14. Innovative systems (Orals)
Optimizing Patient Access to Tertiary Rehabilitation
The Glenrose Rehabilitation Hospital (GRH) led transformative innovation to create system-wide improvements to inpatient rehabilitation access using the patient/family/clinician voice to drive change. Partnerships were identified, engagement strategies implemented, care continuum flow processes redesigned, and patient/family supports created. Outcomes included a decrease in ALC patients of 82%, decrease in patients awaiting GRH admission of 70%, increase of 75% in patients assessed at home for admission rather than hospital, and patient satisfaction of 4.7/5. The critical importance of cross-sector engagement, innovative approaches to access optimization, and strategies for sustainability were key leadership learnings. Presentation objectives will include tangible methods for optimizing patient flow, engaging patients/families/physicians in system-wide change and improving the patient/family experience across the care continuum.
Mareika Purdon – Alberta Health Services
Canada’s First Accountable Care Unit: Improving communication and collaboration with patients
Communication and collaboration of multidisciplinary teams in hospital is paramount for patient safety and care. The Accountable Care Unit (ACU) framework incorporates four unit-based interventions that have noted to improve communication and collaboration. The four features are: 1) structured interdisciplinary bedside rounds, 2) nurse and physician co-leadership, 3) unit-based teams, 4) unit-based metrics. The first ACU was implemented on a 35-bed medicine unit followed by three other units at the Pasqua Hospital. This presentation we will outline and describe our experience implementing each feature of the ACU. The aim of the ACU is to introduce a progressive approach to hospital care and training. We will highlight the effectiveness the model has had on improving patient and staff experience. We will also show the value of working side-by-side with patient family advisors (PFAs) on quality improvement projects the led to the advance
Tom Martin – Saskatchewan Health Authority
Ron Taylor – Saskatchewan Health Authority
Innovation in the Model of Home Care is Improving Patient Experience and Bringing System Value
Southlake is one of the most overcrowded hospitals in Ontario. Before Southlake@home, complex seniors requiring homecare waited on average 14.2 ALC days. Once home, patients/families experienced challenges with coordination, duplicate assessments, poor information flow from acute care and limited integration with primary care. Southlake@home is a transformation, eliminating non-value steps and addressing the Quadruple Aim. Innovations include: an intersectoral team, care planning with the patient/family, warm hand offs, flexible patient enrollment, daily intersectoral rounds, full scope of practice, and 24/7 on-call support. We have gained many insights that are contextually relevant to the existing health care transformation being proposed by the MOH. Participants will hear about our results, collaborative partnerships, moving to value-based homecare, our neighbourhood model, and ensuring meaningful engagement of patients/families.
Helene Lacroix – SE Health
Gayle Seddon – South Lake Regional Health Centre
Janet Daglish – Bayshore HealthCare