Category: Uncategorized

Theme 3. Transforming patients’ and caregivers’ experience and health

Presentation Materials (Members only)

Tips and Tools to capture the patient’s experience in primary care. What are they thinking? Approaches, ideas, and tools to measure patient experience in your practice.

(I) Tips and Tools to Capture the Patient’s Experience in Primary Care using the NHS’s Experience-Based Design (EBD) Methodology

Summary

Patient experience – what’s it all about? Differentiating between and understanding our patient’s experiences of care from their level of satisfaction are essential in the delivery of high quality patient care. Experience Based Design (ebd) is a methodology developed by the NHS in the United Kingdom. It is comprised of four phases: Capture, Understand, Improve, and Measure, all designed to assess and improve patients’ experiences. During the presentation attendees will learn the theory of the methodology and understand the specific tools that can be applied in their practices to achieve successes similar to those that will be described in the presentation. The objective of this presentation is to build capacity in primary care and community organizations to lead and implement patient experience improvement work in their teams. 

Presenters

• Partnering for Quality Program, South West CCAC:
• Rachel LaBonte, Program Lead
• Jennifer Jackson, Quality Improvement Coach

Learning Objectives

Attendees will :

• Receive an introduction to the tools and techniques developed in the NHS to capture and understand patient’s experiences.
• Experience some of the tools in action
• Leave with the foundational knowledge of the ebd approach in hopes they consider application back at their own team/site.

(II) What are they thinking? Approaches, Ideas and Tools to Measure Patient Experience in Your Practice

Learning Objectives

Session attendees will learn about primary care patient experience measurement activities at the health system level (provincial, regional) as well as the practice-level. Participants will acquire knowledge about the tools and resources available to them to support practice-level patient experience measurement and gain insight into practical ideas for how to design, implement, interpret, and then translate patient experience data into meaningful quality improvement in their practice environment.

Summary

Including the voice of the patient in our efforts to improve primary care quality has become a key objective of policy makers, primary care organizations, and patients themselves. However, it has not always been clear how best to measure and then use data on the patient experience. This session will present the new primary care patient experience survey developed and tested through a collaborative project that included HQO, AFHTO, OMA, OCFP, and the AOHC. Presenters from across the primary care health system will highlight the provincial and regional resources available to assist organizations with patient experience measurement and approaches for translating patient feedback into practice improvement. The collaborative approach of the Champlain LHIN’s FHT patient experience measurement partnership project, which developed and supported a common patient survey across 19 FHTS, reported results back to the FHTS for benchmarking performance, identifying priorities for improvement, and enabling sharing of experiences and strategies across FHTS, will be presented. Practical ways to design, implement, and then act upon patient experience data in a primary care practice will be presented. The alignment of patient experience measurement to broader performance measurement strategies such as quality improvement plans, data to decisions, the provincial primary care performance measurement framework, and the primary care practice reports will be discussed.

Presenters

• Sharon Johnston, Family Physician, Clinician Investigator, University of Ottawa, Department of Family Medicine, Bruyère FHT
• Gail Dobell, PhD, Director, Performance Measurement, Health Quality Ontario
• Susan Taylor, Director, Quality Improvement, Health Quality Ontario
• Elizabeth Muggah, MD, MPH, Family Physician, Director of Quality Improvement, University of Ottawa, Department of Family Medicine, Bruyère FHT
• Ellie Kingsbury, MLT, QIDSS, Équipe de santé familiale académique de Monfort

Theme 2. Optimizing capacity of interprofessional teams

Presentation Materials (Members only)

Presentation Slides: “Welcome to your new reality – you have diabetes this week!”

Learning Objectives

By the end of the session, participants will be able to:

1. Describe an innovative educational process to understand the patient experience of living with a chronic condition.
2. Reflect on their own clinical practice related to working with patients with diabetes.
3. Explore the possibility of implementing this program in their own clinical setting.

Summary

The Diabetes Education Team at the Sunnybrook Academic Family Health Team believed that exposing professionals to the tasks involved in the day-to-day management of the diabetes would increase their understanding of the complexity and time associated with self-management. This session will describe a program developed and offered to the interprofessional team including family medicine residents, faculty physicians, nurses, pharmacists, social worker, OT, and support staff to provide them with the opportunity to live with diabetes for a week. Learning objectives were developed and the nurse educator and dietitian provided the participants with a health history and scenario entitled “Welcome to Your New Reality”. Through the course of the week, they progressed through ~ 8 years of living with diabetes. Self—glucose monitoring, insulin “dry” injections, paging the participant informing them they were experieincing low blood sugar and medication changes were all part of the program. The team met every morning to debrief expereinces, consider how they would counsel patients in a similar situation and to provide new scenarios and challenges. By going through the program team members learned about the patient experience of living with diabetes (i.e. how to fit diabetes into one’s life) and about each other’s roles and perspectives around caring for patients with chronic conditions. The program is now offered ~ every 2 months.

Presenters

• Sunnybrook Academic FHT:
  • Leigh Caplan, RN, BSc, MA, CDE, Diabetes Nurse Educator
  • Judith Manson, RN, BScN, NCMP, Executive Director

Authors and Contributors

• Nancy Teskey, RN, BScN, CDE, Diabetes Nurse Educator
• Jill Zweig, RD, BAA, CDE, Dietitian

Theme 5. Advancing manageable meaningful measurement

Presentation Materials (Members only)

Optimizing EMR Use: Merging Data, Managing Patients and More Cancer Screening

Learning Objectives

1. Learn how to access Cancer Care Ontario’s Screening Activity Report (CCO SAR) for all family health team (FHT) physicians and merge it with EMR data.
2. Describe how to use postal code to understand variation in cancer screening rates by neighbourhood income quintile and the impact of interventions on equity.
3. Learn how use of physician billing codes, and the creation of IHP tracking codes have helped to account for the work produced by Markham FHT, as well as enabled the creation and evaluation of clinical programs.

Summary

1. How to Optimize EMR Use for Maximum Data Usability: EMR search capability and data extraction has moved beyond the “keyword search” and into the next level of meaningful management. With the introduction of Quality Improvement Plans, Ministry of Health and Long-Term Care reporting requirements, and now the Association of Family Health Team’s Data to Decisions, Markham FHT has had no difficulty extracting the data necessary for submission, due in large part to the careful planning and attention to how EMR data is entered and interpreted. 2. Managing Patient Rostering: Patient rostering data is an important area that could be optimized within EMR systems. Patient rostering is central to a high-performing primary health care system. Rostering can enable the practice to better define its panel size, manage access to care, track health indicators and outcomes. In 2014, North York FHT reviewed and updated 3,864 (4%) patient records, and mailed out 1,758 roster invitation letters to patients. Similarly, Queen Square FHT reviewed and updated nearly 4,000 (11%) patient charts, and invited 2,000 (50%) patients by telephone to roster. We will discuss roster management and cleanup processes in Queen Square and North York FHTs. 3. Merging data sources to understand and improve cancer screening rates and related inequities Last year, Cancer Care Ontario made it easy for physicians to download an integrated summary of their patients eligible and overdue for cervical, breast, and colorectal cancer. We will describe how we accessed this data for the majority of our FHT physicians and merged it with our own EMR data. We noted a large variation in cancer screening rates between our physicians as well as significant disparities in screening related to patient income. Our FHT used the merged cancer screening data to deliver a multifaceted, evidence-based quality improvement intervention that included patient recall letters signed by their physician, physician audit and feedback, and enhanced point-of-care reminders. The intervention improved overall screening rates and improved rates for most physicians. We noted a narrowing of income-related inequities for colorectal cancer but not cervical or breast. The results of our intervention have spurred further work on how to improve disparities in cancer screening in our FHT

 Presenters

• Markham FHT
  • Lisa Ruddy, RN, Clinical Program Manager
  • Tony Pallaria, IT Manager
• St. Michael’s Hospital Academic FHT
  • Tara Kiran, MD
  • Sam Davie, QIDSS
• Marjan Moenedin, QIDSS, North York FHT
• Abel Gebreyesus, QIDSS, Queen Square FHT

Authors and Contributors

• Markham FHT:
  • Stephen McLaren, MD
  • Tom Filosa, MD
  • Allan Grill, MD, Lead Physician
  • Deepti Pasricha, MD

Theme 2. Optimizing capacity of interprofessional teams

Presentation Materials (Members only)

Optimizing Capacity of the Mental Health team. Triaging the patient: who is the right provider? Responding to the Needs of Patients with Anxiety-Developing a Comprehensive Group Program at a FHT

(I) Integrated Care for Better Outcomes: Supporting Primary Care Patients with Mental Health and Addictions Issues

Learning Objectives

At the end of this session, the learner will understand:

• Factors that influence the implementation of evidence-based integrated care in addressing mental health and addictions issues in the primary care settings.
• The role of a Mental Health Care Technician in supporting and enhancing the interprofessional collaboration between primary care and mental health providers.
• The experiences of primary care providers, at participating Family Health Teams working within the context of the integrated care model
• Challenges and strategies for successful implementation.

Summary

Depression, anxiety, and at-risk drinking are among the most common health problems for patients receiving general medical care. The majority of patients are seen exclusively in primary care, and never see a mental health or addictions provider. Undetected, untreated or under-treated these conditions create a significant public health burden. This interactive presentation will overview a three-year research project partnering with Ontario Family Health Teams (FHTs) evaluating an innovative integrated care model of telephone-based, computed aided care management to support the mental health care of primary care patients. The project will compare enhanced usual care (EUC) and a telephone-based intervention — including psychoeducation, regular monitoring, and support from a Mental Health Technician (MHT) and team supervision from a psychiatrist. Demands in primary care make it difficult for physicians to obtain needed information, follow-up as frequently as needed, and use best practices effectively. The proposed model addresses these gaps by facilitating collaboration with PCP and new MHT role, to provide screening and symptom monitoring, follow-up calls, access to on-line psychotherapies, while enhancing patient self-management and supporting adherence to treatment and medication management. Clinical updates and specific recommendations are sent to PCP to facilitate initiation of evidence-based pharmacotherapy or psychotherapy, and referrals to specialty mental health services when indicated. Within the context of primary care and an integrated care model, partnering FHTs will speak to their experiences identifying and referring patients, utility of recommendations, and communication and collaborating with MHT role. The presentation will discuss challenges and strategies for successful implementation. 

(II) Optimizing Capacity of the Mental Health Team. Triaging the Patient: Who is the right provider?

Learning Objectives

Primary care is often the first place a patient with mental health concerns present. These presentations are varied in complexity and urgency and require expert care. How does one decide the best way to support this patient? Understanding the skills mix of the Mental Health Team is essential. At McMaster FHT, a Mental Health Summit was organized and all staff who was interested in mental health services was invited to attend. This meeting revisited the priority and focus of the FHT; the skill set required to meet that focus and the direction of new programming, including a commitment to the interprofessional triage team comprised of the system navigators, occupational therapists, administrative support, leadership, psychology and psychiatry. Outcomes were predicted (and achieved) with regard to wait times, provider and service delivery times.

Summary

This presentation will describe the interprofessional team, the challenges and successes of the triage process and the successful outcome achievement of reduced wait times. The interprofessional mental health team is committed to supporting the various needs of the patient with mental health concerns. Role definition and clear understanding of that role are important in the triaging of referrals appropriately. Identifying the most appropriate provider/professional supports patient centered care by aligning that patient with the profession best suited to meet their needs. This has reduced wait times and resulted in timely and effective care planning that includes the patient. The one hour weekly triage meeting reviews all new referrals, closes files as appropriate, and manages patients who have missed appointments. Complex cases are reviewed as a team and recommendations for ongoing care (patient and provider) are shared. Community Resources are an essential part of the extended interprofessional team. Seeking out appropriate community resources and employment supports is an important strategy within the FHT. The importance of process measures and timely reporting of those measures has worked to keep the team focused on excellence in patient care and effective triaging to the most appropriate team member. Ongoing training was recommended and supported by the Mental Health and the Leadership teams and to that end, DBT training opportunities have been levered. Next (ongoing) steps include further reducing the wait times to within 2 weeks, gathering patient feedback and strengthening the relationships with community partners (i.e. Teen services).

Presenters:

McMaster FHT

• Kathy De Caire, Clinical Director, Stonechurch FHC; McMaster FHT
• Jill Berridge, Clinical Manager, McMaster Family Practice; McMaster FHT

(III) Responding to the Needs of Patients with Anxiety – Developing a Comprehensive Group Program at a FHT

Learning Objectives

In the last 12 years the McMaster Family Health Team has developed a three part group treatment program to address the ever increasing numbers of clients being referred for treatment of anxiety. This presentation will focus on the development of the core anxiety treatment group, a teen group and the aftercare group. It will follow the challenges and sucesses of our groups and help participants develop some practical ideas about how to develop interprofessional group leadership, how to publicize groups, how to structure group sessions and tips about when to move from offering the core anxiety group to offering more specialized programming.

Summary

Patients presenting with anxiety use a signficant amount of many primary care givers time. Skills for managing anxiety can be taught and practiced in a group setting. Learning the skills for managing anxiety in a group can be a normalizing experience and can provide a sense of peer support. Treatment groups provide the opportunity to utilize the skills of numerous health care providers including the pharmacist, dietitian, occupational therapist, psychologist, physicians and social workers. In this presentation, we will begin with a discussion of the structure of our group programs, group resources, treatment modalities, publicity, interprofessional networking, and common mistakes. We will then examine the outcomes of the client satisfaction sureys. Finally, we will provide time for participants to ask questions about their specific clinical experiences. We now have several hundred people referred to our anxiety groups each year. Groups are offered 5-6 times a year so the wait is much shorter for group programming than the wait for individual counselling. We are able, through an interdisciplinary collaborative appraoch, to provide quality care to many more patients than could be served in 1-1 sessions. Client feedback indicates that many clients prefer group sessions to individual counselling particularly in some age groups. Teens, a challenging population to network with, have routinely indicated that they prefer group to individual treatment. The aftercare group provides ongoing clinical support to patients who might otherwise be taking individual appointment spaces. Group programming is an effective response to a significant mental health need and may be part of the solution to the significant numbers of patients seeking mental health care through Family Health Teams.

Presenters:

• McMaster FHT
  • K. Lynn Dykeman, Social Worker
  • Colleen O’Neill, Occupational Therapist

Theme 7. Clinical innovations keeping people at home and out of the hospital

Presentation Materials (Members only)

Presentation Slides: Reducing the Revolving-Door Syndrome: Hospital and Primary Care Working Together to Reduce 30 day Re-admission Rates for COPD and CHF Patients

Learning Objectives

Attendees will:

• Understand the benefits from hospital and primary care perspectives of working together to address hospital readmissions versus working in silos
• Explain how care transitions impacts avoidable and unavoidable readmissions for populations at risk
• Understand why COPD /CHF populations were targeted
• Discuss how hospital utilization data informed the initiation of improvement activity
• Describe tests of change undertaken by each organization and in collaboration
• Discuss expected outcomes, system gaps and current mitigation strategies.

Summary

To respond to a growing readmission rates and hospital length of stay for COPD and CHF populations, Guelph General Hospital (GGH) implemented clinical pathways to ensure best practice. A key intervention in the clinical pathway was to establish a follow up appointment with primary care, for the patient prior to discharge. This intervention was implemented via a fax to provider’s office.   Collaboration between GGH and GFHT was initiated to explore the uptake and rates of scheduled appointments received before patients were discharged. This initiative resulted in the following changes:

1. Primary care involvement in hospital discharge planning (including where needed, phone calls from the charge nurse to discuss patient discharge needs)
2. Primary care calling patients at risk of readmission within 48 hours post hospital discharge
3. Shared lists of practice based primary care contacts to facilitate scheduled telephone appointments prior to discharge
4. Electronic notification of primary provider of hospital patient admission and or discharge to facilitate patient centred and effective transition planning
5. Regular collaborative meetings to explore what is working well and what needs to be improved

Our test efforts have occurred within three pilot practices within the Guelph Family Health Team. Regular practice team meetings with the QI facilitator to review team improvement progress. Lessons learned will be integrated shared and tested for implementation across all practices.

Presenters

• Guelph FHT
  • Tricia Wilkerson, Director, Quality and Evaluation
  • Sylvia Scott, Director, Clinical and Professional Services
• Jackie Beaton, Inpatient Flow Coordinator, Guelph General Hospital

Authors and Contributors

• Laurie Williamson, R.N., BScN, Clinical Educator Ambulatory Care/Clinical Pathway Coordinator, Guelph General Hospital

Theme 6. Leadership and governance for accountable care

Presentation Materials (Members only)

Presentation Slides: Quality Improvement Leadership Team (QuILT): Hearing Everyone’s Voice

Learning Objectives

Participants will gain the knowledge of the benefits of bringing together a passionate group of individuals whose main objective is to improve the quality of care for patients of the TVFHT. Other FHT will see the benefits to their organization by having a committee comprised of each profession, administrative staff, and a family physician. The presentation will touch on why TVFHT believes that this group is integral to its operations, and why other FHT may find a similar committee beneficial to their organization.

Summary

The TVFHT Quality Improvement Leadership Team (QuILT) works to better understand the responsibilities TVFHT as an organization holds to the Ministry of Health and Long-Term Care (Ministry) and Health Quality Ontario (HQO), and has worked towards creating plans and processes to meet those responsibilities from various clinical perspectives to make these efforts meaningful. QuILT also works to assure the TVFHT Board that processes are in place to continuously improve the care, health and well-being of the population we serve. This will include processes to demonstrate outcomes of a high performing organization as defined by HQO’s attributes of a high-performing health system: Accessible, Effective, Safe, Patient-Centered, Equitable, Efficient, Appropriately Resourced, Integrated and Focused on Population Health. Membership includes interdisciplinary team representation recruited through an expression-of-interest invitation. QuILT will ensure an organization-wide approach to:

1. Annual quality improvement plan (QIP) submission to Health Quality Ontario (HQO) that aligns with the organizational Strategic Directions and the Ministry of Health and Long Term Care (MOHLTC) health care strategic priorities.
2. A coordinated quality improvement work plan to achieve QIP deliverables.
3. Consistent application of evidence informed practices.
4. Timely access to information by providers and team members for informed decision making.
5. Building a culture of, and capacity for, a collaborative, integrated and systematic approach to quality improvement that include standardized data collection tools.
6. Ongoing accountability and reporting timelines.
7. Ongoing advising related to professional practice such as policies and implementation of evidence informed practice.

Presenters

• Thames Valley FHT:
  • Natalie Clark, Program Administrator
  • Jill Strong, QIDSS
  • Tim McDonald, Physician

Authors and Contributors

• Michael Oates, Director-Operations and Quality, Quality Improvement Leadership Team, Thames Valley FHT

Theme 6. Leadership and governance for accountable care

Presentation Materials (Members only)

Presentation Slides: Quality Improvement Leadership Team (QuILT): Hearing Everyone’s Voice

Learning Objectives

Participants will gain the knowledge of the benefits of bringing together a passionate group of individuals whose main objective is to improve the quality of care for patients of the TVFHT. Other FHT will see the benefits to their organization by having a committee comprised of each profession, administrative staff, and a family physician. The presentation will touch on why TVFHT believes that this group is integral to its operations, and why other FHT may find a similar committee beneficial to their organization.

Summary

The TVFHT Quality Improvement Leadership Team (QuILT) works to better understand the responsibilities TVFHT as an organization holds to the Ministry of Health and Long-Term Care (Ministry) and Health Quality Ontario (HQO), and has worked towards creating plans and processes to meet those responsibilities from various clinical perspectives to make these efforts meaningful. QuILT also works to assure the TVFHT Board that processes are in place to continuously improve the care, health and well-being of the population we serve. This will include processes to demonstrate outcomes of a high performing organization as defined by HQO’s attributes of a high-performing health system: Accessible, Effective, Safe, Patient-Centered, Equitable, Efficient, Appropriately Resourced, Integrated and Focused on Population Health. Membership includes interdisciplinary team representation recruited through an expression-of-interest invitation. QuILT will ensure an organization-wide approach to:

1. Annual quality improvement plan (QIP) submission to Health Quality Ontario (HQO) that aligns with the organizational Strategic Directions and the Ministry of Health and Long Term Care (MOHLTC) health care strategic priorities.
2. A coordinated quality improvement work plan to achieve QIP deliverables.
3. Consistent application of evidence informed practices.
4. Timely access to information by providers and team members for informed decision making.
5. Building a culture of, and capacity for, a collaborative, integrated and systematic approach to quality improvement that include standardized data collection tools.
6. Ongoing accountability and reporting timelines.
7. Ongoing advising related to professional practice such as policies and implementation of evidence informed practice.

Presenters

• Thames Valley FHT:
  • Natalie Clark, Program Administrator
  • Jill Strong, QIDSS
  • Tim McDonald, Physician

Authors and Contributors

• Michael Oates, Director-Operations and Quality, Quality Improvement Leadership Team, Thames Valley FHT

Theme 4. Building the rural health care team: making the most of available resources

Presentation Materials (Members only)

Presentation Slides: Community Quilt – The Story of How Our FHT has been Woven into the Fabric of the Community

Learning Objectives

Feeling overwhelmed by your rural residents’ needs for accessible, team-based programs? Is it practical to creatively tap into existing community resources to offer programs in the rural areas with fewer resources? Minto-Mapleton FHT is a multi-sited, rural team that services 15,000 patients in a geographical area of close to 850 square kilometres. Learn about our unique partnerships that have allowed us to do more with less. Explore the possibilities of potential community partners and how to foster productive relationships to meet some of your harder to reach patients. Understand the role/importance of program ownership and champion development for program sustainability.

Summary

In 2011, Canada’s Health Minister quoted: “3 of 5 Canadians, older than 20 years of age, have a chronic disease and 4 out of 5 people are at risk”. In total, chronic diseases cost the Canadian economy at least $190 billion a year. The Minister noted that commitment to collaboration is a cornerstone of Canada’s approach to chronic disease prevention and control. Despite considerable effort, FHTs working in solo, find it impossible to meet the needs of all patients and their health conditions. This presentation will cover the journey our rural FHT has taken to secure sustainable community partnerships and viable programming while maintaining integrity of program objectives. MMFHT reached out to community partners, assessed existing programs and identified gaps that could easily be met by creating strong, symbiotic relationships. From humble beginnings, to the successes of today, and plans for tomorrow, we will share innovative approaches aimed at cost sharing, avoiding duplication, seeking out additional venues, staffing and programming.   Partnerships have spread current, evidence-based information, to patients that normally do not access FHT services at our typical venues. Clear, specified navigation guidelines have resulted in the right patients now being seen by the right practitioners at the right time. By including telemedicine, we have expanded our reach while decreasing patient costs of transportation, parking and extended work absences. The power point presentation will include patient and community partnership testimonials. In conclusion, we will discuss the importance of well-defined roles within the partnerships and the need to identify individual responsibilities.

Presenters

• Minto-Mapleton FHT
  • Vicky LaForge, Chronic Disease Prevention and Management Nurse
  • Jenny Harrison, Registered Dietitian
  • Sandy Turner, Health Promoter

Authors and Contributors

• Helen Edwards, Seniors’ Centre for Excellence
• Marg Stevens, North Wellington Health Care
• Patient and partnership testimonials

Theme 3. Transforming patients’ and caregivers’ experience and health

Presentation Materials (members only)

Presentation Slides: Patient Councils: Experiences within the GTA

(I) Community Engagement – Mississauga Halton Share CCAC Share Care Council

Learning Objectives

1. Define the key elements of a Patient and Caregiver Bill of Rights
2. Identify benefit of forming a Share Care Council and how it benefits families and caregivers
3. Describe how a patient and family advisory forum provides a direct voice to inform service development and funding priorities
4. Learn how to develop strong relationships with families and caregivers in the circle of care
5. Identify best practices of a family patient advisory forum – watch a video interview with a Share Care Council member as she explains the importance of having a patient voice in the development of new programs/services.

Summary

Mississauga Halton CCAC established the Share Care Council to give patients and caregivers an authentic engagement forum and direct voice in service development and funding priorities. Mississauga Halton CCAC recognizes the most important partners in caring for patients are patients and their informal caregivers. It recognizes that an inclusive approach to the circle of care will improve quality of care and outcomes. Authentic engagement is not a strategy; it is part of care. The Patient and Caregiver Bill of Rights is an important milestone as Mississauga Halton CCAC and service providers along with patients and caregivers as it articulates how they will work together to attain an exceptional patient experience. Launched in 2014, the Council meets quarterly. Members of the Council proactively identified the need to articulate patients and caregivers priorities to ensure consistent care guidelines. In a truly collaborative approach, the Mississauga Halton CCAC engaged front-line staff and contracted service providers to determine how these priorities could be realized with the intention of creating a single charter for patients, caregiver and care providers across the region. The Council is a patient and caregiver forum that gives them a direct voice to inform service development and funding priorities. This Council strengthens that partnership between Mississauga Halton CCAC and its patients and caregivers. The forum’s name also recognizes the role of primary care and other health service providers, and reflects Mississauga Halton CCAC’s inclusive approach to developing programs and services that deliver an exceptional patient experience.

Presenters

• Nancy Gale, Associate Vice-President, Strategic Communications and Partnership Advancement, Mississauga Halton CCAC

(II) Patients’ Perspectives: Getting Patients Involved and Engaged to Participate in PAC (Patient Advisory Council)

Presentation Materials (members only)

• Materials will be posted following the 2015 Conference.

Learning Objectives

• How to get patients involved in PAC
• Relevant recruiting methods and process to recruit and select patients to be on PAC
• Patients’ experiences with the recruitment and selection process
• What to look for/qualifications in patients that should or want to be on PAC
• Types of patients who get involved/volunteer
• Patient motivations/hot buttons to get them involved
• What patients want to get out of being on PAC
• Benefits/expectations/outcomes/improvements

Summary

• Will discuss how to get patients involved and the recruiting methods and selection process used to establish a PAC
• Patients’ experiences with the recruitment and selection processes
• Key attributes/qualifications to look for in patients that should or want to be on PAC
• Types of patients who get involved and why – Key motivations/hot buttons for patients to get involved in PAC
• Patient Expectations/ Benefits/ Outcomes/ Improvements of being on PAC
• Key impact of presentation: to help FHT’s across Ontario implement a PAC in their centre by providing some patient insights that could help them recruit patients

Presenters

• Sonia Mastroianni, Patient, South East FHT

Authors and Contributors

• South East FHT
  • Maureen Gans, M. Ed., Director, Interprofessional Practice & Quality Improvement
  • Edwin MacNevin, Patient
  • John Lakich, Patient
  • Samantha Hartlen, Patient

Theme 2. Optimizing capacity of interprofessional teams

Learning Objectives

By the end of the presentation, participants will:

1. Reflect upon the four principles of family medicine and its relevance within Ontario’s FHT’s.
2. Consider the meaning of Shared Accountability and its impact on team-based care.
3. Re-evaluate personal perspectives on willingness to provide collaborative patient-centred care.

Presenters

• Dr. Ivy Oandasan, Professor, Department of Family and Community Medicine, University of Toronto

Presentation Materials (Members only)

• Materials will be posted following the 2015 Conference.