Créer des soins interconnectés Partie II – À l’endroit et au moment où vous en avez besoin

Carolyn says working in silos—organizations or even sectors operating as stand-alone entities disconnected from related enterprises—has been the standard in health care for too long. Programs like the one Mary enjoyed are not unique. Organizations create them when necessity, capacity, timing and funding opportunities coincide. Challenges arise, however when these factors are not aligned: services are not always available to everyone who needs them.
“A fresh approach that breaks traditional communication barriers and facilitates knowledge exchange is an idea whose time has come,” Carolyn says explaining her decision to join NOHT-ÉSON at the first available opportunity. “Getting to know professionals in other health care sectors broadens my perspective and creates new possibilities for change.”

Carolyn’s opportunity came sooner than she expected.

At one of the early NOHT-ÉSON Planning Table meetings, a group of primary care professionals were invited to discuss a Briefing Note they had submitted: administering vaccines through family doctors and pharmacists had become unsafe and the logistics of arranging some Pop-up and Drive thru Vaccine and Flu clinics for the fall of 2020 had become challenging. The issue was clear. Primary care had no capacity to transport the most vulnerable people to vaccination sites.

As soon as the floor opened up for discussion, Carolyn spoke up. “This is how the community support sector can help,” she said. “We have enough lead time before implementation to increase our capacity to support vulnerable individuals for whom self transportation, public transportation or reliance on family, friends or caregivers is not an option.”

Recognizing the value of Carolyn’s idea, the Planning Table erupted (as only ZOOM meetings can) in congratulatory mouse-clicks of applause, nods of approval and verbal pledges of support in solidifying the details. Most importantly, the variety of voices from across the health sector–long term care, addictions and mental health, home care, primary care, emergency services, to name a few—meant that issues of significance across the health system could be meaningfully discussed and decisions could be made efficiently.

Answers began to emerge at the regular ZOOM meetings of NOHT-ÉSON’s Planning Table. The tone of these meetings was already unique. Traditional formalities of ‘rules of order’ were replaced by casual conversation etiquette and simple civility. Participation was equally open to everyone. And decisions were made by consensus: no voting. Issues were discussed until compromises—solutions everyone could live with–were reached.

Another moment of cross-sector collaboration at NOHT-ÉSON was born, CSSN’s Covid-19 transportation program gradually came to life.

“For me, it was the first big ‘aha moment’ that erupted at our NOHT-ÉSON Planning Table Meetings,” says Carolyn describing the moment the proverbial penny dropped, underlining to the group the value of connection and collaboration. “It marked a major step forward for Niagara’s community services sector in delivering clear benefits to the people we are privileged to serve.”

Carolyn is now regularly invited to participate in cross-sectoral conversations involving mental health, primary care, home care, palliative care and many other aspects of health policy development.

“NOHT-ÉSON’s connection and collaboration strategy is working,” Carolyn says. “It offers clear advantages for building a more effective health system, stronger communities and improved population health.”