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1.
BMJ Open ; 12(5): e056868, 2022 05 09.
Article in English | MEDLINE | ID: covidwho-1832454

ABSTRACT

PURPOSE: We sought to understand patients' care-seeking behaviours early in the pandemic, their use and views of different virtual care modalities, and whether these differed by sociodemographic factors. METHODS: We conducted a multisite cross-sectional patient experience survey at 13 academic primary care teaching practices between May and June 2020. An anonymised link to an electronic survey was sent to a subset of patients with a valid email address on file; sampling was based on birth month. For each question, the proportion of respondents who selected each response was calculated, followed by a comparison by sociodemographic characteristics using χ2 tests. RESULTS: In total, 7532 participants responded to the survey. Most received care from their primary care clinic during the pandemic (67.7%, 5068/7482), the majority via phone (82.5%, 4195/5086). Among those who received care, 30.53% (1509/4943) stated that they delayed seeking care because of the pandemic. Most participants reported a high degree of comfort with phone (92.4%, 3824/4139), video (95.2%, 238/250) and email or messaging (91.3%, 794/870). However, those reporting difficulty making ends meet, poor or fair health and arriving in Canada in the last 10 years reported lower levels of comfort with virtual care and fewer wanted their practice to continue offering virtual options after the pandemic. CONCLUSIONS: Our study suggests that newcomers, people living with a lower income and those reporting poor or fair health have a stronger preference and comfort for in-person primary care. Further research should explore potential barriers to virtual care and how these could be addressed.


Subject(s)
COVID-19 , COVID-19/epidemiology , COVID-19/therapy , Cross-Sectional Studies , Humans , Ontario/epidemiology , Patient Outcome Assessment , Primary Health Care
2.
Healthc Q ; 24(3): 34-41, 2021 Oct.
Article in English | MEDLINE | ID: covidwho-1524626

ABSTRACT

Little has been published on successful leadership models within integrated care systems. Within East Toronto Health Partners, there have been considerable efforts at the executive leadership level to empower local leadership, particularly physician leaders, to develop and execute effective solutions across the community. What does distributed leadership look like, and what does it take to implement it? A number of activities demonstrating the impact of a distributed leadership model in East Toronto are outlined in this paper, offering an effective defence against the enormous challenge posed by the COVID-19 pandemic.


Subject(s)
COVID-19 , Leadership , Delivery of Health Care , Humans , Pandemics/prevention & control , SARS-CoV-2 , Schools
3.
Healthc Q ; 23(3): 15-23, 2020 Oct.
Article in English | MEDLINE | ID: covidwho-948241

ABSTRACT

The East Toronto Health Partners (ETHP) include more than 50 organizations working collaboratively to create an integrated system of care in the east end of Toronto. This existing partnership proved invaluable as a platform for a rapid, coordinated local response to the COVID-19 pandemic. Months after the first wave of the pandemic began, with the daily numbers of COVID-19 cases finally starting to decline, leaders from ETHP provided preliminary reflections on two critical questions: (1) How were existing integration efforts leveraged to mobilize a response during the COVID-19 crisis? and (2) How can the response to the initial wave of COVID-19 be leveraged to further accelerate integration and better address subsequent waves and system improvements once the pandemic abates?


Subject(s)
COVID-19/therapy , Community Participation , Delivery of Health Care, Integrated/organization & administration , Delivery of Health Care/organization & administration , Health Policy , COVID-19/epidemiology , COVID-19/mortality , Community Participation/methods , Decision Making, Organizational , Delivery of Health Care/methods , Delivery of Health Care, Integrated/methods , Global Health , Humans , Ontario , Organizational Innovation , Primary Health Care/organization & administration , Public Health Administration/methods , Resource Allocation/methods , Resource Allocation/organization & administration
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