Takeaways: what is most important?

• Recognition of ability to influence and create change
• The power of coming together in-person to problem solve
• Learning from our peer communities and sharing successes
• Identifying shared priorities across the region 

Actions: how do we get there?

• Community-based problem solving
• Collaborating
• Changing culture: shared vision
• Building trust
• Connecting & building relationships
• Communicating

• Developed an onboarding program that helped new physicians know how to reach out, complete IT tasks & learn about what the community has to offer.
   
• Practice Ready Assessment (PRA) program introduced to help with physician shortages.
   
•  Expansion of residency program planned for the near future.
   
• Completed many exit interviews and found that factors outside of Northern Health control were most common for departure.
   
•  Learned a lot through COVID on patient transport – business model is being proposed for services and supplies.
   
• Supported a number of activities to help move the needle on cultural safety and humility, such as carving of a totem pole, monthly Elder teachings, master glossary creation and more.
   
•  New Communications Lead in Medical Affairs hired by Northern Health.

• Terrace specialist model with specialists in rotations 
   
• Intentional fast response to Health Match BC 
   
• Having a compelling vision, which is communicated well with stakeholders 
   
• Network of services – coordination of Health Service Delivery Areas (e.g., surgical days) 
   
• Interdisciplinary bundled care for patients (e.g., breast cancer) and at same cost 
   
• Encouraging autonomy, purpose and passion leading from learning and innovation 
   
• Creating a medical ecosystem 
   
• Helping new medical staff to connect with the community 
   
• Informal mentorships on site 
   
• Weekly formal team building activities 
   
• Listening and dialogue – allowing innovation and space to learn 
   
• Team-based care (e.g., Registered Nurse integration increases quality of care efficiency) 
   
• Training Nurse Practitioners as surgical assistants and pre-post operative care, to reduce surgical cancellations 
   
• Having strong local level leadership 
   
• Increasing leadership training opportunities for physicians 
   
•  Increasing awareness and opportunities for cultural safety and humility training 

• Recruitment and retention strategies 


• Expansion for support of allied health participation in FE funding guidelines 


• Physician wellness and team building 


• Communicating outcomes and learnings with broader MSA physicians and partners 


• Onboarding new physicians to Facility Engagement


• Patient transportation


• Information Management


• Building partnerships outside of Northern Health


• Supporting 2-way dialogue and a common vision between medical, operational leadership and the MSA 


• Providing a pathway to influence where items are not in direct control 


• Continuing to support relationship-building

• Increasing awareness of MSA and FE function and how they can support physicians
• Gathering information and best practices on overcapacity issues related to lack of transport. Aim to translate findings into action for: advocacy, knowledge sharing and building relationships with the Northern community 
• Partnering with Ministry of Health, HA and MSA to have a provincial voice and address collective issues
• Partnering in community
• Continuing communication and transparency
• Collaborating across the region and building strength in numbers