Author: sitesuper

  • Poverty: A Clinical Tool for Primary Care Providers

    The Knowledge Translation in Primary Care Initiative is aimed at developing and disseminating health information and clinical tools to support primary care providers. The purpose of the initiative is to improve engagement and enhance communication with primary care providers across Ontario. In collaboration with the Ontario College of Family Physicians (OCFP) and the Nurse Practitioners’ Association of Ontario (NPAO), the Centre for Effective Practice (CEP), has developed different tools including: Poverty: A Clinical Tool for Primary Care Providers Poverty puts patients at higher risk for most chronic diseases, like diabetes and heart disease, mental illness, and even for accidents and trauma. This is why it is important to screen everyone for poverty. Developed under the clinical leadership of Dr. Gary Bloch (St. Michael’s Academic FHT), information is organized to screen for poverty, consider it as a risk factor and intervene, educate and support your patients. Relevant Links:

  • Report: Changes needed to improve retention, services and access to dietitians in Ontario’s primary health care

    On November 25, Dietitians of Canada released the Dietitian Workforce in Ontario Primary Health Care Survey Report. Over four hundred dietitians working in FHTs, NPLCs, CHCs and FHOs were surveyed in spring 2015 to describe the current workforce and roles of the dietitian, and to identify factors supporting the integration of their roles into the healthcare system. Patient access to nutrition care, challenges working to full potential and high turnover all arose as key issues. Highlights from the report include:

    • 87% of respondents are not satisfied with compensation.
    • 35% intend to leave their current position within the next two years, and another 49% are undecided. Only 22% plan to stay in their current position beyond the next two years.
    • Poor integration with other sectors (acute care, LTC, homecare, public health) is perceived.
    • Due to lack of resources (time and FTEs), RDs are not practicing to their full scope which includes prevention and promotion activity.

    These findings are in line with AFHTO’s 2014 report, Toward a Primary Care Recruitment and Retention Strategy for Ontario. As outlined by AFHTO and our colleagues, the inability to offer competitive compensation to interprofessional healthcare providers is a huge barrier to attracting and keeping skilled providers in primary care teams. Staff turnover, and the challenge of finding replacements, create gaps in care. Underfunding holds back the value of primary care teams. While they continue to deliver more value to patients and the health system, this sector remains woefully undervalued. AFHTO and our colleagues continue to advocate on behalf of primary care teams to strengthen recruitment and retention across the sector. For further information, please click on the links below:

  • Re: Ontario plans health-care overhaul — sorely needed!

    On November 24, 2015, The Globe and Mail published an article Ontario plans to target home care in overhaul of health care system. In response, AFHTO together with the Association of Ontario Health Centres (AOHC) sent a joint letter to the editor:

    Letter to the Globe and Mail Editor, sent November 24, 2015: Research from around the world shows that cost-effective and high-performing health systems are based on a strong foundation of comprehensive primary care.

    We have the building blocks. One-quarter of Ontarians now receive care from primary care teams – family health teams, nurse practitioner-led clinics, community health centres and aboriginal health access centres. Teams wrap care around each person throughout their lifetime.

    We need to take the next step — expand primary care teams for all, and give teams the tools to fully coordinate care for their patients so we can reduce the duplication and role conflict that currently exists.

    Net result? Better care, healthier people, best value.

    Angie Heydon, CEO Association of Family Health Teams of Ontario Adrianna Tetley, CEO Association of Ontario Health Centres

     

    The article states, “The Ontario government is preparing to overhaul health care in the province, including scrapping its troubled system for delivering home care and reforming primary care with the aim of improving patient access.” Improving access to and quality of care for patients requires effective care coordination led by a person’s primary care team throughout his or her lifetime. This reduces duplication, facilitates access and ensures continuity of care regardless of setting, be it care in the home, community, hospital or long-term care facility. As we work together to improve our health system, AFHTO joins with its colleagues on the Ontario Primary Care Council to call on government and others in Ontario’s health system to ensure primary care is supported to fulfill this central role in coordinating care. Click to read the Ontario Primary Care Council’s Position Statement on Care Coordination in Primary Care.

  • ICES Report: Comparison of FHTs to Other Ontario Primary Care Models, 2004/05 to 2011/12

    On November 25, 2015 the Institute for Clinical Evaluative Sciences (ICES) released the report Comparison of Family Health Teams to Other Ontario Primary Care Models, 2004/05 to 2011/12. This report compares outcomes of Family Health Team (FHT) patients in relation to other major models of primary care in Ontario over time. This report was developed as input to the longitudinal study An External Evaluation of the Family Health Team (FHT) Initiative, commissioned by the Ministry of Health and Long-Term Care. AFHTO prepared a summary on the external report for AFHTO members in December 2014. This comparison report was also released in tandem with a second report, Examining Community Health Centres According to Geography and Priority Populations Served, 2011/12 to 2012/13: An ICES Chartbook, which was created as a companion piece to the FHT report.

  • Nurse practitioner-led clinics embraced in Essex, Belle River | Windsor Star

    Windsor Star article published on November 23, 2015.

    Article in full pasted below. Brian Cross, Windsor Star

    They don’t rush you, is the first thing that struck Essex retiree Jean St. Pierre when she began getting her primary care from a nurse practitioner instead of a doctor.

    She and her husband Edward had a family doctor in Windsor, whom they liked very much, but the drive back and forth from their home in Essex was increasingly inconvenient as they became older and needed to visit more often. So when the Essex County Nurse Practitioner Led Clinic opened five years ago to address the town’s physician shortage, they switched. “And I really, really like it here,” said St. Pierre, who says that the nurse practitioners are all “wonderful,” and most of her health-care needs are met in the same office — by a dietitian, massage therapist, physiotherapist, social worker and a family doctor, who drops in once a week. “We have everything here and for older people it’s a convenience, you don’t have to drive into the city.”

    Many agree with her. The clinic on Victoria Avenue started slowly but has gradually grown to 2,200 patients served by three nurse practitioners, an RN and about nine other staff. And while more doctors have moved into town — including two in the same plaza — the caseload continues to grow.

    The situation’s similar at the VON’s nurse practitioner-led clinic in Belle River, which has almost 2,300 patients served by a team including three NPs. While the doctor shortage — the main reason it was created in 2010 — has improved, the clinic continues to grow by 16 to 20 patients a month. Lead nurse practitioner Lisa Ekblad said patient satisfaction surveys consistently score in the high 90s

    “We’re not working alone, and if you can provide that kind of service to them they tend to stay,” she said, describing these clinics, not as a quick fix for a doctor shortage, but as a successful new way to access the health-care system. Essex widow Isabelle Ferguson, 86, said she wouldn’t trade her Essex NP-led clinic for a new doctor. “Because of the excellence of the treatment, and the time they spend and the (extra services) they have,” she said, citing how the previous night she attended a cooking class put on by the dietitian. “Everything I need is right there in that one little plaza.”

    The initial perception in Essex was the NP clinic was brought in to “fill in” for the physicians. People didn’t have a good understanding of what a nurse practitioner is. They thought it’s the same as an RN or perhaps an RPN, so the clinic spent time educating people that NPs can do almost everything a family doctor can, except for ordering diagnostic tests like MRIs and CTs and prescribing narcotics. Once some people began trying the clinic, more followed.

    “Essex is a small town — the seniors talk, everybody talks,” said nurse practitioner Tresa Hagell. What residents learned was the clinic offered so much more than the NPs. In addition to the dietitian, the counselling, the health education, and access to a chiropractor, there was a lab, so people can walk down the hall for a blood test. There’s also a physiotherapist at the clinic, which is a big bonus for people without employee benefits since it’s very difficult to access free (government-paid) physio.

    And each NP regularly does housecalls for elderly, frail people unable to make it into the clinic. It’s a service that’s especially popular when the weather gets cold and miserable. “As long as you’re rostered here, you don’t pay for any of these services,” said Hagell.

    “Once they understand our role, they love us, because we have the time to spend with them (about a half-hour per consultation) and our approach to care is more holistic,” said clinical lead NP Shelley  Raymond, a former ICU nurse in the U.S., who upgraded her education to become a NP and has been at the clinic since it opened.

    That means when a patient has high blood pressure, their initial reaction isn’t to prescribe a pill, she explained. Instead, they look at why the patient has high blood pressure, and hook them up with health professionals who can provide advice on modifying their lives through exercise and diet.

    Raymond said now that she’s been at the clinic five years, she’s seen pregnant moms come in for prenatal care, and now she’s seeing their children. She’s happy that her patients no longer have to rely on walk-in clinics for their care and she loves doing the home visits — a throwback to another era that the elderly appreciate. “They’re very, very thankful and it’s just nice that we can do that here — you get lots of hugs,” she said.

    Nurse practitioners are expected to carry a caseload of 800 patients and are paid a government salary that tops out at around $89,000. The clinic’s budget, for both its Essex site and its more recently opened site on Windsor’s Drouillard Road (where there’s one NP with about 400 patients), is $1.5 million.

    While the clinics in Belle River and Essex are close to capacity, future expansion is up in the air, as is the future of all primary care. The health ministry is currently in the midst of a major review of how to deliver primary care.

    In a statement to the Star, Health Minister Eric Hoskins said the 25 NP-led clinics were established in Ontario “to provide comprehensive, accessible and co-ordinated family health-care services by targeting Ontarians who have difficulty accessing primary care.” Currently, they service more than 49,000 patients.

    “Ontario is the first jurisdiction to formally adopt this model and it is an example of the sort of innovation that will help to continue to improve care for Ontarians,” Hoskins said.

    Pauline Gemmell, the administrator at the Essex clinic, said the patients don’t call it the Nurse Practitioner-Led Clinic. “They call it OUR nurse practitioner clinic,” she said. “I want this to be here when I retire and I’m older.”

    Click here to access the article on the Windsor Star website.

  • Clarence-Rockland Family Health Team named clinic of year | CBC

    CBC article posted Nov. 18, 2015. Article in full pasted below. CBC News

    Toronto’s St. Joseph’s Urban Family Health Team also recognized by Ontario College of Family Physicians

    The Ontario College of Family Physicians has recognized a bilingual family clinic in Clarence-Rockland as one of the top two in the province. The Clarence-Rockland Family Health Team books same-day appointments, has patients in an exam room within 10 minutes of arrival, and has doctors working evenings and weekends to accommodate those who can’t make it during business hours. The clinic has grown “dramatically in size” since it was established in the growing community eight years ago, said co-founder and executive director Harry Jones, who has 30 years of experience in health care. “When we started, we had eight physicians — we’re now 14. We had 9,000 patients — now we have 23,000 patients,” Jones told Hallie Cotnam on Ottawa Morning. The population of Clarence-Rockland was more than 23,000 when the last census was conducted in 2011, which represented an 11.5 per cent jump in five years. Jones said the clinic fills a major need for health care east of Ottawa. “Look at a map of the region of Ottawa: there is no hospital between Ottawa and Hawkesbury. Nothing. But if you go the other way, you’ve got the Montfort, the General, the Queensway-Carleton, Carleton Place, Arnprior, Renfrew, Pembroke — all the little towns up the valley have hospitals — but nothing in what I call this patient care desert in Eastern Ontario,” he said. The clinic primarily serves francophones but about 25 per cent of its patients are anglophone.

    Efficient business model

    ‘If people are less sick down the line the demand will decrease, which means we’ll have capacity to take more patients.’ – Dr. Steve Pelletier Clinic co-founder Dr. Steve Pelletier said the business model focuses on maximizing technology, design and human capacity for the most efficient health provider it can be, without sacrificing time with patients of the number of medical concerns that can be raised per appointment. Some tasks are delegated to staff with specialized training to take pressure off nurses and doctors. Pelletier said the clinic emphasizes preventative health care, including health notices on TV in the waiting room and medical education sessions. “Patients will be less sick down the line. If people are less sick down the line the demand will decrease, which means we’ll have capacity to take more patients,” he said. “From a business perspective, I think that makes a lot of sense.” Technology is also key, with communication between staff done via texting and instant messages through electronic charts rather than phones and PA systems. The Clarence-Rockland clinic was named Family Practice of the Year along with the St. Joseph’s Urban Family Health Team in Toronto. Click here to access the article on the CBC website (including an audio interview with staff).

  • Advanced Health Links Guide

    On November 12th the Ministry of Health & Long Term Care (MOHLTC) released the Guide to the Advanced Health Links Model to build on the momentum of Health Links and evolve it to a more mature state of operation and to support the delivery of care to all of Ontario’s complex patients. The Guide elaborates on the Advanced Health Links Model that was introduced at the June 18th ministry and LHIN hosted webinar. Overall, the Advanced Health Links Model outlines activities in 4 areas: Standardizes key components of the Health Links Model to enable greater levels of consistency;

    • Pg 10: proposes guidelines to facilitate the identification of the target complex patient population.
    • Pg 12: streamlines the governance and responsibilities of Health Links lead organizations

    Enhances accountability for performance through a strengthened performance management framework;

    • Pg 11: Introduces 3 new indicators:
    1. Reduction of 30-day readmissions to hospital;
    2. Reduction in home care visits referral time; and,
    3. Reduction in the number of ED visits for conditions best managed elsewhere.
    • Pg 15: “ensuring Health Links performance measures are aligned and advance other ministry priorities including a strengthened primary care sector and modernized home and community care.”

    Redesigns the Health Links Funding Model to support LHIN accountability and scaled-up Health Links across the province; and,

    • Pg 17: introduces sustainability planning

    Facilitates adoption and alignment of the Health Links model to support wider ministry and government priorities and system integration.

    • Pg 18: “Strengthened accountability and performance in primary care: work will be done to situate and align the Advanced Health Links Model with the work underway to support a strengthened primary care sector.”

    Over 2015/16, the ministry will work with LHINs and Health Links to facilitate transition to the Advanced Health Links Model. Health Quality Ontario (HQO) is a critical partner in this work, and will develop a number of tools and in-field supports to aid LHINs and Health Links with transition. AFHTO’s Health Link CoP will also continue to provide support as needed to our member Health Link leaders throughout the transition to the Advanced Health Links Model.

  • AFHTO 2016 Conference: Date Change – October 17 & 18, 2016

    The AFHTO 2016 Conference has been moved 2 days earlier to Monday, October 17 and Tuesday, October 18, 2016. Add this event to your calendar. Help shape the AFHTO 2016 Conference. Look for the calls in:

    • February 2016 to recruit members to review and approve conference content,
    • April 2016 to submit presentation and poster abstracts for review, and
    • June 2016 to register for the conference.

    Mark your calendars and stay tuned for details around programming content. We look forward to seeing you there!

  • Data to Decisions eBulletin #23: Getting ready for D2D 3.0

    Sign up for D2D 3.0: Data submission opens soon – sign up and go through the checklist to get ready. Register for webinars on Dec. 2 to walk through the data submission process. D2D 3.0 Data Dictionary and Step-by-Step guide now live! Everything you need to know about the D2D 3.0 indicators is here. Thanks to the 100 or so folks who voted on the indicators. Need help getting ready for D2D? Consider hiring a student NOW! Some programs and incentives are opening in December, perfect timing to pull together data for D2D 3.0. Last call for advice about indicators for new MOHLTC-FHT contract: About 100 people have voted so far – survey closes Nov 25.  

    Help spread the word about D2D – invite others to sign up for the e-Bulletin online.  Getting too many emails? Scroll to the bottom of the original email for the unsubscribe link.

    2015-11-19 - d2d timeline pic - 2015-11-19  

  • Leading Primary Care through the Next Stage: Leadership Session summary of proceedings (Oct. 28)

    The results of the AFHTO Leadership Session held on October 28, 2015, immediately before the AFHTO conference, are presented for your review. This report summarizes what we heard from these members – approximately 200 Executive Directors, Lead MDs/NPs, and Board chairs/members – and ties in related comments and observations from members throughout the conference. The Leadership Session was designed to identify issues and shape the direction to be taken by this sector, supported by the advocacy, networking and knowledge-sharing made possible through AFHTO. This year, the session focused on the question of a “population based approach to primary care”.  What came out from our members is a clear readiness to tackle the challenges that await us and there is significant caution about how change is implemented.  Most importantly members want:

    • To be heard. Members are ‘skeptically optimistic’ regarding closer LHIN alignment; they want thoughtful consideration and adequate consultation with FHTs/NPLCs.
    • To be valued. Primary care is the foundation of a sustainable health system; policy, planning and resourcing need to strengthen this foundation.
    • To be supported to succeed. Above all else, sufficient funding is needed to stabilize the workforce and ensure sufficient capacity to deliver quality care. IT infrastructure and EMR connectivity are also in need of further development.

    This report will be used to guide AFHTO’s advocacy and member services – with increasing focus on advocacy with LHINs in addition to the Ministry – to ensure our members get the support and resources they need to navigate the changes ahead. AFHTO members are welcome to send further comments and ask questions at any time:

    • Regarding advocacy work, to CEO Angie Heydon.
    • Regarding the governance and leadership of FHTs/NPLCs, to the Provincial Lead for the Governance and Leadership Program, Bryn Hamilton.
    • Regarding AFHTO’s work to advance measurement capacity, to the Provincial Lead for the Quality Improvement Decision Support Program, Carol Mulder.