Interprofessional Care: A Blueprint for Action - HealthForceOntario

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Organizational Structure Working Group Judith Shamian, President and CEO, Victoria Order of Nurses, Lead • • • • • • • • • • • Helen Angus, Vice-President, Planning and Strategic Implementation, Cancer Care Ontario Paula Burns, College of Respiratory Therapists Marilyn Emery, Former CEO, Central East Local Health Integrated Network (CEO, Women’s College Hospital, as of July 16, 2007) Linda Haslam-Stroud, President, Ontario Nurses’ Association Ruby Jacobs, Director, Health Sciences, Six Nations of the Grand River Vickie Kaminski, President and CEO, Sudbury Regional Hospital Louise Lemieux-Charles, PhD, Chair, Department of Health Policy, Management and Evaluation, University of Toronto Camille Orridge, Executive Director, Toronto Community Care Access Centre David Price, MD, Chair, and Associate Professor, Department of Family Medicine, McMaster University William Shragge, MD, Chief of Staff, Niagara Health System Mary Beth Valentine, Assistant Deputy Minister, Health, Social, Education and Children’s Policy, Cabinet Office Regulation Working Group Jan Robinson, Registrar, College of Physiotherapists of Ontario, Lead • Zubin Austin, Associate Professor, Education Research in the Health Professions, Faculty of Pharmacy, University of Toronto • Anne Coghlan, Executive Director, College of Nurses • Susan Donaldson, Former CEO, Ontario Association of Community Care Access Centres • Rocco Gerace, MD, Registrar, College of Physicians and Surgeons of Ontario • Willi Kirenko, Past-President, Nurse Practitioners’ Association of Ontario • Barb LeBlanc, Executive Director, Health Policy, Ontario Medical Association • Deb Saltmarche, Former Vice-President, Policy and Professional Practice, Ontario Pharmacists’ Association • Jackie Schleifer-Taylor, Director, Health Disciplines Practice and Education, St. Michael’s Hospital • James Sproule, MD, Director, Physician Consulting, Canadian Medical Protective Association • Barbara Sullivan, Chair, Health Professions Regulatory Advisory Council • Frank Schmidt, Manager (A), Programs Policy Unit, Health Professions Regulatory Policy and Programs, Ministry of Health and Long-Term Care Page 40 Interprofessional Care: A Blueprint for Action
Appendix B: Best Practices in Interprofessional Care — Selected Case Studies There are many examples of interprofessional care–related initiatives that demonstrate enhanced patient care, improved efficiencies and cost savings. Some of them are outlined below. Patients 12,13,30 • • • • • Shorter wait times for care. IPC benefits to... Case study: IPC in action Greater access to a broad range of comprehensive health care services for care. Increased satisfaction with care provided. Better health outcomes. A more active role in health care. Health care providers1,32 • Greater job satisfaction. • Less stress and burnout. • The opportunity to work within the full scope of practice and contribute to enhanced patient outcomes. • An improved professional environment that supports clinical practice, provides access to peers for support and advice, and ensures greater predictability within the interprofessional workplace environment. Health care organizations33 • Greater efficiency and capacity — ability to provide care for more people, enhancing patient satisfaction. • Decreased staff turnover with enhanced staff morale. • Improved recruitment and retention. • Increased patient safety and fewer treatment errors. • Enhanced opportunities to develop ongoing quality improvement and accountability measures in health care delivery. The Stanford’s Chronic Disease Self-Management Program is a community-based self-management program that assists patients with chronic illnesses. It provides patients with the skills to coordinate and manage their care along with caregivers. After 1 year of the program, most patients experienced significant improvements in a variety of health outcomes and had fewer emergency department visits. 31 This program has been adapted by some community service agencies in Ontario. The establishment of Family Health Teams and the recently announced anesthesia teams and intensive care strategy are based on interprofessional care models that focus on providing support for providers to work in a collaborative environment. Preliminary findings have revealed that successful integration depended on the working relationships among all health caregivers with respect to their understanding of scope of practice. Checklist development and implementation in operating rooms improved preparation of teams for surgery and reduction in potential errors. 34 Checklists help team members identify critical information, equipment needs and tasks. Aviation crew team training in emergency room teams in nine hospitals found significant reduction in clinical error rates. 12 Interprofessional Care: A Blueprint for Action Page 41
Page 2 and 3: For information about the Interprof
Page 4 and 5: Interprofessional Care Steering Com
Page 6 and 7: Acknowledgements The Interprofessio
Page 8 and 9: EXECUTIVE SUMMARY that make it easi
Page 10 and 11: EXECUTIVE SUMMARY Blueprint Recomme
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Page 16 and 17: Evidence continues to build around
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Page 20 and 21: Interprofessional Care Framework Ea
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Page 42 and 43: IPC benefits to... Case study: IPC
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Interprofessional Care: A Blueprint for Action - HealthForceOntario

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