The document discusses recent initiatives by the Regional Geriatric Program of Eastern Ontario to improve seniors' health and independence in the face of policy changes that have increased dependencies. It outlines three key areas of focus: maximizing seniors' health potential through community support programs; increasing system capacity and responsiveness through education and models of care; and coordinating access and service delivery to reduce pressures on hospitals. Recent accomplishments are highlighted, including developing frameworks for supportive housing and appropriate levels of care to guide regional planning and investments. The goal is to empower seniors and caregivers through a balanced continuum of promotion, prevention, and facility-based services tailored to individual needs.
Health@Simcoe Muskoka is an annual look at both ongoing activities and the new public health issues emerging in our changing world. This document includes the agency’s annual report.
Across England local Healthwatch are working to find out what people want from health and care services and to make sure that those who run services hear these views.
We’ve pulled together 28 stories from our 2016 Healthwatch Network Awards of how peoples views are helping to improve NHS and social care services across England.
This document provides an agenda and overview for a meeting titled "Bridging the Gap". The meeting aims to discuss how Aging Service Access Points (ASAPs) can demonstrate their value to health care organizations and bridge the knowledge gap between them. It outlines ASAPs' role in care coordination and care transitions programs in Massachusetts. Examples of current partnerships between ASAPs and health care entities to improve care coordination through programs like Community Care Linkages and a Community Resource Coordinator position embedded at a provider are presented.
The document provides an update on health transitions in Leicester City following recent NHS reforms. Key points include:
1) Responsibilities for public health are transferring to local authorities in 2013, and Health and Wellbeing Boards are being established to improve coordination between health and social care.
2) Leicester City has established a Shadow Health and Wellbeing Board to lead the transition and address priorities like reducing health inequalities.
3) Challenges include implementing the transition with reduced funding while meeting growing needs, and developing effective community engagement.
2015 - Review of Adult Care Eligibility Threshold ChangesDavid Rose
This document provides a summary of a review conducted by Derbyshire County Council on changes made to eligibility thresholds for adult social care services. The review examined the impact of raising the threshold from "higher moderate" to "substantial" needs in 2014. It found both good practices by the adult care department and areas for potential development. The review concludes with 9 recommendations to improve information, advice and support provided to clients and their carers.
This document discusses the transition from Local Involvement Networks (LINks) to Local HealthWatch organizations and the role of HealthWatch England. Key points:
1) Local HealthWatch organizations will replace LINks and have an expanded role, including a seat on health and wellbeing boards to influence decisions.
2) HealthWatch England will be an independent consumer champion located within the Care Quality Commission to represent patients nationally and provide leadership to Local HealthWatch.
3) Pathfinder programs and action learning sets will help support the transition from LINks to Local HealthWatch and allow sharing of best practices.
This document is the 2014 annual report of the Visiting Nurse Association Health Group (VNA Health Group). It summarizes the organization's mission to help individuals achieve their best health and well-being through compassionate home and community care. In 2014, VNA Health Group served nearly 110,000 people across New Jersey. The report highlights the organization's three programmatic institutes and new strategic plan focused on engagement, quality, innovation, and sustainability. It also recognizes the leadership's roles in advancing health care and their communities.
Read the final report of The Parliamentary Review about the future of health and social care in Wales. Parliamentary Review published a report which is produced in 12 months focused on the sustainability of health and social care in Wales.
https://gov.wales/topics/health/nhswales/review/?lang=en
Health@Simcoe Muskoka is an annual look at both ongoing activities and the new public health issues emerging in our changing world. This document includes the agency’s annual report.
Across England local Healthwatch are working to find out what people want from health and care services and to make sure that those who run services hear these views.
We’ve pulled together 28 stories from our 2016 Healthwatch Network Awards of how peoples views are helping to improve NHS and social care services across England.
This document provides an agenda and overview for a meeting titled "Bridging the Gap". The meeting aims to discuss how Aging Service Access Points (ASAPs) can demonstrate their value to health care organizations and bridge the knowledge gap between them. It outlines ASAPs' role in care coordination and care transitions programs in Massachusetts. Examples of current partnerships between ASAPs and health care entities to improve care coordination through programs like Community Care Linkages and a Community Resource Coordinator position embedded at a provider are presented.
The document provides an update on health transitions in Leicester City following recent NHS reforms. Key points include:
1) Responsibilities for public health are transferring to local authorities in 2013, and Health and Wellbeing Boards are being established to improve coordination between health and social care.
2) Leicester City has established a Shadow Health and Wellbeing Board to lead the transition and address priorities like reducing health inequalities.
3) Challenges include implementing the transition with reduced funding while meeting growing needs, and developing effective community engagement.
2015 - Review of Adult Care Eligibility Threshold ChangesDavid Rose
This document provides a summary of a review conducted by Derbyshire County Council on changes made to eligibility thresholds for adult social care services. The review examined the impact of raising the threshold from "higher moderate" to "substantial" needs in 2014. It found both good practices by the adult care department and areas for potential development. The review concludes with 9 recommendations to improve information, advice and support provided to clients and their carers.
This document discusses the transition from Local Involvement Networks (LINks) to Local HealthWatch organizations and the role of HealthWatch England. Key points:
1) Local HealthWatch organizations will replace LINks and have an expanded role, including a seat on health and wellbeing boards to influence decisions.
2) HealthWatch England will be an independent consumer champion located within the Care Quality Commission to represent patients nationally and provide leadership to Local HealthWatch.
3) Pathfinder programs and action learning sets will help support the transition from LINks to Local HealthWatch and allow sharing of best practices.
This document is the 2014 annual report of the Visiting Nurse Association Health Group (VNA Health Group). It summarizes the organization's mission to help individuals achieve their best health and well-being through compassionate home and community care. In 2014, VNA Health Group served nearly 110,000 people across New Jersey. The report highlights the organization's three programmatic institutes and new strategic plan focused on engagement, quality, innovation, and sustainability. It also recognizes the leadership's roles in advancing health care and their communities.
Read the final report of The Parliamentary Review about the future of health and social care in Wales. Parliamentary Review published a report which is produced in 12 months focused on the sustainability of health and social care in Wales.
https://gov.wales/topics/health/nhswales/review/?lang=en
Address by President Cyril Ramaphosa at the signing of the Presidential Healt...SABC News
President Cyril Ramaphosa says with the signing of the Presidential Health Compact, the government is closer to fundamentally transforming the country’s health care system.
Workshop - Health and wellbeing boards & strategiesSWF
The document discusses statutory health and wellbeing boards and strategies. It provides information on the current health partnerships and how the Health and Social Care Bill will impact them. It outlines the scope and strategic role of statutory health and wellbeing boards, including their membership, involvement of community/voluntary sectors, and joint health and wellbeing strategies. It also discusses the various ways the community/voluntary sector can engage with and influence commissioning boards and public health services.
The document summarizes ICAP Tanzania's peer education program which aims to increase adherence and psychosocial support for people living with HIV. The program trains people living with HIV to serve as peer educators who provide counseling, health talks, and community outreach. Peer educators help 180 people across 35 sites and have established over 100 support groups. Evaluation found the program increased clients' adherence, reduced stigma, and improved tracing of patients lost to follow up. Challenges include a lack of health worker support and no formal policy to institutionalize the peer education role in health facilities.
Bennett (Keynote Health & Health Care Northern Ontario 2010)TORC
The document discusses challenges and opportunities in improving health and healthcare in Northern Ontario. It argues that health is influenced more by social and economic factors than healthcare, and achieving better population health requires cross-sector collaboration and a focus on determinants like poverty, housing, and healthy aging. Rural communities face particular difficulties in accessing healthcare that require innovative solutions to deliver sustainable, community-based care.
The document discusses the new health system in Leicestershire and the county's Health and Wellbeing Board. It provides information on the board's priorities and membership. It also summarizes the role of local HealthWatch organizations and Leicestershire's involvement as a HealthWatch Pathfinder.
The annual report summarizes the accomplishments of the Hampton VAMC in FY 2015. Key accomplishments include housing 363 homeless veterans through collaborative efforts with community partners; expanding partnerships to provide services like power soccer for spinal cord injured veterans; reducing wait times for primary care appointments from over 30 days to an average of 5 days; and completing $31.9 million in construction projects to expand and enhance facilities and services for veterans. The report provides statistics on facility staffing, budget, patients served, and quality ratings that demonstrate the positive impact of Hampton VAMC's care for veterans.
The document discusses a community health worker program in rural Tanzania that aims to improve access to healthcare and HIV services for people living with HIV. It describes how the program, run by an NGO called SIC, uses volunteers from local communities who provide home visits, supplies, counseling, and help forming support groups. The community health workers receive initial and refresher training and supplies like bicycles. The results shown demonstrate that the program has steadily increased both the number of patients registered and people taught about HIV/AIDS over its first year. Lessons learned include the importance of community health workers who are HIV-positive themselves and having clear rules about eligibility. Recommendations focus on ongoing training, support for people living with HIV,
The document discusses national and local policies aimed at empowering individuals and communities to better manage their own health and care. It emphasizes promoting independence and prevention by giving people control over their care through programs like individual budgets. Barnet Council and the local NHS trust need to collaborate with communities to develop support networks that encourage health, independence and prevent isolation for older residents and those with long-term needs. This will require integrating data, services, housing options and investing in initiatives that enable self-care and independent living.
This annual report summarizes Acclaim Health's activities and impact from 2015-2016. Some key points:
1) Acclaim Health served over 23,000 clients each year, a significant increase from previous years, reflecting the growing needs of an aging population.
2) New technologies like mobile apps and quality improvement initiatives helped Acclaim Health provide more efficient and personalized care while achieving high client satisfaction rates.
3) Partnerships with other organizations were crucial to help meet the increased demand for services and support clients with complex needs.
4) Acclaim Health's donors, volunteers, and dedicated staff were highlighted as enabling the organization to rise to the challenges of the past year and expand programs to more communities in
Yvonne Hughes – 2014 nominee for Modern Healthcare's Community Leadership AwardModern Healthcare
Yvonne Hughes – 2014 nominee for Modern Healthcare's Community Leadership Award.
The success of the healthcare industry depends on leaders who define themselves by leading efforts to change lives and contribute to their communities through their work. But many go above and beyond commitments central to their roles, reaching out to support causes that may be wholly unrelated to healthcare, but which build and sustain strong communities and the quality of life within them. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support.
http://www.modernhealthcare.com/section/community-leadership
The Langley Division of Family Practice had a successful first year of operation, focusing on strategic governance and operational development. Key accomplishments included engaging 98 physician members, establishing priority populations and workgroups, negotiating practice deals, and hosting continuing education events. The executive director report outlines the vision, mission, and four strategic priorities going forward. The financial statements show the Division ended the year with a surplus and net assets of $24,801.
The document describes best practices from the Angaza Zaidi project in Tanzania for scaling up voluntary HIV testing and counseling. It identifies five best practices: 1) Collaborating with government partners and aligning with national priorities, 2) Decentralizing training to establish regional networks, 3) Supporting income generation for people living with HIV through post-test clubs, 4) Conducting mobile outreach with education and testing, and 5) Providing testing to hard-to-reach groups through house visits and small groups. The project partnered with the Tanzanian government and local organizations to expand access to counseling and testing services.
This document summarizes the key accomplishments of the National Health Care for the Homeless Council for the fiscal year of July 1, 2014 to June 30, 2015. Some of the major accomplishments include:
- Providing technical assistance to over 300 organizations on issues related to homeless healthcare.
- Hosting a national conference on homeless health that was attended by over 900 people and regional trainings for over 200 attendees.
- Publishing 10 reports, briefs, and guides on issues like Medicaid and homelessness, transgender homelessness, and vision/oral health among the homeless.
- Continuing focus areas of work around access to services, community health workers, care for transgender individuals, cultural humility, and consumer engagement
The document discusses transforming adult social care services to improve customer experiences and outcomes while achieving cost savings. It proposes an integrated approach across local government, health and the third sector with a focus on collaboration, community engagement, reablement and prevention. Reablement is highlighted as a way to reduce costs and support independent living through regaining individual abilities and confidence. The benefits are outlined as improved quality of life, savings on health and social care spending, and meeting the needs of an aging population.
The document provides information on the 2014 Public Health Advisory Council and Board of Health for Snohomish County, Washington. It lists the members of each group and notes that the Snohomish Health District works with these partners to promote public health in the community. The document then summarizes the Health District's strategic plan update and priorities for evolving its programs and services. It also provides some statistics on the services provided and funding challenges faced by the Health District.
The document is the program for the 2015 annual conference of the California Primary Care Association (CPCA). It discusses the conference theme of "Evolution Through Innovation" which celebrates the 50-year history of community health centers in California and their continued innovation. It highlights some of the health centers' recent accomplishments and discusses the vision for continued progress through the CaliforniaHealth+ initiative and addressing issues like provider shortages through collaboration.
A list of all 'Innovation, Excellence and Strategic Development Fund' successful projects from financial year 2014-15, followed by a summary of each project supplied by the organisations.
This document provides a strategic plan for the Erie St. Clair Regional Cancer Program (ESC RCP) for 2016-2019. It summarizes accomplishments under the previous 2013-2015 plan, including implementing smoking cessation programs, expanding cancer screening programs, and establishing standards for multidisciplinary cancer conferences and surgical oncology. The plan notes ongoing challenges like an aging population and higher cancer rates for First Nations communities. Key goals for the new strategic plan period include continuing to focus on patient-centered care, survivorship programs, professional education, and building partnerships across the cancer care system to improve outcomes for residents of the Erie St. Clair region.
Health@Simcoe Muskoka is an annual look at both ongoing activities and the new public health issues emerging in our changing world. This document includes the agency’s annual report.
Address by President Cyril Ramaphosa at the signing of the Presidential Healt...SABC News
President Cyril Ramaphosa says with the signing of the Presidential Health Compact, the government is closer to fundamentally transforming the country’s health care system.
Workshop - Health and wellbeing boards & strategiesSWF
The document discusses statutory health and wellbeing boards and strategies. It provides information on the current health partnerships and how the Health and Social Care Bill will impact them. It outlines the scope and strategic role of statutory health and wellbeing boards, including their membership, involvement of community/voluntary sectors, and joint health and wellbeing strategies. It also discusses the various ways the community/voluntary sector can engage with and influence commissioning boards and public health services.
The document summarizes ICAP Tanzania's peer education program which aims to increase adherence and psychosocial support for people living with HIV. The program trains people living with HIV to serve as peer educators who provide counseling, health talks, and community outreach. Peer educators help 180 people across 35 sites and have established over 100 support groups. Evaluation found the program increased clients' adherence, reduced stigma, and improved tracing of patients lost to follow up. Challenges include a lack of health worker support and no formal policy to institutionalize the peer education role in health facilities.
Bennett (Keynote Health & Health Care Northern Ontario 2010)TORC
The document discusses challenges and opportunities in improving health and healthcare in Northern Ontario. It argues that health is influenced more by social and economic factors than healthcare, and achieving better population health requires cross-sector collaboration and a focus on determinants like poverty, housing, and healthy aging. Rural communities face particular difficulties in accessing healthcare that require innovative solutions to deliver sustainable, community-based care.
The document discusses the new health system in Leicestershire and the county's Health and Wellbeing Board. It provides information on the board's priorities and membership. It also summarizes the role of local HealthWatch organizations and Leicestershire's involvement as a HealthWatch Pathfinder.
The annual report summarizes the accomplishments of the Hampton VAMC in FY 2015. Key accomplishments include housing 363 homeless veterans through collaborative efforts with community partners; expanding partnerships to provide services like power soccer for spinal cord injured veterans; reducing wait times for primary care appointments from over 30 days to an average of 5 days; and completing $31.9 million in construction projects to expand and enhance facilities and services for veterans. The report provides statistics on facility staffing, budget, patients served, and quality ratings that demonstrate the positive impact of Hampton VAMC's care for veterans.
The document discusses a community health worker program in rural Tanzania that aims to improve access to healthcare and HIV services for people living with HIV. It describes how the program, run by an NGO called SIC, uses volunteers from local communities who provide home visits, supplies, counseling, and help forming support groups. The community health workers receive initial and refresher training and supplies like bicycles. The results shown demonstrate that the program has steadily increased both the number of patients registered and people taught about HIV/AIDS over its first year. Lessons learned include the importance of community health workers who are HIV-positive themselves and having clear rules about eligibility. Recommendations focus on ongoing training, support for people living with HIV,
The document discusses national and local policies aimed at empowering individuals and communities to better manage their own health and care. It emphasizes promoting independence and prevention by giving people control over their care through programs like individual budgets. Barnet Council and the local NHS trust need to collaborate with communities to develop support networks that encourage health, independence and prevent isolation for older residents and those with long-term needs. This will require integrating data, services, housing options and investing in initiatives that enable self-care and independent living.
This annual report summarizes Acclaim Health's activities and impact from 2015-2016. Some key points:
1) Acclaim Health served over 23,000 clients each year, a significant increase from previous years, reflecting the growing needs of an aging population.
2) New technologies like mobile apps and quality improvement initiatives helped Acclaim Health provide more efficient and personalized care while achieving high client satisfaction rates.
3) Partnerships with other organizations were crucial to help meet the increased demand for services and support clients with complex needs.
4) Acclaim Health's donors, volunteers, and dedicated staff were highlighted as enabling the organization to rise to the challenges of the past year and expand programs to more communities in
Yvonne Hughes – 2014 nominee for Modern Healthcare's Community Leadership AwardModern Healthcare
Yvonne Hughes – 2014 nominee for Modern Healthcare's Community Leadership Award.
The success of the healthcare industry depends on leaders who define themselves by leading efforts to change lives and contribute to their communities through their work. But many go above and beyond commitments central to their roles, reaching out to support causes that may be wholly unrelated to healthcare, but which build and sustain strong communities and the quality of life within them. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support.
http://www.modernhealthcare.com/section/community-leadership
The Langley Division of Family Practice had a successful first year of operation, focusing on strategic governance and operational development. Key accomplishments included engaging 98 physician members, establishing priority populations and workgroups, negotiating practice deals, and hosting continuing education events. The executive director report outlines the vision, mission, and four strategic priorities going forward. The financial statements show the Division ended the year with a surplus and net assets of $24,801.
The document describes best practices from the Angaza Zaidi project in Tanzania for scaling up voluntary HIV testing and counseling. It identifies five best practices: 1) Collaborating with government partners and aligning with national priorities, 2) Decentralizing training to establish regional networks, 3) Supporting income generation for people living with HIV through post-test clubs, 4) Conducting mobile outreach with education and testing, and 5) Providing testing to hard-to-reach groups through house visits and small groups. The project partnered with the Tanzanian government and local organizations to expand access to counseling and testing services.
This document summarizes the key accomplishments of the National Health Care for the Homeless Council for the fiscal year of July 1, 2014 to June 30, 2015. Some of the major accomplishments include:
- Providing technical assistance to over 300 organizations on issues related to homeless healthcare.
- Hosting a national conference on homeless health that was attended by over 900 people and regional trainings for over 200 attendees.
- Publishing 10 reports, briefs, and guides on issues like Medicaid and homelessness, transgender homelessness, and vision/oral health among the homeless.
- Continuing focus areas of work around access to services, community health workers, care for transgender individuals, cultural humility, and consumer engagement
The document discusses transforming adult social care services to improve customer experiences and outcomes while achieving cost savings. It proposes an integrated approach across local government, health and the third sector with a focus on collaboration, community engagement, reablement and prevention. Reablement is highlighted as a way to reduce costs and support independent living through regaining individual abilities and confidence. The benefits are outlined as improved quality of life, savings on health and social care spending, and meeting the needs of an aging population.
The document provides information on the 2014 Public Health Advisory Council and Board of Health for Snohomish County, Washington. It lists the members of each group and notes that the Snohomish Health District works with these partners to promote public health in the community. The document then summarizes the Health District's strategic plan update and priorities for evolving its programs and services. It also provides some statistics on the services provided and funding challenges faced by the Health District.
The document is the program for the 2015 annual conference of the California Primary Care Association (CPCA). It discusses the conference theme of "Evolution Through Innovation" which celebrates the 50-year history of community health centers in California and their continued innovation. It highlights some of the health centers' recent accomplishments and discusses the vision for continued progress through the CaliforniaHealth+ initiative and addressing issues like provider shortages through collaboration.
A list of all 'Innovation, Excellence and Strategic Development Fund' successful projects from financial year 2014-15, followed by a summary of each project supplied by the organisations.
This document provides a strategic plan for the Erie St. Clair Regional Cancer Program (ESC RCP) for 2016-2019. It summarizes accomplishments under the previous 2013-2015 plan, including implementing smoking cessation programs, expanding cancer screening programs, and establishing standards for multidisciplinary cancer conferences and surgical oncology. The plan notes ongoing challenges like an aging population and higher cancer rates for First Nations communities. Key goals for the new strategic plan period include continuing to focus on patient-centered care, survivorship programs, professional education, and building partnerships across the cancer care system to improve outcomes for residents of the Erie St. Clair region.
Health@Simcoe Muskoka is an annual look at both ongoing activities and the new public health issues emerging in our changing world. This document includes the agency’s annual report.
This document provides a summary of Peninsula Health's 2015 Quality of Care Report. It outlines Peninsula Health's commitment to partnering with consumers and the community. It discusses various programs and initiatives to promote consumer participation, including community advisory groups, volunteering programs, and a focus on person-centered care. It also highlights efforts to support a diverse community and provide culturally appropriate care, such as interpreter services, LGBTQ+ programs, and a new Reconciliation Action Plan.
The annual report summarizes the Langley Division of Family Practice's activities and accomplishments over the past year. Key initiatives included improving patient attachment, particularly for priority populations like seniors; implementing a digital signage pilot project; partnering on community health initiatives; expanding programs for in-patient care, home health, and nurse practitioners; and continuing work on shared care with specialists and recruitment. The Board Chair and Executive Director expressed optimism about the Division's leadership role and collaborative approach in the community.
This review takes a look at some of the NHS England highlights over the last year, and includes real life case studies which show how the NHS put patients first.
Fully established on 1 April 2013, NHS England is an Executive Non-Departmental Public Body responsible for overseeing the running of the NHS. It aims to improve the health of people in England by working in an open, evidence-based and inclusive way, keeping patients at the heart of everything it does.
Securing and delivering devolution in partnership, pop up uni, 10am, 3 septem...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Securing and delivering devolution in partnership, pop up uni, 11am, 2 septem...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Advancing an Action Plan for Community Health Centres in Rural Communitiescachc
The document discusses advancing community health centres (CHCs) in rural communities. It outlines goals of discussing the evolution of CHCs, common challenges and opportunities in rural areas, and initiating discussion on a national rural CHC strategy. Presentations are given by representatives from health centres in Nova Scotia, Ontario, and New York on their centre's history, programs, partnerships, and value in addressing local health needs through a collaborative model. They discuss leveraging community assets, coordinating care, and demonstrating cost savings and improved outcomes through integrated services and addressing social determinants of health.
The document provides an executive summary of the 2016 Community Health Needs Assessment conducted by Excela Health for Westmoreland County, Pennsylvania. It identifies the top three community health issues selected for focus based on data collection and prioritization: 1) obesity, exercise, and nutrition, 2) substance abuse, and 3) women's health. Primary data was collected through stakeholder interviews, focus groups, and a community survey, which identified issues like poverty, substance abuse, transportation barriers, and access to care. The assessment will be used to develop an implementation plan to address the selected health issues.
East Leicestershire and Rutland Clinical Commissioning Group (ELR CCG) is an NHS organization that plans and pays for local healthcare services. In 2014-2015, ELR CCG served over 321,000 patients through 32 GP practices. ELR CCG commissions a variety of healthcare services including primary care, hospital care, urgent care, rehabilitation care, and community services totaling £328 million. ELR CCG operates based on a vision of improving healthcare quality and access led by clinicians. ELR CCG works in partnership with various organizations and engages in listening to patients, the public, and clinicians to help shape healthcare services.
The annual report summarizes the accomplishments of the Champlain Cardiovascular Disease Prevention Network (CCPN) in 2010-11. It discusses how the CCPN has successfully implemented cardiovascular disease prevention programs across multiple sectors, including in hospitals, primary care, schools and the community. Key achievements include expanding smoking cessation programs in hospitals and primary care, increasing the number of primary care practices involved in chronic disease management, and implementing campaigns to reduce sodium intake and promote healthy eating and physical activity in schools. The annual report demonstrates how the CCPN has made significant progress in establishing an integrated system for cardiovascular disease prevention across the Champlain region.
Piedmont Healthcare is working to establish world-class heart care programs through initiatives like the new Marcus Heart Valve Center, which received $20 million from the Marcus Foundation. Piedmont is also leading cutting-edge clinical trials and all five of its hospitals have received Chest Pain Center Accreditation. The goal is for Piedmont to become a premier destination for cardiovascular care through these specialized programs and certifications.
This strategic plan outlines the Sunshine Coast Hospital and Health Service's vision, priorities, and strategic objectives from 2016-2020. The health service will experience significant growth with the opening of the new Sunshine Coast University Hospital. The plan aims to enhance the patient experience, improve population health, better use resources, and build organizational capability. It identifies opportunities such as population growth and changing disease patterns, as well risks such as workforce capacity and introducing new technologies.
Better Care Together is a partnership between NHS organizations and local authorities in Leicester, Leicestershire and Rutland to plan and deliver changes to health and social care. It aims to provide more support in the community to meet the needs of an aging population, improve outcomes, and address a projected £400m funding gap. The plan has input from professionals, patients, and the public. It will see greater integration of health and social care services and a shift away from hospital-based care to more community services over the next 5 years, though details are still being developed and changes may take longer to fully implement.
This document discusses the upcoming release of the "New Haven Recommendations" at the 24th International HPH Conference in June 2016. The recommendations focus on partnering with and involving patients and families in health promoting hospitals and services. They address enabling involvement at the direct service level, organizational/hospital level, and in planning healthcare delivery systems and policy. The HPH Network aims to make the active and participatory role of patients and families a reality through these recommendations.
Healthwatch Waltham forest is the independent ‘consumer champion’ for health and social care. We were created by the Health & Social Act 2012 to represent the views of patients and the public in our local area.
Older and Better: Living Well at Home or in the CommunityNHSScotlandEvent
Every healthcare contact is a health improvement opportunity but how well do we embed lifestyle advice in our day‐to‐day encounters? Gain a greater awareness and understanding of the Health Promoting Health Service and how we can implement this activity in your workplace.
Older and Better: Living Well at Home or in the Community
annual-report_2006_english
1. Those working to improve the health
of seniors cannot have escaped the occa
sional moment of frustration as we have
witnessed a series of policy changes over
the past 10 years that have served to
increase the dependencies associated
with growing old in Ontario. These include
the elimination of secondary health pro
motion programs in public health, the
Integrated Homemaker Program, and
continued inequities in community and
geriatric funding that were originally
intended to enhance the health and inde
pendence of seniors in order that they
might remain living in their own homes
as long as possible.
Over the past year, in collaboration
with seniors and our many partners
across the region, we have undertaken a
new phase of strategic planning and we
have reflected on how to evolve seniors’
health in the changing context of our
emerging health system. Seniors and
their caregivers told us what they want
and need, and we heard from providers
about the challenges and opportunities
to enhance the health and independence
of seniors in our community. During the
past year we have also worked closely
with the Champlain Local Health Inte
gration Network to contribute to their
Integrated Health Services Plan. And, like
everyone involved with health services in
our region, we reflected upon the results
of an inadequate system of care that has
resulted in premature placement and
growing pressures on our acute hospitals,
relating to the need for alternate levels
of care. The result of this work is a new
strategic plan for the RGP of Eastern
Ontario and our partners within the
Regional Geriatric Advisory Committee
for the period 2007-2010.
The three key result areas we will be
focusing our collective resources on are:
Maximize the Health Potential❚❚
of Seniors;
Increased System Capacity and❚❚
Responsiveness; and
Coordinated Access and Service❚❚
Delivery Systems.
As a key partner in the delivery of
seniors’ health services across Champlain
Region, it has been tremendously reward
ing to be able to support a number of
important programs over the past year,
that are designed to improve seniors
health and the services they need to
stay living at home.
Maximize the Health Potential
of Seniors:
Our program has placed a strong
focus on further integrating community
support services across the continuum of
care. We have been actively involved in
developing new models of service that,
while optimizing seniors’ health and
independence, have been shown to reduce
dependence upon both hospital and insti
tutional care. Under the leadership of the
United Way of Ottawa, we supported a
forum of local providers with experts on
supportive housing and community support
from across the country to review the
latest evidence in community-based care.
The results of this forum have been inte
grated into a framework for supportive
housing to be used by the Champlain
LHIN, the City of Ottawa and both com
munity and housing providers for years
to come, that will support seniors to age
in place across the region. It has been
most rewarding to see the lessons learned
from this effort being so rapidly applied
to new services and supports, including
the re-birth of the ‘Aging in Place’
A Year of Partnerships, Planning & Transitions:
T
hrough our interdisciplinary expertise and leadership in clinical care, education, program development and
evaluation, the Regional Geriatric Program of Eastern Ontario has remained wholly committed to optimize
seniors’ health.
Annual
ReporT
rgpeo.com
2006
continued on page 2
Regional Geriatric Program
of Eastern Ontario
Programme gériatrique régional
de l’Est de l’Ontario
2. Annual Report 2006
2
supportive housing program that was
developed in the 1980s by the Council on
Aging. We have also continued to expand
access to health screening for seniors
across the region through our existing
Geriatric Assessment Outreach Teams.
More than 30 external geriatric assessors
have been trained to work in centres
across Champlain region over the past
year. Additionally, as part of the consoli
dation of the Long Term Care Physician
Education Network, we were proud to host
the first regional interdisciplinary long
term care education forum, with more
than 150 physicians and health care
professionals working in long-term care
across the region.
Through the Regional Geriatric Pro
grams of Ontario, and other provincial
partners, we have continued to advocate
for and contribute to public policies that
will ultimately enhance the health of older
Ontarians, in domains from community
support through to more integrated and
specialised geriatric care. We are hopeful
that a more balanced approach to investing
in the health of seniors will emerge.
Increased System Capacity
The Regional Geriatric Program main
tains a strong focus on enhancing
age-appropriate care in communities
from hospital to home, and continues to
serve as a resource to seniors and care
providers alike. We have built on the
notion that local communities know best
by continuing to support and collaborate
with the Rural Geriatric Networks within
Champlain region, and we hosted our
second Rural Geriatric Forum earlier in
the year. The recommendations of this
forum are being used to guide the devel
opment of seniors’ health services in
the small urban and rural areas of
Champlain region.
We recognize the tremendous potential
for seniors and their caregivers to adapt
to and manage the impact of the diseases
associated with aging. We are therefore
proud of the research that has been under
taken over the past year relating to the
disclosure of diagnoses, and of our close
partnership with the Alzheimer’s’ Society
and the Champlain Dementia Network in
promoting the First Link program with
seniors and family physicians. It is our
hope that the knowledge gained from
these studies will empower seniors and
their caregivers to become more informed
and active participants in their care.
We have also seen steady progress in
the development of more age-appropriate
acute care across our region over the past
year. Most notable, was the decision of
the Board of Directors of the Queensway-
Carleton Hospital to approve a plan and
begin the process to become a Senior
Friendly Hospital, endorsing the model
initiated by the RGP. Additionally, for the
first time we have been able to extend
geriatrician support to the Montfort
Hospital. Winchester and District Memorial
Hospital has hired their first Geriatric
Nurse Specialist, and we have worked
with Pembroke Regional Hospital to
establish a geriatric unit intended to
support safe and sustainable discharges
home. Within our host hospital, The Ottawa
Hospital, as well as the Queensway-
Carleton Hospital and Cornwall Community
Hospital Geriatric Emergency Management
(GEM) nursing is being introduced into
the emergency departments. We are also
pleased to have been able to maintain
our strong partnership with SCO Health
Service, through a number of joint planning
initiatives, including improved access to
geriatric rehabilitation services.
Coordinated Access &
Service Delivery
Gaps in care and support for seniors
have resulted in inordinate pressure on
access to acute hospitals across the
region. The debate on Alternate Level of
Care Strategies has been at the forefront
of health planning over the past year.
Based upon sound geriatric principles of
care, the Regional Geriatric Program has
advocated for a balanced approach from
health promotion and prevention to com
munity and facility–based care that is
organized around comprehensive geriatric
assessment and planning. Together with
the Champlain Local Health Integration
Network and our many partners, a com
prehensive framework for Appropriate
Levels of Care was endorsed by the LHIN
and local providers. We are gratified that
this framework has had impact at the
provincial level, and that it has guided
recent provincial investments intended
to alleviate unnecessary pressures on
hospitals in our region. In recognition
of the leadership and expertise of the
Regional Geriatric Program, as well as
the strength of our many partners on the
Regional Geriatric Advisory Committee,
the Champlain Local Health Integration
Network has assigned us lead roles for
both the coordination and evaluation of
ALC strategies for our region.
Through the expertise of our staff, and
collectively our teams, and the commit
ment and dedication of our many partners,
it truly has been a year in which we have
served as a resource to seniors and our
regional health system alike.
Cal Martell,
Director, Regional Geriatric Program
of Eastern Ontario
We recognize the
tremendous potential
for seniors and their
caregivers to adapt to
and manage the impact
of the diseases associated
with aging.
continued from page 1
3. Regional Geriatric Program of Eastern Ontario
I
n his report, Cal Martell has described
the many exciting new initiatives of
the Regional Geriatric Program of
Eastern Ontario. These include a close
working relationship with the Champlain
LHIN to further develop services for
seniors throughout Eastern Ontario and
to maximize the health potential of all
seniors, not just frail seniors (one of
our primary mandates), but also health
promotion, disability prevention, and
screening in important areas such as
cognitive impairment.
You are all aware of the focus on ALC
“patients” in Eastern Ontario. I feel that
the real solution is not just more services;
either home care services or building
more long-term care beds. Instead, we
need to change “the system” to focus
on 6 safety nets between being healthy/
living at home and moving to long-term
care. The main initiatives include:
health promotion,1.
“unfrailing” the elderly in the com2.
munity (which is the main focus of
the Geriatric Outreach Teams and Day Hospitals),
screening and assessing high-risk elderly in the emergency room who are3.
going to be returning to home (the focus of the new GEM: Geriatric Emergency
Management program),
improving the care and outcomes for elderly patients admitted to hospital through4.
hospital consultation services, senior friendly hospitals, delirium recognition pro
grams, optimal utilization of the Geriatric Rehabilitation Unit at SCOHS etc. and
more specialized CCAC case management (i.e. high risk frail elderly (the RISC5.
program) or dementia specific case managers once dementia care becomes
more complex).
But in the end, the real focus is on individual health care professionals working with
an elderly person at the “bedside” whether the bedside is LTC, hospital, clinic or home.
Without optimizing the individual health care experience at the bedside, all the system
changes in the world (to paraphrase Humphrey Bogart in Casa Blanca) “don’t amount
to a hill of beans”.
I could lament that we need much more geriatric training in all disciplines at the
undergraduate, postgraduate and continuing education level, and that we need many
more trained specialists in Geriatric Medicine, Psychiatry and all the disciplines, but I
would rather focus on the excellence of all the people in Eastern Ontario who currently
work with the elderly.
Our commitment:
Health and
Independence
The Regional Geriatric Program of
Eastern Ontario (RGP of Eastern
Ontario) is a coordinated network
that includes a broad range of
specialized geriatric services,
from hospital to home. It was
established in 1985 as Ontario’s
first specialized health services
network for seniors.
Our clinical services, teaching and
research and committed to the
health and independence of seniors
in the Champlain region. Hosted
by The Ottawa Hospital, the RGP
is a partnership of hospitals and
community partners.
3
Patients, Professionals,
and Good Care
I feel that the real solution
is not just more services….
Instead, we need to
change “the system”…
Bill Dalziel, Chair, The Regional Geriatric
Program of Eastern Ontario
continued on page 4
4. Annual Report 2006
4
I salute all of you who bring your pro
fessional skills and your personal caring
to your work with the elderly. I would like
to end with a quote that has impressed
me more than anything else that I have
read in terms of working with the elderly.
It is from Margaret Laurence shortly
before her death giving the convocation
address at Trent University about what
messages she would give if it was her
final hour of life.
“Well, an acceptance of limitations
does not mean that one is not constantly
trying to extend the boundaries of knowl
edge and accomplishment and it certainly
does not mean an acceptance of defeat
in whatever fields our endeavours take
place. It is my feeling that as we grow
older, we should become not less radical
but more so…”. Mind must be the firmer,
heart the more fierce, courage the greater
as our strength diminishes”. I would not
claim to pass on any secret of life where
there is none, or any wisdom except the
passionate plea of caring…. Cultivate
in your work and your life the art of
patience, and come to terms with your
inevitable human limitations, while striv
ing also to extend the boundaries of your
understanding, your knowledge and your
compassion. These words are easily said;
they are not easily lived. Learn from those
who are older than you are; learn from
your contemporaries; and never cease to
learn from children. Try to feel in our
hearts’ core, the reality of others.
Bill Dalziel,
Chair, The Regional Geriatric Program
of Eastern Ontario
continued from page 3
I salute all of you who
bring your professional
skills and your personal
caring to your work with
the elderly.
Teamwork and
passion raise the level
of care for the elderly
in Hawkesbury
T
op-quality hospital geriatric services
are now a specialty of the Hawkesbury
and District General Hospital (HDGH),
thanks in no small measure to the efforts
of a talented and passionate group of
local health-care providers.
Two of those providers, registered
nurses Marielle Heuvelmans and Lise
McDonell, have been instrumental in
developing the program, which includes
geriatric assessments, senior-friendly
health initiatives, chronic-disease
management and rehabilitation.
Marielle is the hospi
tal’s Vice-President of
Clinical and Therapeutic
Programs. She is in
charge of the organiza
tion and administration
of patient care. Lise is
the Geriatric and Clinic
Nurse Counsellor. She
is immersed with the
patients themselves,
performing geriatric
assessments and plan
ning ongoing patient
care. She is also part
of the multidisciplinary
chronic-disease-
management team.
Neither of these experienced nurses
can imagine doing anything else. “Many
people talk about the emergency depart
ment as ‘the place to be’ for a nurse,”
says Marielle. “But I think there’s no more
clinically exciting area than geriatrics.”
“It’s a continually changing area,”
adds Lise. “You think of geriatrics and
you think old, but I think new and exciting
because things keep changing and evolv
ing with new therapies and medications.”
The HDGH geriatric-care program is
the outcome of their passionate pursuit
to address a lack of local, specialized
health-care services for the region’s
senior citizens.
In the 1990s, Marielle and Lise were
case managers for the Hawkesbury
Community Care Access Centre (CCAC),
which helps people to connect with the
long-term care and community-based
services they need.
At that time, geriatric
services were focused
largely on the man
agement of chronic
diseases, for example,
through regular mon
itoring of patients’
blood pressure.
But in the course
of their work, Marielle
and Lise were finding
that senior care was
becoming more com
plex. Often, patients
had more than one
serious condition
and required more in-depth attention.
Also, the nearest specialized geriatric
services were primarily in Ottawa—too
far away for most elderly people to take
advantage of on a regular basis.
Acting on these observations, the
women signed up to be trained as geriatric
assessors by the Regional Geriatric
Program (RGP) of Eastern Ontario.
“It’s a continually
changing area, …
You think of geriatrics
and you think old,
but I think new and
exciting because
things keep changing
and evolving with
new therapies and
medications.”
5. Regional Geriatric Program of Eastern Ontario
5
As two of the first geriatric assessors
in their community, they were eager to
apply their newfound expertise in home
health-care delivery.
However, it soon became obvious
that the community’s capacity to deliver
specialized geriatric services required
greater coordination. So, as players in a
larger team of like-minded people, the
two health-care champions set out to
develop a dedicated geriatric program
for Hawkesbury. “The geriatric program
in this area was built from the ground
up with the help of local champions,”
says Marielle.
Some of those champions were
physicians like Dr. Reneé Arnold, who
works in the hospital and community.
Dr. Arnold began endorsing the nurses’
geriatric-assessment reports, giving
them credibility with the patients’ family
doctors. And Marielle and Lise became
involved with geriatricians through
specialized services, such as the
memory-disorder clinic.
“Having that link with physicians,
it snowballed from there and we were
getting referrals from family doctors
asking us to please see this patient for
an assessment,” says Lise.
While CCAC organized community-
based elder care, Dr. Arnold worked to
establish a geriatric team and program
at the Hawkesbury and District General
Hospital. In 2003, Lise was hired as
the first geriatric nurse on staff to do
assessments. Marielle followed a year
later to join the hospital’s senior
management team.
Today, Lise takes care of front-line
patient needs, while Marielle ensures
that the hospital puts in place the
policies, resources and programs that
enable the patient-centered care her
colleague implements.
Marielle and Lise credit their colleagues
at the hospital and in the community for
the success of Hawkesbury’s specialized
geriatrics program. They also credit the
RGP of Eastern Ontario, which acted as a
mentor and resource in developing the
program. “This only works because of all
the good people behind it,” says Marielle.
“Without the RGP’s support from the
beginning, it would’ve been very difficult
for us to move forward,” adds Lise. Both
women continue to be involved in the RGP
through additional training and partici
pation in committees.
Modern geriatric care involves taking
a patient-centred, holistic approach that
is not fragmented by disease, such as a
singular focus on diabetes, stroke or car
diac disease. “Geriatrics doesn’t work
that way,” says Marielle. “It works across
all those areas and we cannot lose track
of that.”
The rewards of this patient-driven
vision for senior care are obvious, says
Marielle. “Geriatrics is an area that’s
underestimated in terms of the signifi
cant difference you can make and the
impact you can have, both on the patient
and on their family.”
Marielle Heuvelmans (left) and
Lise McDonell see caring for
elderly people as a privilege.
“It’s an extremely special
population,” says Marielle.
“We’re so privileged to
hear their stories,” adds
Lise. “I mean, we’re
meeting people who have
survived wars and the
Depression, just incredible
circumstances.”