"attrs":397,"content":398},{"textAlign":53},[399],{"text":400,"type":300},"Social Impact Bonds are another pay-for-success model. Capital from private investors is used to pay for programs that enhance the social good. Investors’ return on investment depends on the extent to which pre-defined social outcomes are achieved.",{"type":387,"content":402},[403],{"type":15,"attrs":404,"content":405},{"textAlign":53},[406],{"text":407,"type":300},"When an outcome is well-defined but how to get there isn’t as clear, open innovation challenges reward innovators who best meet the outcome sought. This approach can also uncover novel and promising practices.",{"type":387,"content":409},[410],{"type":15,"attrs":411,"content":412},{"textAlign":53},[413],{"text":414,"type":300},"In other cases, VBHC may guide policy or program design. For instance, bundled funding provides pre-determined payments to a group of healthcare providers for all services within an episode of care.",{"type":387,"content":416},[417],{"type":15,"attrs":418,"content":419},{"textAlign":53},[420],{"text":421,"type":300},"VBHC can also shape planning and evaluation, as in a multi-province collaborative to enable paramedics to provide palliative care, enabling patients to remain at home where most prefer to be.",{"type":358,"attrs":423,"content":424},{"level":360,"textAlign":53},[425],{"text":426,"type":300},"What Value-based Healthcare is not",{"type":384,"content":428},[429,436,443],{"type":387,"content":430},[431],{"type":15,"attrs":432,"content":433},{"textAlign":53},[434],{"text":435,"type":300},"VBHC focuses on the whole, not the parts. It does not aim to optimize individual components of an episode of care in isolation (e.g. focusing on just the surgical component without considering pre- and post-care, in addition to surgery). Rather, it seeks to understand and promote improvement in outcomes and costs that span an episode of care or population group, not just those delivered by a specific healthcare provider or at a particular time. Targeted improvements must contribute to the overall goal that cuts across organizational and/or budgetary boundaries.",{"type":387,"content":437},[438],{"type":15,"attrs":439,"content":440},{"textAlign":53},[441],{"text":442,"type":300},"The focus of VBHC is not cost-containment, or to reward cost reductions in isolation. Both overuse and underuse of healthcare can affect value. The aim is to encourage services that deliver high value, and to scale back or drop those that do not. It is also to re-balance the mix of services to improve outcomes at the same or lower cost. In some cases, increased value may come from options outside the health sector that improve health outcomes, not just services offered by traditional health care providers. How we learn, live, work, and play can all affect our health. A broader focus that includes interventions addressing social determinants of health can contribute to value-based care.",{"type":387,"content":444},[445],{"type":15,"attrs":446,"content":447},{"textAlign":53},[448],{"text":449,"type":300},"While evidence-informed practice can facilitate more appropriate care and improved outcomes, it is not the ultimate goal of VBHC. Providers can use evidence regarding the effectiveness of interventions in order to design and continuously adapt models of care to optimize value. However, VBHC is not the same as pay-for-performance models that reward delivery of specific care processes, e.g. prescribing of medications recommended in clinical guidelines, rather than outcomes.",{"type":358,"attrs":451,"content":452},{"level":360,"textAlign":53},[453],{"text":454,"type":300},"Getting started with VBHC through HEC",{"type":15,"attrs":456,"content":457},{"textAlign":53},[458],{"text":459,"type":300},"Need help identifying where VBHC might be a fit for your context ? There are many ways you can get started or refine your approach, including guides and resources from HEC and other VBHC practitioners. You can view a sample of the resources available below:",{"type":384,"content":461},[462,477,494,509,523],{"type":387,"content":463},[464],{"type":15,"attrs":465,"content":466},{"textAlign":53},[467,469,475],{"text":468,"type":300},"If you’re just beginning the VBHC conversation, ",{"text":470,"type":300,"marks":471},"try this prioritization exercise (PDF)",[472],{"type":305,"attrs":473},{"href":474,"uuid":53,"anchor":53,"custom":53,"target":308,"linktype":309},"https://a-ca.storyblok.com/f/850807391887861/7efafa5b87/vbhc-25-10june022025-en-v3.pdf",{"text":476,"type":300},". It takes less than 30-minutes to generate and prioritize initiatives that deliver value within your context.",{"type":387,"content":478},[479],{"type":15,"attrs":480,"content":481},{"textAlign":53},[482,484,492],{"text":483,"type":300},"Experienced VBHC practitioners identified twelve minimum criteria for a successful VBHC initiative . 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The older adult is accompanied by a small, sleeping cat resting beside them.","https://a-ca.storyblok.com/f/850807391887861/4262376a57/vbhc-pp-paramedics-providing-palliative-care.png",{"alt":632,"title":626,"source":16,"copyright":16},"simple-image",{"_uid":637,"content":638,"component":616},"9cb30841-9131-4a26-8f27-e27b56f1799e",{"type":12,"content":639},[640],{"type":15,"attrs":641,"content":642},{"textAlign":53},[643],{"text":644,"type":300},"Paramedics were trained to assess people with palliative care needs (for example, pain management) and treat them on the spot at home. Paramedics are trained to provide this care without a transfer to hospital, if appropriate.",{"_uid":646,"content":647,"component":616},"ba8abd5d-e359-44f4-8291-420f2127bcac",{"type":12,"content":648},[649,655,661,670,675],{"type":358,"attrs":650,"content":652},{"level":651,"textAlign":53},4,[653],{"text":654,"type":300},"Finding Value in Palliative Care",{"type":358,"attrs":656,"content":658},{"level":657,"textAlign":53},5,[659],{"text":660,"type":300},"Targeted Outcome",{"type":384,"content":662},[663],{"type":387,"content":664},[665],{"type":15,"attrs":666,"content":667},{"textAlign":53},[668],{"text":669,"type":300},"Enabling palliative patients to receive care at home, where most prefer to be",{"type":358,"attrs":671,"content":672},{"level":657,"textAlign":53},[673],{"text":674,"type":300},"Resource Considerations",{"type":384,"content":676},[677],{"type":387,"content":678},[679],{"type":15,"attrs":680,"content":681},{"textAlign":53},[682],{"text":683,"type":300},"Reduced costs associated with fewer ED visits + saving paramedics’ time",{"_uid":685,"content":686,"component":616},"15b04358-cb5e-4020-8312-4ae0e5f40d84",{"type":12,"content":687},[688,693],{"type":358,"attrs":689,"content":690},{"level":651,"textAlign":53},[691],{"text":692,"type":300},"Results",{"type":384,"content":694},[695,702,709,716],{"type":387,"content":696},[697],{"type":15,"attrs":698,"content":699},{"textAlign":53},[700],{"text":701,"type":300},"60 per cent of 9-1-1 calls resulted in people being treated at home instead of being transported to the emergency department (compared to 90 per cent of 9-1-1 calls typically resulting in emergency trips);",{"type":387,"content":703},[704],{"type":15,"attrs":705,"content":706},{"textAlign":53},[707],{"text":708,"type":300},"Paramedics saved an average of 31 minutes per visit by treating palliative patients at home compared with transporting them to the emergency department;",{"type":387,"content":710},[711],{"type":15,"attrs":712,"content":713},{"textAlign":53},[714],{"text":715,"type":300},"A return of $4.60 for every one dollar invested in the program; and",{"type":387,"content":717},[718],{"type":15,"attrs":719,"content":720},{"textAlign":53},[721],{"text":722,"type":300},"Over 92 per cent of surveyed patients and families were satisfied with the care they received by paramedics.",{"_uid":724,"content":725,"component":616},"0794e207-b7ce-475e-b02c-5e8f640ee3ae",{"type":12,"content":726},[727,732],{"type":358,"attrs":728,"content":729},{"level":651,"textAlign":53},[730],{"text":731,"type":300},"For more information:",{"type":384,"content":733},[734,745,763],{"type":387,"content":735},[736],{"type":15,"attrs":737,"content":738},{"textAlign":53},[739],{"text":740,"type":300,"marks":741},"Economic evaluation of the “paramedics and palliative care: bringing vital services to Canadians” program compared to the status quo",[742],{"type":305,"attrs":743},{"href":744,"uuid":53,"anchor":53,"custom":53,"target":308,"linktype":309},"https://link.springer.com/article/10.1007/s43678-024-00738-9",{"type":387,"content":746},[747],{"type":15,"attrs":748,"content":749},{"textAlign":53},[750],{"text":751,"type":300,"marks":752},"Paramedics and Palliative Care: Bringing Vital Services to Canadians",[753],{"type":305,"attrs":754},{"href":755,"uuid":756,"anchor":53,"custom":757,"target":375,"linktype":376,"story":758},"/programs/paramedics-palliative-care-canada","1ffdf728-55c8-42e6-a6a6-e6b03f2b733d",{},{"name":759,"id":760,"uuid":756,"slug":761,"url":762,"full_slug":762,"_stopResolving":380},"Paramedics and Palliative Care",126542144181599,"paramedics-palliative-care-canada","programs/paramedics-palliative-care-canada",{"type":387,"content":764},[765],{"type":15,"attrs":766,"content":767},{"textAlign":53},[768],{"text":769,"type":300,"marks":770},"Paramedics treating patients’ palliative needs at home benefits everyone",[771],{"type":305,"attrs":772},{"href":773,"uuid":53,"anchor":53,"custom":774,"target":308,"linktype":309},"https://theconversation.com/paramedics-treating-patients-palliative-needs-at-home-benefits-everyone-236013",{},"wysiwyg-column",{"_uid":777,"image":778,"title":780,"content":781,"component":775},"eb7985d3-bb3b-4847-b538-7b00c5f192ac",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"source":53,"filename":16,"copyright":53,"fieldtype":290,"meta_data":779},{},"ImagineNation Challenges",[782,789,798,834,869],{"_uid":783,"image":784,"component":635},"be3e20b9-865a-448c-bf12-ea1d1a6065e4",{"id":785,"alt":786,"name":786,"focus":16,"title":780,"source":16,"filename":787,"copyright":16,"fieldtype":290,"meta_data":788,"is_external_url":277},114297836510675,"A pregnant person holds a prescription bottle labeled \"RX\" in one hand and a smartphone in the other. 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This approach can yield value by ensuring the outcomes to be achieved matter to patients (numerator) while controlling costs by only awarding money to those who best meet the outcome (denominator).",{"_uid":799,"content":800,"component":616},"8b863b2b-9713-43db-9a9a-1875ebb670a5",{"type":12,"content":801},[802,807,812,821,825],{"type":358,"attrs":803,"content":804},{"level":651,"textAlign":53},[805],{"text":806,"type":300},"Finding Value in Award Challenges",{"type":358,"attrs":808,"content":809},{"level":657,"textAlign":53},[810],{"text":811,"type":300},"Targeted Outcome(s)",{"type":384,"content":813},[814],{"type":387,"content":815},[816],{"type":15,"attrs":817,"content":818},{"textAlign":53},[819],{"text":820,"type":300},"Adoption of digital health solutions prioritized by Canadians",{"type":358,"attrs":822,"content":823},{"level":657,"textAlign":53},[824],{"text":674,"type":300},{"type":384,"content":826},[827],{"type":387,"content":828},[829],{"type":15,"attrs":830,"content":831},{"textAlign":53},[832],{"text":833,"type":300},"Resources went to those who best met the targeted outcomes",{"_uid":835,"content":836,"component":616},"c0386a49-2b07-4b86-9fd4-8f5a5dce74c7",{"type":12,"content":837},[838,846],{"type":358,"attrs":839,"content":841},{"level":651,"textAlign":840},"left",[842],{"text":692,"type":300,"marks":843},[844],{"type":845},"bold",{"type":384,"content":847},[848,855,862],{"type":387,"content":849},[850],{"type":15,"attrs":851,"content":852},{"textAlign":53},[853],{"text":854,"type":300},"$2.3 million in awards was distributed to 435 team or individual recipients",{"type":387,"content":856},[857],{"type":15,"attrs":858,"content":859},{"textAlign":53},[860],{"text":861,"type":300},"Collectively, teams' digital health solutions were used almost 75 million times during the challenges: 3.5 million times for consumer-focused solutions and 71.4 million times for solutions designed to be used by clinical teams",{"type":387,"content":863},[864],{"type":15,"attrs":865,"content":866},{"textAlign":53},[867],{"text":868,"type":300},"Outcomes varied by individual challenge but included things like growth in the use of digital health solutions for e-booking, patient access to health information and medication reconciliation",{"_uid":870,"content":871,"component":616},"44c90127-b03c-43f8-adac-56fb619f8463",{"type":12,"content":872},[873,879],{"type":358,"attrs":874,"content":875},{"level":651,"textAlign":840},[876],{"text":731,"type":300,"marks":877},[878],{"type":845},{"type":384,"content":880},[881],{"type":387,"content":882},[883],{"type":15,"attrs":884,"content":885},{"textAlign":840},[886],{"text":887,"type":300,"marks":888},"Open Innovation Prizes and Challenges: Learnings from the ImagineNation Series",[889],{"type":305,"attrs":890},{"href":891,"uuid":53,"anchor":53,"custom":892,"target":308,"linktype":309},"https://pubmed.ncbi.nlm.nih.gov/28130946/",{},{"_uid":894,"image":895,"title":897,"content":898,"component":775},"43257cfe-1f43-4eb8-9ff0-7f47eb43a323",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"filename":53,"copyright":53,"fieldtype":290,"meta_data":896,"is_external_url":277},{},"Cardiac Device Procurement",[899,906,915,950,974],{"_uid":900,"image":901,"component":635},"07597a58-0b80-47e1-86cb-227a2b045cc6",{"id":902,"alt":903,"name":903,"focus":16,"title":897,"source":16,"filename":904,"copyright":16,"fieldtype":290,"meta_data":905,"is_external_url":277},114297827081678,"A person wearing a medical face mask stands close to an older person with gray hair and a beard. The masked person has one hand gently placed on the other person’s chest.","https://a-ca.storyblok.com/f/850807391887861/0506eeb441/vbhc-pp-cardiac-device-procurement.png",{"alt":903,"title":897,"source":16,"copyright":16},{"_uid":907,"content":908,"component":616},"e8d8b81c-3cc3-4a00-b171-817f1d12587e",{"type":12,"content":909},[910],{"type":15,"attrs":911,"content":912},{"textAlign":53},[913],{"text":914,"type":300},"Value-Based Procurement awards contracts based on quality/outcomes and cost, rather than costs alone. In 2018 the Ontario Ministry of Health and Long-Term Care - in collaboration with industry partners, hospitals and a patient panel - developed an RFP to procure cardiac devices. 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This initiative consisted of 6 programs addressing 4 target populations, piloting pathways combining hospital and home care for a fixed amount of time post-discharge (e.g. cardiac surgery).",{"_uid":1041,"content":1042,"component":616},"7dec1597-ca8c-4461-bf2f-237944848c2d",{"type":12,"content":1043},[1044,1049,1053,1062,1066],{"type":358,"attrs":1045,"content":1046},{"level":651,"textAlign":53},[1047],{"text":1048,"type":300},"Finding Value Across Silos",{"type":358,"attrs":1050,"content":1051},{"level":657,"textAlign":53},[1052],{"text":660,"type":300},{"type":384,"content":1054},[1055],{"type":387,"content":1056},[1057],{"type":15,"attrs":1058,"content":1059},{"textAlign":53},[1060],{"text":1061,"type":300},"Smoother surgery experience, including pre- and post-hospital care.",{"type":358,"attrs":1063,"content":1064},{"level":657,"textAlign":53},[1065],{"text":674,"type":300},{"type":384,"content":1067},[1068],{"type":387,"content":1069},[1070],{"type":15,"attrs":1071,"content":1072},{"textAlign":53},[1073],{"text":1074,"type":300},"Decreased costs associated with reduced 30-day ED visits/ readmissions and length of stay",{"_uid":1076,"content":1077,"component":616},"f49e01ad-0ce4-479b-815f-5f7d79970a0a",{"type":12,"content":1078},[1079,1083],{"type":358,"attrs":1080,"content":1081},{"level":651,"textAlign":53},[1082],{"text":692,"type":300},{"type":384,"content":1084},[1085,1092,1122],{"type":387,"content":1086},[1087],{"type":15,"attrs":1088,"content":1089},{"textAlign":53},[1090],{"text":1091,"type":300},"The IFM program was associated with positive patient outcomes and reduced healthcare costs",{"type":387,"content":1093},[1094,1099],{"type":15,"attrs":1095,"content":1096},{"textAlign":53},[1097],{"text":1098,"type":300},"Hospitals who participated in IFMs saw improvement in a number of key metrics:",{"type":384,"content":1100},[1101,1108,1115],{"type":387,"content":1102},[1103],{"type":15,"attrs":1104,"content":1105},{"textAlign":53},[1106],{"text":1107,"type":300},"Length of stay decreased 10%",{"type":387,"content":1109},[1110],{"type":15,"attrs":1111,"content":1112},{"textAlign":53},[1113],{"text":1114,"type":300},"30-day ED visit/ death rate decreased by 19%",{"type":387,"content":1116},[1117],{"type":15,"attrs":1118,"content":1119},{"textAlign":53},[1120],{"text":1121,"type":300},"Average 90-day total costs decreased by 10%",{"type":387,"content":1123},[1124],{"type":15,"attrs":1125,"content":1126},{"textAlign":53},[1127],{"text":1128,"type":300},"The cardiac surgery project was found to be particularly successful given the care pathway was well-defined, time-limited, and generally consistent across patients",{"_uid":1130,"image":1131,"title":1133,"content":1134,"component":775},"32df2942-7eba-458d-8830-93a8848d140f",{"id":53,"alt":53,"name":16,"focus":53,"title":53,"filename":53,"copyright":53,"fieldtype":290,"meta_data":1132,"is_external_url":277},{},"Sweet Dreams Social Impact Bond",[1135,1142,1151,1186,1231],{"_uid":1136,"image":1137,"component":635},"639f77d2-1e95-43e7-8886-ad4f77e8587d",{"id":1138,"alt":1139,"name":1139,"focus":16,"title":1133,"source":16,"filename":1140,"copyright":16,"fieldtype":290,"meta_data":1141,"is_external_url":277},114297830813136,"A person is holding a baby while standing by a window. A small potted plant sits on the windowsill.","https://a-ca.storyblok.com/f/850807391887861/49937587ce/vbhc-pp-sweet-dreams-social-impact-bond.png",{"alt":1139,"title":1133,"source":16,"copyright":16},{"_uid":1143,"content":1144,"component":616},"6d9d09db-474a-4547-adae-edbc2cd19dab",{"type":12,"content":1145},[1146],{"type":15,"attrs":1147,"content":1148},{"textAlign":53},[1149],{"text":1150,"type":300},"The Sweet Dreams Project in Saskatoon, Saskatchewan used a Social Impact Bond to provide vulnerable mothers and children with housing, parenting support, access to educational opportunities and employment skills development. Social impact bonds are a pay for success investment model where capital from private investors is used to pay for programs or services that enhance social good. 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As of 2025, the Sweet Dreams program continues to operate through EGADZ, a non-profit community-based organization.",{"_uid":1232,"content":1233,"component":616},"69f27a1e-33c8-4597-9bda-616705472c87",{"type":12,"content":1234},[1235,1239],{"type":358,"attrs":1236,"content":1237},{"level":651,"textAlign":53},[1238],{"text":731,"type":300},{"type":384,"content":1240},[1241,1252],{"type":387,"content":1242},[1243],{"type":15,"attrs":1244,"content":1245},{"textAlign":53},[1246],{"text":1247,"type":300,"marks":1248},"Sweet Dreams Program – EGADZ",[1249],{"type":305,"attrs":1250},{"href":1251,"uuid":53,"anchor":53,"custom":53,"target":308,"linktype":309},"https://www.egadz.ca/programs/sweet-dreams-program",{"type":387,"content":1253},[1254],{"type":15,"attrs":1255,"content":1256},{"textAlign":53},[1257],{"text":1258,"type":300,"marks":1259},"Innovative Sweet Dreams Project Poised to Reach Five Year Goal Early | News and Media | Government of Saskatchewan",[1260],{"type":305,"attrs":1261},{"href":1262,"uuid":53,"anchor":53,"custom":53,"target":308,"linktype":309},"https://www.saskatchewan.ca/government/news-and-media/2016/june/21/sweet-dreams-project","wysiwyg-double-column",{"type":12,"content":1265},[1266],{"type":15,"attrs":1267},{"textAlign":53},{"id":489,"_uid":1269,"title":1270,"columns":1271,"component":1263,"description":1483},"a0553aea-7ffa-4e82-9be2-bda11762c321","Value Based Healthcare Organizational Assessment",[1272,1290,1308,1322,1340,1357,1375,1393,1411,1429,1447,1465],{"_uid":1273,"image":1274,"title":1279,"content":1280,"component":775},"69c05375-4e61-48d2-abb1-fd4519dd372c",{"id":1275,"alt":1276,"name":16,"focus":16,"title":1276,"source":16,"filename":1277,"copyright":16,"fieldtype":290,"meta_data":1278,"is_external_url":277},114297834618322,"Icons Metrics That Matter To Patients","https://a-ca.storyblok.com/f/850807391887861/5143055a7a/icons-metrics-that-matter-to-patients.png",{},"Metrics that Matter to Patients:",[1281],{"_uid":1282,"content":1283,"component":616},"b260dc3a-bc1d-4306-9513-082660b51bd3",{"type":12,"content":1284},[1285],{"type":15,"attrs":1286,"content":1287},{"textAlign":53},[1288],{"text":1289,"type":300},"Clearly defined metrics that reflect outcomes that are important to patients/care partners and show the value of a change or improvement, both in terms of its costs and its outcomes. 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Consider whether there are care pathways, if systems are integrated or if they can be integrated to allow this to happen, e.g. if appropriate information and resource sharing mechanisms are in place.",{"_uid":1412,"image":1413,"title":1418,"content":1419,"component":775},"b52fe09c-80dd-4805-a860-e3f083e65440",{"id":1414,"alt":1415,"name":16,"focus":16,"title":1415,"source":16,"filename":1416,"copyright":16,"fieldtype":290,"meta_data":1417,"is_external_url":277},114297838640596,"Icons Supportive Policy And Structures","https://a-ca.storyblok.com/f/850807391887861/36bce29809/icons-supportive-policy-and-structures.png",{},"Supportive Policy and Structures:",[1420],{"_uid":1421,"content":1422,"component":616},"bc15f630-a8a6-4489-8016-435dfc6f771c",{"type":12,"content":1423},[1424],{"type":15,"attrs":1425,"content":1426},{"textAlign":53},[1427],{"text":1428,"type":300},"Governance, accountability structures and policy/regulations need to support implementation.",{"_uid":1430,"image":1431,"title":1436,"content":1437,"component":775},"0035d03f-3637-4d78-8054-8221d588e00e",{"id":1432,"alt":1433,"name":16,"focus":16,"title":1433,"source":16,"filename":1434,"copyright":16,"fieldtype":290,"meta_data":1435,"is_external_url":277},114297842105814,"Icons Aligned Payment Models","https://a-ca.storyblok.com/f/850807391887861/2f38302ba8/icons-aligned-payment-models.png",{},"Aligned Payment Models:",[1438],{"_uid":1439,"content":1440,"component":616},"7a413987-e9c2-46c4-9d64-a58bc15c9679",{"type":12,"content":1441},[1442],{"type":15,"attrs":1443,"content":1444},{"textAlign":53},[1445],{"text":1446,"type":300},"It is important that payment models allow the flexibility to pursue value, and that they enable higher value behaviours and decisions.",{"_uid":1448,"image":1449,"title":1454,"content":1455,"component":775},"c8f9fbaf-ce80-4944-a956-8c75b97c67cd",{"id":1450,"alt":1451,"name":16,"focus":16,"title":1451,"source":16,"filename":1452,"copyright":16,"fieldtype":290,"meta_data":1453,"is_external_url":277},114297815358920,"Icons Proven Solutions","https://a-ca.storyblok.com/f/850807391887861/8979ccd975/icons-proven-solutions.png",{},"Proven Solutions:",[1456],{"_uid":1457,"content":1458,"component":616},"f8937ffc-39eb-41a0-9156-be3d18dd5bb8",{"type":12,"content":1459},[1460],{"type":15,"attrs":1461,"content":1462},{"textAlign":53},[1463],{"text":1464,"type":300},"Solutions that have been tried and tested and have worked effectively in a similar context. Consider whether there are solutions that have already been developed which are proven to be more effective than the status quo. Note, open-innovation models may specify a problem to draw out possible solutions.",{"_uid":1466,"image":1467,"title":1472,"content":1473,"component":775},"16355cfd-edd1-47b5-a828-9c0d2311eed0",{"id":1468,"alt":1469,"name":16,"focus":16,"title":1469,"source":16,"filename":1470,"copyright":16,"fieldtype":290,"meta_data":1471,"is_external_url":277},114297844252119,"Icons Time To Achieve Value","https://a-ca.storyblok.com/f/850807391887861/607161b87e/icons-time-to-achieve-value.png",{},"Time to achieve value:",[1474],{"_uid":1475,"content":1476,"component":616},"f2fb4ed6-6e33-4196-9733-2ae4cca172d9",{"type":12,"content":1477},[1478],{"type":15,"attrs":1479,"content":1480},{"textAlign":53},[1481],{"text":1482,"type":300},"Achieving value takes effort and time. Are the time horizons aligned with funding and planning cycles? Do the stakeholders have realistic expectations of the time required? Different initiatives will require different amounts of time. For example, a procurement initiative may take less time, and a social impact bond may take more time.",{"type":12,"content":1484},[1485,1497],{"type":15,"attrs":1486,"content":1487},{"textAlign":53},[1488,1495],{"text":1489,"type":300,"marks":1490},"Experienced VBHC practitioners",[1491],{"type":305,"attrs":1492},{"href":1493,"uuid":53,"anchor":53,"custom":1494,"target":308,"linktype":290},"https://a-ca.storyblok.com/f/850807391887861/f772980a77/vbhc-design-day-outcomes-summary-e-1.pdf",{},{"text":1496,"type":300}," identified 12 minimum criteria that are important to a successful value-based initiative. 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in the Health System","2025-11-18T19:04:42.071Z","2026-02-24T13:17:54.592Z","2026-02-24T13:17:54.631Z",113881424236334,{"new":277,"seo":1675,"_uid":1677,"hero":1678,"type":170,"topics":1693,"Noindex":277,"content":1694,"audience":1886,"duration":16,"regional":1887,"component":1526},{"title":1669,"plugin":279,"description":1676},"This report outlines a series of policy considerations to optimize the use of staffing agencies in the Canadian health system.","48d7d641-05b8-41be-886d-0174031bb1ed",[1679],{"_uid":1680,"file":1681,"image":1690,"title":1669,"format":16,"component":292,"description":1676,"key_learning":16,"prerequisite":16},"109e867e-c75c-4e2b-8604-b6dddb40092f",[1682],{"_uid":1683,"file":1684,"label":1669,"component":1689},"d11c31c0-beb7-4e19-af40-2ee7b8a6a696",{"id":1685,"alt":1686,"name":16,"focus":16,"title":1686,"source":16,"filename":1687,"copyright":16,"fieldtype":290,"meta_data":1688,"is_external_url":277},114290916501289,"Agencystaffingreport March 2025 (EN) 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For the context of this report, we are referring to staffing agencies that are independent, for-profit companies that provide healthcare workers on a contract basis. Staffing agencies are often used by organizations when they face staffing shortages that can’t be filled by casual workers, part-time staff or overtime. One of the main reasons for using them is to ensure there are enough staff members to keep healthcare services running smoothly.",{"type":15,"attrs":1708,"content":1709},{"textAlign":53},[1710],{"text":1711,"type":300},"In recent years, the use of agency staff has increased due to several factors. Ongoing staff shortages within the health system worsened during the COVID-19 pandemic. Working for a staffing agency can offer health providers higher wages, more flexibility, control over their schedule and opportunities to travel. The temporary nature of these jobs may help workers avoid chronic workplace stresses. However, being a contracted worker dependent on temporary assignments has trade-offs compared to direct employment with an organization, such as a regional health authority (RHA) or a healthcare facility. For example, not all staffing agencies offer workers extended health benefits, paid vacation, or pensions.",{"type":15,"attrs":1713,"content":1714},{"textAlign":53},[1715],{"text":1716,"type":300},"In June 2024, HEC held a policy lab to explore how health systems can optimize the use of staffing agencies. The 56 people who attended brought a range of perspectives to the dialogue. There were patients, health care providers, staffing agencies, unions, employers, policy-makers and researchers.",{"type":358,"attrs":1718,"content":1719},{"level":360,"textAlign":53},[1720],{"text":1721,"type":300},"What's inside?",{"type":15,"attrs":1723,"content":1724},{"textAlign":53},[1725],{"text":1726,"type":300},"Based on evidence, policy lab discussions and follow-up interviews, participants identified 14 policy considerations to optimize the use of staffing agencies in health systems across Canada:",{"type":1728,"attrs":1729,"content":1731},"ordered_list",{"order":1730},1,[1732,1739,1746,1753,1760,1767,1774,1781,1788,1795,1802,1809,1816,1823],{"type":387,"content":1733},[1734],{"type":15,"attrs":1735,"content":1736},{"textAlign":53},[1737],{"text":1738,"type":300},"Establish vendors of record",{"type":387,"content":1740},[1741],{"type":15,"attrs":1742,"content":1743},{"textAlign":53},[1744],{"text":1745,"type":300},"Standardize agency rates",{"type":387,"content":1747},[1748],{"type":15,"attrs":1749,"content":1750},{"textAlign":53},[1751],{"text":1752,"type":300},"Limit agency rates",{"type":387,"content":1754},[1755],{"type":15,"attrs":1756,"content":1757},{"textAlign":53},[1758],{"text":1759,"type":300},"Cap the number of hours purchased",{"type":387,"content":1761},[1762],{"type":15,"attrs":1763,"content":1764},{"textAlign":53},[1765],{"text":1766,"type":300},"Ban the use of staffing agencies",{"type":387,"content":1768},[1769],{"type":15,"attrs":1770,"content":1771},{"textAlign":53},[1772],{"text":1773,"type":300},"Create regional or health authority float pools",{"type":387,"content":1775},[1776],{"type":15,"attrs":1777,"content":1778},{"textAlign":53},[1779],{"text":1780,"type":300},"Use alternate staffing models (such as job-sharing or permanent part-time roles)",{"type":387,"content":1782},[1783],{"type":15,"attrs":1784,"content":1785},{"textAlign":53},[1786],{"text":1787,"type":300},"Require competency in delivering culturally safe care",{"type":387,"content":1789},[1790],{"type":15,"attrs":1791,"content":1792},{"textAlign":53},[1793],{"text":1794,"type":300},"Implement staff-to-patient ratios",{"type":387,"content":1796},[1797],{"type":15,"attrs":1798,"content":1799},{"textAlign":53},[1800],{"text":1801,"type":300},"Cap the number of hours worked",{"type":387,"content":1803},[1804],{"type":15,"attrs":1805,"content":1806},{"textAlign":53},[1807],{"text":1808,"type":300},"Increase pay for employees",{"type":387,"content":1810},[1811],{"type":15,"attrs":1812,"content":1813},{"textAlign":53},[1814],{"text":1815,"type":300},"Offer recruitment incentives in high-need areas",{"type":387,"content":1817},[1818],{"type":15,"attrs":1819,"content":1820},{"textAlign":53},[1821],{"text":1822,"type":300},"Use flexible scheduling models",{"type":387,"content":1824},[1825],{"type":15,"attrs":1826,"content":1827},{"textAlign":53},[1828],{"text":1829,"type":300},"Develop staffing structures that facilitate better work-life balance",{"type":15,"attrs":1831,"content":1832},{"textAlign":53},[1833],{"text":1834,"type":300},"In addition, participants noted that specific situations and urgency of need affect the use of staffing agencies. 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to address the question: “Are we ready to receive and implement this improvement from another organization?”",{"type":15,"attrs":1948,"content":1949},{"textAlign":53},[1950],{"text":1951,"type":300},"This tool is not a “pass/fail test.” Instead, it’s intended to guide discussions and support informed decision-making, assist sites to be successful in their implementation efforts,and to help set realistic expectations. It may evoke important dialogue regarding issues of sponsorship, culture, resources or other enabling factors. The intent is to encourage critical conversations at the outset of a spread project, rather than when difficulties arise.",{"type":15,"attrs":1953,"content":1954},{"textAlign":53},[1955,1957,1964],{"text":1956,"type":300},"In addition to using this assessment tool, organizations should ensure that the improvement itself is ready for spread, ideally by using the “",{"text":1958,"type":300,"marks":1959},"Readiness for Spread",[1960],{"type":305,"attrs":1961},{"href":1962,"uuid":1521,"anchor":53,"custom":1963,"target":375,"linktype":376},"/resources/readiness-to-spread-assessment",{},{"text":1965,"type":300},"” assessment tool.",[150,136,143],[185,192,200],"readiness-to-receive-assessment","resources/readiness-to-receive-assessment",-16370,[],{"parent_slug":1513,"umbraco_path":1973,"umbraco_uuid":1974},"/HealthcareExcellenceCanada/Resources/ReadinessToReceiveAssessment","a15c3d4c-4a9c-4850-ba48-23f92466d528","1def6456-556f-42b7-83ed-8184907b1f31","2025-11-18T19:04:20.621Z",[],[1979],{"path":1980,"name":1981,"lang":1541,"published":380},"ressources/evaluation-du-degre-de-preparation-a-la-reception","Évaluation du degré de préparation à la réception",{"name":1983,"created_at":1984,"published_at":1985,"updated_at":1986,"id":1987,"uuid":1520,"content":1988,"slug":2125,"full_slug":2126,"sort_by_date":53,"position":2127,"tag_list":2128,"is_startpage":277,"parent_id":1529,"meta_data":2129,"group_id":2132,"first_published_at":2133,"release_id":53,"lang":1535,"path":53,"alternates":2134,"default_full_slug":2126,"translated_slugs":2135},"Policy Considerations for the Retaining of Internationally Educated Healthcare Workers","2025-11-18T19:04:54.663Z","2026-02-10T21:33:40.984Z","2026-02-10T21:33:41.015Z",113881475821372,{"new":277,"seo":1989,"_uid":1991,"hero":1992,"type":170,"topics":2014,"Noindex":277,"content":2015,"audience":2123,"duration":16,"regional":2124,"component":1526},{"title":1983,"plugin":279,"description":1990},"The retention of internationally educated healthcare workers can contribute to a stable healthcare workforce in Canada. The policy considerations contained within this report encompass options focused on achieving this goal.","116cbf21-dc9e-4b30-97a5-8edb5842d0e6",[1993],{"_uid":1994,"file":1995,"image":2003,"title":1983,"format":16,"component":292,"description":2008,"key_learning":16,"prerequisite":16},"e56dfa52-a0da-4c3a-88b9-1dfc79b5905e",[1996],{"_uid":1997,"file":1998,"label":1983,"component":1689},"076461d4-ba96-4806-aebf-13f86623af29",{"id":1999,"alt":2000,"name":16,"focus":16,"title":2000,"source":16,"filename":2001,"copyright":16,"fieldtype":290,"meta_data":2002,"is_external_url":277},114290878314271,"Policyconsiderationsoniehwretention (EN) FINAL","https://a-ca.storyblok.com/f/850807391887861/6d3bfb5d67/policyconsiderationsoniehwretention-en-final.pdf",{},{"id":2004,"alt":2005,"title":16,"source":16,"filename":2006,"copyright":16,"fieldtype":290,"meta_data":2007},114299662405539,"Jan Byrd (Director of Health Policy at HEC) photographed with International Educated Healthcare Workers Policy Lab participants Jean Amour, Shaymaa Elbadawy, Monika Balhara, Damilola Iduye, Jenny Maevski, and Aparna Gandhi in Halifax, NS in January 2024.”","https://a-ca.storyblok.com/f/850807391887861/6792ebc825/team-image.png",{"alt":2005,"title":16,"source":16,"copyright":16},{"type":12,"content":2009},[2010],{"type":15,"attrs":2011,"content":2012},{"textAlign":53},[2013],{"text":1990,"type":300},[84,39],[2016,2115],{"_uid":2017,"content":2018,"component":617},"ac8a1a01-2685-4ed3-ba65-5f641072970a",[2019,2028],{"_uid":2020,"content":2021,"component":616},"9d578549-11cc-455f-a4bb-99b6e6e6696d",{"type":12,"content":2022},[2023],{"type":15,"attrs":2024,"content":2025},{"textAlign":53},[2026],{"text":2027,"type":300},"Internationally educated healthcare workers (IEHW) contribute to safe, high-quality health services and a stable long-term workforce. This report outlines eight policy considerations for helping retain them. ",{"_uid":2029,"content":2030,"component":616},"f5ea2e21-10ce-48a8-8256-90a83f0cbc51",{"type":12,"content":2031},[2032,2037,2042,2046,2051,2110],{"type":15,"attrs":2033,"content":2034},{"textAlign":53},[2035],{"text":2036,"type":300},"There are ongoing efforts across Canada to recruit and retain Internationally Educated Healthcare Workers (IEHW) to address a shortage across the country. Federal, provincial and territorial governments have committed to joint and separate strategies to streamline licensing, reduce financial barriers, recruit ethically and leverage new or existing immigration pathways for key healthcare professions looking to enter Canada’s health workforce.",{"type":15,"attrs":2038,"content":2039},{"textAlign":53},[2040],{"text":2041,"type":300},"In January 2024, HEC convened diverse participants from across Canada to review evidence and co-design policy solutions and multi-sectoral strategies aimed at improving IEHW retention. 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