Posters at the AFHTO 2024 Conference:
2024 Key Dates:
- Hotel group rate deadline: October 2nd, 2024
- End of early-bird registration: October 2nd, 2024
- Date to submit PDF for online gallery: October 9th, 2024
- AFHTO 2024 Conference: October 24th – 25th, 2024
- Install poster: 7:00 to 7:45 AM, October 24th, 2024
- Remove poster: 1:30 to 3:00 PM, October 25th, 2024
Poster Display Guidelines:
- The maximum size for posters is 46” (vertical) x 70” (horizontal)
- Poster presenters are responsible for setting up their own poster. Posters are to be put into place before 7:45 AM on Thursday, October 24 and removed between 1:30 - 3:00 PM on Friday, October 25. Any posters still on the board after 5:00 PM will be disposed of by the poster board supplier.
- For Virtual Posters - PDFs should be a single page in the form of a PDF
- Poster Information Kit
Online Poster Gallery
To share your initiative with as many of your peers as possible, an online gallery of posters will be made available to members through AFHTO’s website after the conference. To participate, please upload a PDF of your poster to your Presenter Management Portal by October 9th, 2024.
Posters available at the conference:
Physical posters
| Poster # | Theme | Title | Summary |
| 1 | 1. Expanding access to team-based care | Simulation-based learning to strengthen dietetic practice competence in primary health care | “Team Primary Care–Training for Transformation” is an initiative to enhance the capacity of primary care practitioners through improved training, team supports and planning tools. The initiative represents a partnership of over 65 health professional and educational organizations across Canada with the aim of creating and improving interprofessional education related to primary care. Methods: Key nutrition-related competencies, health issues, perceived knowledge gaps and the challenges facing dietitians in primary care were identified through a literature review and national survey of dietitians (recruitment goal of 20% of Canadian dietitians working in primary care). A survey was developed and reviewed by an expert working group of primary care dietitians, dietetic educators and interprofessional healthcare practitioners. The results of the literature review and survey guided the development of three bilingual virtual simulations using the standardized CAN-sim scenario template (https://can-sim.ca/) and other key resources like the Integrated Competencies for Dietetic Education and Practice and the Canadian Interprofessional Health Collaborative Competencies. The virtual simulations developed included dietitian focused scenarios and interprofessional collaboration with patients including: 1) Older adults with diabetes and renal failure, 2) Vegetarian with pre-diabetes and 3) Adolescent with an eating disorder. |
| 2 | 1. Expanding access to team-based care | Forward Sortation Areas and primary care attachment rates: Using primary care data to inform expansion of team based care in Ontario. | Using standard health administrative measures in primary care in conjunction with measures for attachment to a primary care provider, team based care in smaller neighbourhood geographies or FSAs was examined. This data was produced for Ontario Health to assist with informing team based care expansion across the province. Attachment categories include attached, uncertainly attached receiving primary care, and uncertainly attached without primary care services. This study looks at the significant equity differences in team based care at the granular, neighbourhood level in 2022. Approach This cohort study used linked health administrative data sets in conjunction with measures of attachment to a primary care provider. Patient data is stratified according to key demographics, patient characteristics, health care utilization and primary care indicators. 6 priority populations of interest were produced by region based on policy decision maker input. These priority populations included those who attended the Emergency Department, were hospitalized, received home care, had a mental health diagnosis, and who were in palliative care or had a frailty diagnosis. |
| 3 | 1. Expanding access to team-based care | Optimizing Primary Care for Chronic Homebound Patients Using a Collaborative Nurse Practitioner Team Based Model of Care | The North York Family Health Team (NYFHT) NP (nurse practitioner) chronic homebound program provides vital healthcare services to individuals unable to access traditional primary care due to various challenges. Serving a vulnerable population, this program caters to patients who have not been able to see their primary care physician (PCP) indefinitely as they are facing health deterioration, increased frailty, ambulation restrictions, and challenges accessing transportation, rendering them homebound. Through proactive home visits, the NPs deliver comprehensive primary care services collaboratively with their PCPs that are tailored to each patient’s unique needs. These services encompass regular health assessments, medication management, preventive screenings, and chronic disease management, ensuring holistic and personalized care from the comfort of patient’s homes. By bridging the gap between patients and their PCPs, the program significantly reduces barriers to timely healthcare access. This proactive approach not only enhances patient well-being but also mitigates the frequency of ED visits, relieving strain on the healthcare system. The NPs foster strong therapeutic relationships with patients and their families, ensuring trust and continuity of care. They collaborate closely with internal interdisciplinary teams, as well as external agencies including home and community care services, to address social determinants of health and optimize patients’ overall quality of life, promote dignity, independence, and improved health outcomes. |
| 4 | 1. Expanding access to team-based care | Dietitians’ role and scope of practice: an opportunity to optimize team-based primary care with interprofessional education | Dietitians are the health professionals with expertise in foods and nutrition. Sixteen percent of dietitians in Ontario work in interprofessional team-based primary care settings. However, their perception of the interprofessional collaboration within team-based primary care settings has not recently been assessed. This project aimed to assess dietetic interprofessional collaboration within Canadian team-based primary care, from the perspective of dietitians working in team-based primary care in Canada. Feedback was facilitated through an online survey questionnaire. Seventy-three dietitians from across Canada completed the survey between September 2023 and February 2024, with 47 from Ontario. Almost all dietitians (n=70) agreed that interprofessional collaboration improves patient-centered care in team-based primary care settings. The vast majority of dietitians (n=65) reported team meetings foster communication among team members from various disciplines. Only about half of the dietitians (n=37) felt other professionals understand their scope of practice. Less than 60% of dietitians (n=43) felt their role is well-understood in team-based primary care. The interprofessional competencies indicated as the most challenging to implement in team-based primary care settings are team disagreement processing (n=29) and role clarification and negotiation (n=33). Since interprofessional collaboration is a cornerstone of quality patient care and the dietitians’ role can improve patient care and health outcomes, these results indicate a need for team-based primary care managers and health education leaders to increase interprofessional health care providers ’education about dietitians’ scope of practice and their role within team-based primary care. |
| 5 | 1. Expanding access to team-based care | Enhancing Care for Frail Older Adults: A Pragmatic and Proactive Approach with the Frailty Program | The Frailty Program employs a proactive strategy to screen individuals aged 75 years or older for frailty. Using the AUA InterRAI questionnaire, patients are assessed electronically or via phone, with results reviewed by an appointed Eldercare Nurse. Those identified as at risk for frailty are offered a comprehensive geriatric assessment with the Eldercare Nurse, who then connects them with resources within the Family Health Team and the community to aid in managing frailty progression. Common resources offered include referrals to the FHT dietitian, mental health team, pharmacist, or community exercise and fall prevention programs. Collaboration within the interprofessional team at the Family Health Team ensures support for patients without adding to the workload of primary care physicians. This program facilitates quicker access to resources that patients may not have been aware of, enhancing their health, well-being, and overall quality of life. |
| 6 | 1. Expanding access to team-based care | All hands-on deck! Enhancing musculoskeletal (MSK) services in primary care: Education and Integration. (A Team Primary Care Canada study) | Musculoskeletal (MSK) conditions are the leading cause of disability in Canada and a significant burden to people, health systems and economies. Predictions indicate a shortfall of approximately 23,000 family physicians by 2050, an important consideration as up to 40% of family physician visits are for MSK conditions. A proposed strategy to address this is to maximize scopes/roles of non-physicians with specialized MSK training and to integrate them into funded primary care. Our study aimed to 1) provide synchronous education to participating primary care teams (Part 1) and asynchronous education to Canadian primary care providers (Part 2) to facilitate readiness for integration whilst evaluating their knowledge/attitudes around team-based care and, 2) integrate chiropractors (Part 3) onto primary care teams and evaluate team knowledge and attitudes around team-based MSK care and their experiences during the integration process. We utilized a mixed methods approach incorporating questionnaires, focus groups (FG) and key informant interviews (KIIs) to capture participant responses to the intervention (education and/or integration). The education resulted in improvements in both team and individual providers regarding knowledge about optimization of team-based care and collaborative competency as well as attitudes toward chiropractic. In all 4 integration sites, the chiropractors were successfully embedded, and the services were highly utilized and valued. The results of this study may help to inform health policy makers and funders in maximizing scopes and skills of the health workforce to optimize team-based primary care and to improve access to economic-barrier free MSK care as embedded services within funded primary care. |
| 7 | 1. Expanding access to team-based care | Physiotherapists in team-based primary care: Building capacity to help address the health system’s most pressing challenges | There is growing recognition of the need to strengthen primary care in Canada to address the challenges facing our health systems. Strengthening primary care requires increasing the spread of physiotherapy integration, as well as building environments where team-based care can leverage the scope and expertise of physiotherapists, and all team members, to improve access to primary care and reduce wait times. This session will provide attendees with an understanding of a unique set of competencies for physiotherapists in team-based primary care, their roles and scope, and an introduction to educational modules that support the integration of physiotherapists in team-based primary care. The consensus process to identify competencies, the pedagogical approach to building educational resources, and the results of pilot testing of the modules will be discussed. The resource developed is freely available, and will support not only physiotherapists, but also teams to enhance role clarity and program development in ways that address community needs. The educational module topics include how physiotherapists address the social determinants of health, are integrated in service delivery models, and support self-management as part of primary care teams. This session includes a call to action to help address the unprecedented challenges facing our health system by engaging in discussions on the value of expanding team-based primary care and taking steps to prepare for physiotherapy roles in primary care teams as they emerge. Importantly, the session will provide resources needed to act. |
| 8 | 1. Expanding access to team-based care | Charting a Course: Strategies for Nursing Recruitment and Retention in Primary Care Amidst a Human Resource Crisis | Amidst the pressing healthcare human resource crisis in primary care, nursing—a vital cog in the wheel that is an interprofessional team—faces significant challenges. Prior research by this author highlighted a trend among undergraduate nurses, who often lack interest or engagement in primary care, posing a serious concern for future workforce sustainability. This work underscored the urgent need for reforms in undergraduate nursing education, particularly in curriculum and placement offerings, to cultivate interest and readiness for primary care practice. Additionally, the establishment of transition support programs for new graduates emerged as imperative, mirroring the support provided to those entering acute care settings. Drawing on insights from a literature review, actionable strategies for facilitating the entry of new graduates into primary care are presented. Looking ahead, a visionary approach is explored, involving collaborative co-design of a standardized provincial program with primary care teams. This would offer a promising avenue for enhancing recruitment and retention efforts. While this represents just one stride toward addressing the nursing shortage in primary care, its significance cannot be overstated. |
| 9 | 1. Expanding access to team-based care | Bone Health Program: Supporting Patients at Risk of Fractures in a Multidisciplinary and Community Partner Approach | We provide support for adults and their bone health through virtual group sessions offered multiple times a year to rostered, orphaned, and out-of-area adults. Attendees gain knowledge about osteoporosis and fracture prevention. Expert clinicians, including a dietitian, pharmacist, physiotherapist/kinesiologist and clinician from Osteoporosis Canada, are available to teach and empower learners. Our partnership with Osteoporosis Canada and the VON SMART program enhances connections to local community programs and services. The program enables access to bone health education and preventive care, reducing the burden on primary care providers by empowering individuals to take proactive measures. Long-term benefits include decreased rates of osteoporotic fractures, reduced healthcare costs, increased understanding of medication and adherence to supplement and prescription recommendations, and improved overall community health outcomes. |
| 10 | 1. Expanding access to team-based care | Eating Disorder Support in Primary Care: A North York Family Health Team Pilot Program | The North York Family Health Team Eating Disorder Support Program is an interdisciplinary, multi-pronged, stepped care approach for patients in the community setting in Toronto, the GTA and beyond, funded through North York General Hospital Shopper’s Drug Mart Innovation Fund. The first phase involved the creation of assessment tools and resources available for NYFHT providers to access through their EMRs. The second phase of our program provided education for family physicians, allied health providers and family medicine clerks and residents at NYFHT, which aimed to help increase the knowledge and confidence to detect, assess, provide monitoring and care, while connecting patients to the necessary programs and resources. Finally, the third phase of our program provided individual and group support with a nurse practitioner, registered dietitian and social worker for NYFHT and non-FHT patients. This was done through combining current approaches to care such as CBT, DBT, and other therapies, with emerging approaches, such as trauma-informed care and weight inclusive health care. |
| 11 | 1. Expanding access to team-based care | A NATural Solution: Developing a Family Medicine Inpatient Newborn Assessment Team in a Community Academic Hospital | In response to increasing pressures on acute paediatric services at Trillium Health Partners, a novel family medicine-led Newborn Assessment Team (NAT) was created. The NAT assesses newborn patients at the Credit Valley Hospital site admitted to the Mother-Baby unit. This excludes only babies admitted to the NICU or under the care of Midwives. NAT physicians provide routine care to the newborns, document their assessments in the patient’s electronic health record, and discharge the patients to their primary care providers, and if required, consult Paediatrics for cases requiring more specialized intervention. Family physicians and paediatricians co-designed the NAT model, to create a sustainable and valuable model. Newborns are seen in discrete blocks of time by the NAT and are then either discharged or assigned to the paediatrics team, allowing family physicians to participate in the NAT and then return to their family practice offices within the same day. A Family Physician-Lead was appointed to support the program and ensure the program’s ongoing evolution. Pediatricians lead educational events and provide mentorship and support to the physicians on the team. During the initial two week recruitment period 55 family physicians expressed interest in the team. Due to the timely need for the NAT, it was launched in less than four weeks from initial ideation. The roster of physicians on the NAT at present is 15. Due to its success and impact, the NAT has become a permanent team within Trillium Health Partners and has been in operation for over one year, and has plans to expand to another hospital. It has also received the Quality & Innovation Award from Trillium Health Partners in 2023. |
| 12 | 2. Supporting the implementation of primary care networks | Mind the Gap: Perceived Organizational Support in Primary Care Physician Burnout | The burnout phenomenon has been studied for nearly 50 years, yet there remains further opportunity to study organizational factors, such as leadership influences, independently or in combination with individual solutions (Abraham et al., 2020; De Hert, 2020; Shanafelt et al., 2015; West et al, 2018; Williams, 2020;). The opportunity to address physician and healthcare professionals’ burnout is multifaceted. It requires a human-centred individual focus and an organizational approach working synergistically. Research has identified positive work conditions which have mediated burnout in physicians with a correlation between leadership skills of the physicians’ supervisors/administrators to burnout and turnover intention (Mete et al., 2022). There remains a gap in literature identifying how organizational barriers independently or in combination with individual solutions (Shanafelt et al., 2015; West et al, 2018), contribute to a prevention or reduction of burnout among physicians in the Canadian healthcare context. My research is focused on understanding organizational-driven solutions that increase psychological safety climate (PSC) and perceived organizational support (POS) to complement the abundance of literature and workplace wellness initiatives focusing on individual-driven solutions. The presentation will uncover ways we can bridge the gap in participatory engagement as we navigate system changes. |
| 13 | 3. Investing in the digital health of primary care | What Can AI Do for You? Improving the Primary Care Physician Experience Using an Artificial Intelligence Ambient Scribe | 2.3 million Ontarians do not currently have a family doctor and burnout has led many family doctors to leave comprehensive primary care. While several reasons for the current family medicine crisis exist, an overwhelming administrative burden is one of them with the average family doctor spending about 19 hours per week on paperwork. Ambient artificial intelligence (AI) scribe programs have emerged as a potential tool that aims to decrease time spent charting and improve provider satisfaction. Methods: A joint project between the North York Toronto Health Partners (NYTHP) OHT Primary Care Network (PCN) and the North York General Hospital Department of Family and Community Medicine was undertaken to provide office-based family physicians the opportunity to use an ambient AI Scribe tool for 6 months at no personal cost. Quality improvement data was collected at baseline and throughout a 6-month period. The outcome measures include time spent charting outside of patient encounters and provider satisfaction. Results: 57 physicians were enrolled in the project and onboarded during a webinar that overviewed the AI scribe tool and the privacy and security assessment facilitated by the organizing team. Results of the project are pending. All quality improvement data will be available at the AFHTO 2024 conference. Conclusions: AI scribes are an emerging technology with the potential to make an immediate impact on primary care. The presentation will focus on describing the project implementation and summarizing key findings of the quality improvement data collected from participating physicians. |
| 14 | 3. Investing in the digital health of primary care | Artificial Intelligence to support diagnostic accuracy in primary care EMRs for population health management | Population management and effective data sharing in primary care settings is a perpetual challenge due to the largely unstructured and inaccurate data within electronic medical records (EMRs). There is a critical need for standardization to support accurate data usage, enabling identification of patients and more proactive care. Artificial intelligence (AI) and software bots present an opportunity to address these challenges by improving the diagnostic accuracy in primary care EMRs. This presentation explores an innovative project leveraging AI and software bots to improve diagnostic accuracy and optimize automation processes for coding in primary care EMRs, facilitating population segmentation. To inform the responsible and ethical use and development of AI models, we developed an Ethical Framework to help inform future AI work in healthcare. During phase one, a time-series AI model was developed on the Diabetes Action Canada (DAC) repository to identify and predict diabetes diagnoses. This model will support improved accuracy and effective identification of people with diabetes and has a potential for scaling this technology to other chronic conditions, enabling more proactive patient management and data-driven decision-making. As the project progresses, an AI model will be developed on real-time EMR data and integrated with existing bot technology to assess the performance of AI on improving diagnostic accuracy and explore the challenges and value for clinicians and health system leaders. During this session, participants will gain insights into how AI can transform primary care, lessons learned about leveraging AI in primary care EMRs, and how AI can enhance population management. |
| 15 | 4. Mental health and addictions | Fostering Psychological Safety: Langs' Approach to Creating a Healthier Workplace | Langs, a CHC and community hub, in Cambridge and North Dumfries, Ontario, embarked on a journey to enhance workplace culture amid leadership changes, post-COVID staff turnover, and employee burnout. Our initiative prioritizes the well-being of our team, comprising 126 individuals across various healthcare roles, fostering inclusivity and collaboration inherent to Community Health Centers (CHCs). Through our Strategic Wellness Plan and Social and Wellness Committee, we address staff psychological safety and engagement, emphasizing input through suggestion boxes and surveys, along with leadership training to empower managers. Our ongoing Wellness Strategy, endorsed by senior leadership, aims to sustain a supportive work culture. Key outcome measures include the percentage of staff reporting favorably to the psychological safety section, reflecting their comfort in expressing concerns and ideas to their managers. Additionally, we track the overall engagement score along with the percentage of staff participating in Social and Wellness Events. We monitor voluntary staff turnover rates to assess the effectiveness of our initiatives in retaining talent. To evaluate patient experiences, we've incorporated a question into our client experience survey to evaluate whether interactions with our staff create a welcoming and positive environment. Our goal is not only to improve staff well-being but also to inspire similar initiatives across the healthcare system, fostering a culture of well-being and excellence in primary care delivery. We envision a future where inclusive workplace cultures like ours become the norm, enhancing both staff satisfaction and patient care quality. This initiative serves as a beacon, showcasing the transformative power of prioritizing staff well-being in healthcare settings, paving the way for a brighter future in primary care provision. |
| 16 | 4. Mental health and addictions | “Teaming Up” to Increase Access to Psychiatric Consultations: A DAFHT-SHIP Initiative in Dufferin-Caledon | Within Dufferin-Caledon, access to psychiatry has been very limited and at times unavailable, requiring physicians to refer patients to services outside of area and often compelling patients to travel to other communities to participate in a psychiatric assessment or consultation. Moreover, referrals for psychiatric consults have frequently resulted in lengthy wait times that frustrate patients struggling with mental health needs, their family members, and referring physicians. Over the years, the Dufferin Area Family Health Team has engaged in various efforts, alongside other community agencies, to address this gap in mental health care. These efforts have resulted in some past successes, including DAFHT physicians, allied health providers, and patients being supported by a part-time psychiatrist for a number of years. In February 2023, through collaboration with a community partner organization, SHIP (Services and Housing in the Province), DAFHT launched a psychiatric consultation clinic for two half-days per month, supported by a SHIP affiliated psychiatrist. This “teaming up” was the result of a shared motivation to address obstacles for patients and challenges faced by Dufferin-Caledon physicians in referring patients for clarity of diagnosis, medication concerns, or treatment recommendations. In April 2023, an additional psychiatrist (previously affiliated with DAFHT) returned to the community and also offered to support access to psychiatric consultation for referred patients and their physicians. With dedicated appointment times – monthly and weekly – provided by these two psychiatrists, access to consultation 'in-community' has been more available to patients. An intake process, facilitated by therapists of the DAFHT Mental Health Intake Team, has also supported patients and physicians with referral and follow-up. Referrals require the consent of the patient, with requests for patients under 16 or patients over 60+ with cognitive issues not accepted. Although a need for additional psychiatry services in Dufferin-Caledon remains, increased access to psychiatric consults – aided by “teaming up” with another community mental health organization – is making a difference, particularly in reducing wait times and providing patients and physicians with direct and indirect consultation in the management of complex mental health issues. |
| 17 | 4. Mental health and addictions | Health and Wellness Program(s) for the Employees – Systems Approach: The Change Needed at the Organizational Level | Stress accounts for about 80% of all illnesses and diseases for human beings and is currently the prime reason linked to mortality. It is not unknown for healthcare workers to be working under stressful environments; both physical and psychological, even before the pandemic. In healthcare professionals, burnout resulting from stress can cause not only some serious health problems in the individual but also serious issues for the organization, resulting in an overall operational failure of the workplace and leading to poor quality of patient care. For the organization, it could also mean increased health benefit costs because of higher usage of services, high turnover rate for employees, and difficulty in filling job vacancies. Even though employee wellness programs have become an important topic for all companies, most programs still focus on individuals rather than taking a systems approach to the problem. We at Prescott Family Health Team utilized a systems approach and developed a program geared towards building a functional team with increased resilience, courage, and confidence. The program is also geared towards helping them manage their time better, prioritize their responsibilities, maximize their work productivity, and enhance communications between their colleagues, patients, and supervisors. The organization plans to continue to invest in creating a strong culture of learning new information and/or skills for a good cause, i.e., to change the lives of their employees and patients in a better way and achieve great heights for the organization. |
| 18 | 5. Wild Card | The AFFIRM Clinic: A Primary Health Care Interprofessional Consultation Clinic Supporting Transgender and Gender Diverse (TGD) Patients and Enhancing Medical Learners' Educational Competencies | The St. Michael’s Hospital Academic Family Health Team (SMHAFHT) provides care to over 1700 transgender and gender diverse (TGD) patients. Affiliated with the University of Toronto, we have a commitment to providing learning opportunities to our medical and Health Professional Educator (HPE) learners. Only a few clinicians in the SMHAFHT have expertise in TGD care. There are ongoing capacity challenges to roster new TGD patients and persistent needs from the community. Historically, consults for TGD care (TW/SH) were done on an ad hoc basis, with no clerical or team-based wrap around support. Additionally, many requests from learners for supervision for gender affirming primary care were increasingly challenging to accommodate. To address the above, we undertook a pilot bi-weekly half-day teaching clinic called AFFIRM in July 2023. The AFFIRM clinic’s criteria enabled SMHAFHT providers to refer patients for TGD primary care (i.e. hormone starts, dose titrations, and transition related surgery access). The supervised medical trainee is provided formal education in gender-affirming primary care. Access to nursing and social work support is available. TGD patients can be seen for one or multiple visits, depending on need. Care plans are developed and sent to the referring provider (via EMR) after the initial visit, and upon discharge from the AFFIRM clinic. |
| 19 | 5. Wild Card | Implementing Nursing-Led Pap Clinics at the Toronto Western Family Health Team- Bathurst Site | At the start of January 2024 our primary care clinic had over 1000 patients 25-69 years old overdue for their cervical cancer screening. On January 9, 2024, we implemented the first phase of our initiative to increase the rates of cervical cancer screening at our site: twice weekly Pap clinics led by our nursing team. Inclusion criteria included: anatomically female patients ages 25-69, overdue for cervical cancer screening, and consent for email communication. 1,128 patients met the criteria and were contacted via email to schedule a Pap test online at the Nursing-Led Pap Clinic. A post-experience satisfaction survey was shared with patients following the encounter. All participating nurses were surveyed regarding their experience following the completion of this intervention. Results of the patient survey and provider survey show overwhelming support of the Pap clinic initiative. Our results also reflect that an email invitation to book into our flexible Pap clinic schedule was effective in achieving a response rate of 10.1%. |
| 20 | 5. Wild Card | Empowering Patients: Enhancing Patient-Centered Care through Lifestyle Medicine Programs | In January 2023, the Marathon Family Health Team (MFHT) launched a 6-month Lifestyle Medicine pilot program, which has since become a permanent initiative due to its remarkable success. Lifestyle Medicine is an evidence-based healthcare approach centered on behavior modification to prevent, treat, and manage chronic illnesses rooted in modifiable lifestyle habits. This holistic approach integrates six foundational pillars of health: physical activity, nutrition, sleep hygiene, stress management, avoidance of harmful substances, and fostering social connections. Central to Lifestyle Medicine is its focus on addressing the underlying causes of chronic diseases rather than merely managing symptoms. This emphasis on proactive health management aligns with the six fundamental lifestyle pillars, which serve as guiding principles for sustaining optimal health. The success of MFHT's Lifestyle Medicine program offers a replicable model for organizations aiming to implement similar initiatives in primary care settings. Particularly noteworthy is the integration of skilled healthcare coaches, whose expertise proves invaluable in environments with limited human health resources. These coaches adeptly identify when referrals are necessary, ensuring seamless access to appropriate resources while optimizing the utilization of interdisciplinary providers within the team. In addition, the impact of lifestyle modification programs extends to the sustainability of local health systems. Given the link between suboptimal health behaviors and adverse health outcomes, initiatives like MFHT's Lifestyle Medicine Program can play an important role in strengthening population health. By addressing the root causes of chronic diseases and promoting healthier lifestyles, these programs can contribute significantly to alleviating disease burdens and fostering enhanced community well-being. |
| 21 | 5. Wild Card | Breaking Barriers: Enhancing Migraine Care in Canada through Education and Interdisciplinary Collaboration | Migraine, the second leading cause of global disability, significantly impacts all aspects of life, including mental health, sleep, social interactions, and work. Despite affecting over 5 million Canadians, migraine remains vastly underdiagnosed and inadequately treated, exacerbating disability and societal burdens. Primary care providers (PCPs), typically the first point of contact for migraine patients, play a crucial role in migraine diagnosis and treatment. However, many lack adequate training in migraine care, leading to treatment delays and frequent referrals to specialists. The shortage of neurologists and headache specialists presents another barrier, resulting in long wait times and hindering the ability of those living with migraine to receive the care they need. The prevalence of migraine and limited access to specialist care necessitates its management in primary care. Therefore, it’s critical for PCPs to receive more education in migraine diagnosis and treatment. Additionally, given migraine’s broad impact, patients often seek allied health professionals such as psychologists, chiropractors, massage therapists, and physiotherapists, highlighting their importance in migraine management and the need for a multidisciplinary approach. To address the challenges surrounding migraine care and improve patient outcomes, a concerted effort is required to enhance knowledge and education across healthcare disciplines. Furthermore, a shift towards a multidisciplinary approach to migraine management is imperative, emphasizing collaboration among diverse healthcare providers. By recognizing the multifaceted nature of migraine and implementing comprehensive, interdisciplinary strategies, healthcare systems can better meet the complex needs of migraine patients and alleviate the profound burden of this debilitating condition on individuals and society. |
| 22 | 5. Wild Card | Streamlining Access to Care by Implementing a Regional Central Intake Model | The Waterloo Wellington Regional Coordination Centre (WWRCC) is hosted by Langs and is part of a systemwide coordinated access strategy to improve access to care. A provincial leader in developing central intake services, the WWRCC offers central intake pathways for diabetes, orthopedics, cataracts, and Ontario Seniors Dental Care across Waterloo Region and Wellington County. Central intakes ensure efficient referral pathways and referral completeness, support triaging and patient navigation, monitor wait times and offer other administrative supports. When there is a lack of coordinated intake, referrals are often rejected due to the selected provider’s scope of practice or long wait-times, and patients are lost in the system. These experiences lead to providers sending duplicate referrals to multiple specialists, hoping for shorter wait-times but adding to gridlock, and overall increased administrative burdens in physician offices. Central intake helps to eliminate these inefficiencies through a single pathway to care. The WWRCC central intake model aids with even referral distribution across specialists, maintaining detailed wait-time information, identifying and reducing duplicate referrals, ensuring the right specialist is selected, upholding consistent data monitoring, and ensuring continuity of care. WWRCC developed a Framework for the Development and Implementation of a Regional Central Intake which has been shared throughout the province and the country to share knowledge with other regions interested in developing a central intake for multiple conditions. This guide outlines many strategies for developing, scaling, and spreading a central intake model. Excerpts from the guide, program learnings and outcomes will be used to generate poster content. |
| 23 | 5. Wild Card | "Creating a Culture of Patient-Centered Care through Strategic Talent Acquisition and Management" | This presentation, titled "Creating a Culture of Patient-Centered Care through Strategic Talent Acquisition and Management," will highlight the critical role that strategic talent management plays in building healthcare teams that are committed to exceptional patient outcomes. Strategic Recruitment plays an important role in attracting young talent into the healthcare sector. The presentation will focus on one of the elements of recruitment, i.e. Co-op Hiring and will outline how building an early talent management strategy can not only provide students with hands-on experience but also instill core patient-centered values early in their careers. By integrating students into real-world healthcare settings, Co-op programs bridge the gap between academic learning and practical application, fostering a workforce adept at meeting patient needs. Emphasizing patient-centered care, it highlights the critical role of strategic recruitment and effective talent management in building healthcare teams committed to exceptional patient outcomes. |
| 24 | 5. Wild Card | Prescribing Happiness: A Community Health Care Initiative Focused on Wellness for the Health Care Team | |
| 25 | 5. Wild Card | Interval Training in Type 2 Diabetes | |
| 26 | 5. Wild Card | Ovarian-adnexal ultrasound: Primary care provider’s role | |
| BRIGHT | LIGHTS | SHOWCASE | |
| 27 | 1. Expanding access to team-based care | Implementing Nursing-Led Pap Clinics at the Toronto Western Family Health Team- Bathurst Site | At the start of January 2024, our primary care clinic had over 1000 patients aged 25-69 years old overdue for their cervical cancer screening. From January 9 to March 6, 2024 we implemented the first phase of our initiative to increase the rates of cervical cancer screening at our site: twice weekly Pap clinics led by our nursing team. We emailed 1,128 patients to schedule a Pap test online at the Nursing-Led Pap Clinic and carried out 112 Pap tests at these clinics. Results of the patient survey and provider survey showed overwhelming support of the Pap clinic initiative. |
| 28 | 1. Expanding access to team-based care | A multidisciplinary and community partner approach to support patients with their bone health and mitigate risks for bone fracture | We support adults with bone health through virtual group sessions offered multiple times a year for rostered, orphaned, and out-of-area patients. Attendees learn about osteoporosis and fracture prevention from expert clinicians, including a dietitian, pharmacist, physiotherapist/kinesiologist, and a clinician from Osteoporosis Canada. Our partnership with Osteoporosis Canada and the VON SMART program connects patients to local community programs and services. Patients are empowered to take proactive measures regarding their bone health, improving their quality of health and reducing the burden on primary care providers. |
| 29 | 1. Expanding access to team-based care | Trent Hills Family Health Team Rural Innovation in Primary Care Provision | While the pandemic brought many challenges to rural communities, it also opened the door for innovations in practice. The Trent Hills Family Health team was met with the unprecedented challenge of dealing the the impact of 3 family doctors retiring or other wise leaving the team within a short time frame. This would be a devastating loss in a rural community, but particularly in this one where physician recruitment has been a challenge. Additonally the community consists both of a very large aging population, but also young families moving into the area post pandemic. |
| 30 | 1. Expanding access to team-based care | Innovative Community Care Enhancements for Improved Patient Outcomes | The Community Care Team at Health for All Family Health Team has implemented impactful initiatives that significantly improve patient experience and health outcomes while reducing healthcare costs. By enhancing outreach strategies, conducting needs assessments, and introducing innovative therapies and programs, the team addresses the diverse needs of the Eastern York Region community. Their collaborative efforts in mental health, social support, dietary counseling, and primary care have led to measurable improvements in patient well-being and community health. |
| 31 | 1. Expanding access to team-based care | The creation and implementation of a Transgender & Non-Binary Healthcare and Support Services Task Force of the Muskoka and Area OHT(MAOHT). A multi sectoral community-based effort to understand the needs for a vulnerable population, and to gain knowledge of the services currently available while moving to ensure these are coordinated for the betterment of our community. | MAOHT has received presentations by the Centretown CHC’s Trans Health program in multiple forums. Based on information provided, we estimate there are approximately 193 trans/non-binary (NB) individuals residing in Muskoka and area full-time and another 244 trans/NB individuals residing seasonally in Muskoka District. In response a task force has been championed and initiated by its co-chairs, Dr. Sarah Mackinnon (Family Physician – Sundridge & District Medical Centre) and Rebecca Paul (Executive Director, Almaguin Highlands FHT). Its inclusive design has garnered strong active support in the community and provides a catalyst to work across sectors and jurisdictions to improve service access. |
| 32 | 1. Expanding access to team-based care | No Resident Left Behind. Access to Care for All PEC Residents. Our Community Clinic in essence ensures that “no residents are left behind when it comes to health care and to provide access to care for all Prince Edward County residents at the right time and in the right place”. | To launch the Community Clinic, PEFHT took an organization/team wide approach to enabling care for all residents of Prince Edward County, especially those residents without a primary care provider. What started with a narrow scope of providing “acute episodic care” to residents without a provider, turned into “providing care” to those without a provider. Staffed by a Nurse Practitioner, supported by a PEFHT physician and nursing support. PEFHT has opened all programs to attached and unattached residents, in an effort to provide equitable access to FHT team-based programs, also working in alignment with our mission to ensure that Prince Edward County residents have the best possible health throughout life. This achievement is worth noting because PEFHT looked within the walls of the organization, identified some opportunities and launched this clinic and continue to operate twice a week, with NO additional resourcing and funding from Ontario Health – an excellent example of doing more with less. |
| 33 | 1. Expanding access to team-based care | Offering Hyper-local Community Health and Information Fairs through an Ontario Health Team to provide low-barrier access to care. | Pre-existing care gaps such as cancer screening, vaccines, chronic disease management, and access to health and community support services have been exacerbated during the pandemic in neighbourhoods that have health inequalities impacted by social determinants of health. We have developed an innovative, person and community-centered approach to increase access to health and care resources in equity-deserving neighbourhoods (particularly to those without a dedicated primary care provider) in North York, Ontario through Community Health and Information Fairs (CHIFs). |
| 34 | 1. Expanding access to team-based care | Integrate Your Care Podcast (Hosted by Central Brampton Family Health Team) | "Integrate Your Care," hosted by Central Brampton Family Health Team, is a grassroots podcast dedicated to informing the public about Team-Based Care and our collaborative, integrated approach. Directed at patients as citizens, this podcast aims to educate the public through an effective and modern approach. In addition to improving healthcare comprehension, it serves as a platform for community healthcare providers to build networks, share insights, and foster connections with a broad professional audience. Educating and engaging with our communities while collaborating with community partners and other Family Health Teams are guiding principles. Its inclusive approach, engaging community healthcare professionals, amplifies its impact and outreach, positioning "Integrate Your Care" as a leader in advancing comprehensive, patient-centered care on a broader scale. Recognizing its contributions underscores its pivotal role in shaping the future of healthcare education. |
| 35 | 1. Expanding access to team-based care | Heart Harmony: Revolutionizing Heart Failure Care Through Innovative Team-Based Approach in Huron Perth & Area Ontario Health Team (HPA-OHT) | The HPA-OHT Heart Failure program exemplifies groundbreaking innovation in team-based care, addressing a critical health challenge through its pioneering Spoke-Hub-Node model. This integrated population health approach seamlessly connects primary care with specialist services, dramatically enhancing care accessibility and patient outcomes. Over four years, the program has achieved remarkable results, significantly reducing heart failure admissions and emergency visits while setting new standards for collaborative, patient-centred care. By bridging gaps between healthcare sectors and standardizing care pathways, the Heart Failure program demonstrates the transformative power of team-based care in improving community health and healthcare system efficiency. |
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| 1. Expanding access to team-based care | Mississauga Paediatric Care Clinic – Keeping Children Out of Hospitals | The Mississauga Paediatric Clinic was established in the fall of 2023 under the auspices of the Mississauga Ontario Health Team with the goal of alleviating emergency department pressures by offering paediatric care for patients aged 6 months to 17 years old who do not have a family physician, or are not able to access after-hours care from their own physician. The paediatric clinic initially focused on cough, cold and flu-like symptoms and has expanded to other ailments such as UTI’s, conjunctivitis, rashes. Community access has increased with 100% of patients being able to get same day or next day appointments. |
| 37 | 1. Expanding access to team-based care | CKOHT Unattached Primary Care Expansion – BridgeCare/Mobile Care | The Chatham-Kent Family Health Team, Chatham-Kent Community Health Center, Thamesview Family Health Team, Tilbury District Family Health Team, Canadian Mental Health Association Lambton-Kent, Medavie EMS Ontario Chatham-Kent, and Chatham-Kent Health Alliance, who are all signatory partners of the Chatham-Kent Ontario Health Team, collectively worked to submit a EOI application in June 2023 for primary care expansion. When awarded $1 million in new funding, partners opted to take a strengths-based, systems approach to increase access and attachment to primary care, rather than an individualized approach, resulting in new access to primary care through a mobile bus (MobileCare), and primary care access clinic (BridgeCare), and new resources for high needs rostering at the CKCHC. |
| 38 | 1. Expanding access to team-based care | Eating Disorder Support in Primary Care: A North York Family Health Team Pilot Program | In the pursuit of providing care for patients who struggle with eating disorders, an area of our healthcare system that is poorly funded and underserved, the North York Family Health Team (NYFHT) was able to secure funding to develop and provide an eating disorder program that integrates community resources and hospital-based programs for seamless access to team-based, eating disorder care. In addition, NYFHT also provided education for family physicians, medical residents and allied health providers, while raising awareness about the importance of early detection, intervention and access to team-based care, helping this population feel seen and cared for. |
| 39 | 1. Expanding access to team-based care | Increased accessibility to primary care for the more than 6000 International Agricultural Workers (IAW’s) in Norfolk, Haldimand, and Brant communities. | We have improved access and continuity of care in two primary languages. Clinics are open at multiple locations for >60hours/week 6months/year and >50hours/week in the slower season, with a catchment area up to 65km. Workers are empowered by direct communication at the clinic and follow up care through What’s App. Farmer burden is reduced as they don’t have to relay messages. Continuity of care post clinic, specialists, diagnostics, or ER visits. Increased primary care access reduces unnecessary ER visits. Translation is available on site in Spanish at all clinics and through Voyce for other languages. |
| 41 | 3. Investing in the digital health of primary care | Expansion and Enhancement of OTN Services | The Timmins Academic Family Health Team (TAFHT) and the Timmins and District Hospital (TADH) have expanded and transitioned the Outpatient Ontario Telemedicine Network (OTN) Program from TADH to the TAFHT. In a Memorandum of Understanding, the enhanced partnership was detailed, maximizing an opportunity to provide a strengthened community-based patient focused experience. Increased funding was provided to support a second full-time Registered Practical Nurse (RPN) working collaboratively on-site at TAFHT, the current OTN RPN, patients and community partners. The model provides timely equitable access for all community members requiring OTN services. |
| 42 | 4. Mental health and addictions | “Teaming Up”: A Collaborative Initiative to Increase Access to Psychiatric Consultation for Dufferin-Caledon Patients | What ‘is possible’ – even in a small way - when mental health care needs are recognized and addressed with a collaborative spirit, innovation, and willingness to share resources within a community? The psychiatric consultation clinic initiative for Dufferin-Caledon patients – generously supported by Services and Housing in the Province (SHIP) and facilitated by the Dufferin Area Family Health Team (DAFHT) over this past year (2023-24) – is one example of such ‘possibility’. Indeed, this initiative demonstrates in a pragmatic way the impact of ‘teaming up’ to increase access, reduce barriers, and be responsive to patients, physicians, and a community. In particular, we commend SHIP for their commitment to community well-being and collaboration, as well as their willingness to ‘think beyond’ existing agency-specific programs/services in order to partner, participate, align, and invest resources in working together with primary care (DAFHT) to address a need for increased access to psychiatric consultation services in the Dufferin-Caledon. SHIP, a community-based mental health organization in the Peel-Dufferin region, has been a significant and genuine partner through committing resources to engage a SHIP-affiliated psychiatrist to also provide consultation services for DAFHT patients and their physicians. This initiative is a real example of interprofessional, inter-agency collaboration to creatively combine resources. As a result, there has been improved access and reduced barriers to care – and evidence of ‘what is possible’ when approaching challenges from a commitment to community This has also resulted in 242 patients referred for psychiatric consultation by DAFHT affiliated physicians to this initiative – between April 2023 and March 2024. Although a need for additional psychiatry services in Dufferin-Caledon remains, increased access to psychiatric consults is helping some patients, particularly in reducing wait times and providing both direct and indirect consultation in the management of complex mental health issues. |
| 43 | 4. Mental health and addictions | Growing Kindness and Nurturing Mental Health: A Gardening Group | Our 8-week gardening group improved a sense of well-being and belonging in our patients through connectedness to community and meaningful participation in activities. Horticultural therapy has long been used to support and improve mental health and well-being utilizing a multi-sensory approach. Patients cared for seedling flowers, created flower-based crafts, and eventually shared the harvest with seniors at a nursing home. This program highlights our ongoing efforts to stay attuned to our patients’ needs, including those that extend beyond the purely medical realm. We strive to provide our patients with access to meaningful social support, occupation, and a community where they feel they belong. |
| 44 | 4. Mental health and addictions | Health and Wellness Program(s) for the Employees – Systems Approach: The Change Needed at the Organizational Level | Burnout resulting from stress can cause serious health problems for the individual and the organization. Our program offering was prompted by issues, including challenges with staff retention, negative employee attitudes, and consequently, diminished patient experience. PFHT initiated the program to support our employees’ psychological and mental well-being and improve patient care experience. In August 2022, we established a Workplace Wellness Committee comprised of employees with the support of management. The program created a positive workplace environment and better-quality patient care services. Our commitment to excellence is evident in our continuous efforts to enhance our program and ensure its success. |
| 45 | 4. Mental health and addictions | Group-based approach to provide care for people in the community affected by disordered eating. | Petawawa Centennial Family Health Team created an innovative solution to address the shortage of community supports for people living with an eating disorder in Renfrew County. This virtual platform has increased access to multidisciplinary, comprehensive, specialized care with a nurse practitioner, dietitian, and social worker in a rural area where the nearest program is 170km away. The virtual platform strives to align with the sextuple aim by providing an essential service to an under-serviced area, by reducing the cost and barrier of transportation, and in-turn improving equity and inclusion. |
| 46 | 4. Mental health and addictions | Talk-In Clinic: Providing Equitable and Timely Access to Brief Counselling Services and Case Management/Systems Navigation Supports for Unattached Patients. | Unattached individuals, couples and families were provided with mental health support and assistance with systems’ navigation in a single-session therapy appointment, when they needed it, without sitting on a waitlist. Participants requiring additional support were advised of external resources and/or referred to community services. Complex cases were allotted up to 3 sessions and all participants were provided with a written session summary for further reflection. Nearly 200 individuals from a variety of age groups, socio-economic backgrounds, genders and cultures accessed the Talk-In Clinic within the first 12 months. Participants presented with varying issues: relationship/family conflict, grief/loss, depression, anxiety, personality disorders, domestic violence, involvement in the criminal justice system, financial troubles, food insecurity, trauma, and many more, and they were provided with validation, support, and impactful and effective strategies and resources in a timely manner. |
Virtual Posters
| Poster # | Theme | Title | Summary |
| 1 | Effective and Efficient Diagnosis of Adult Patients with Cervical Lymphadenopathy: An Ontario Health (Cancer Care Ontario) Pathway Map |
Registration
AFHTO’s policy is that all who attend the AFHTO conference, including poster presenters, must register for the conference at the appropriate rate. Please click here to register if you haven’t already done so.