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Exploring Long-Term Care Facilities

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Exploring Long-Term Care Facilities Exploring Long-Term Care Facilities Natalie Paavola, Dir. of Health Kevin Cowan, CEO Dilico Anishinabek Family Care Blood Tribe Department of Health FNHMA Conference 2018 Welcome Our Topic & Purpose Our Speakers Agenda 2 HEALTH SERVICES Dilico Anishinabek Family Services Our Mission Dilico promotes healing and the well-being of the Anishinabek people using an integrated holistic approach in a way that honours values, culture, and traditions. Dilico is closely aligned with the Anishinabek system of beliefs, spiritual beliefs, kinship ties, economic ties, community and social relations. Thus ‘Family’ is the best way to describe how Dilico works – a family that cares about each other, a family that supports each other and welcomes individuals – clients, staff, or others – to be part of the Dilico family. Kitchi-Gaa-Ming Anishinabek Ogemaag On September 21, 1994 the Kitchi-Gaa-Ming Anishinabek Ogemaag was signed by the Chiefs. It is one of the foundational documents of Dilico Anishinabek Family Care and it is through this historical document that Dilico received its First Nations Mandate. The Chiefs recognized the importance of providing services that are culturally appropriate and in recognition of their inherent authority to care for their children and families that respects their cultural values and traditions. Health Services Health Services collaborative approach to care provides individuals, families and communities opportunities to reinforce and learn positive health attitudes and behaviours. Our service providers help meet the unique health needs of each client throughout their lifespan. Dilico services Indigenous and Non-Indigenous populations within the city of Thunder Bay as well as the District of Thunder Bay and portions of the District of Algoma. Dilico Health Services is in 9 FN’s Health Canada FNIHB Transfer Agreements of 1996 Main Office: Fort William First Nation • Two in-city (Thunder Bay) offices including Heath Park and Archibald • Four district offices: • Anemki – Areas 1 & 2: Fort William First Nation and Whitesand First Nation • Nipigon – Area 4: Red Rock Indian Band, Pays Plat (Pawgwasheeng) First Nation and Biinjitiwaabik Zaaging Anishinaabek • Longlac – Area 3: Long Lake #58 First Nation and Ginoogaming First Nation • Mobert – Area 5: Pic Mobert First Nation and Michipicoten First Nation Professionals Required in Health • Health Managers • Psychologist • Physicians • Registered Dietitian • Nurse Practitioners • Speech and Language Pathologist • Registered Nurses • Pharmacist • Registered Practical Nurses • Chiropodist • Care Managers • Mental Health Community Health Nurses • Clinical Social Worker • Traditional Healers • Personal Support Workers • Clinical Administrative Assistants Health Services within FN Communities Dilico Health Services include: • Community Health Services • Community and Personal Support • Diabetes and Chronic Disease • Home and Community Care Management • Primary Care Travelling Team • Quality Assurance • Family Health Team (FWFN and Archibald Sites) Our Journey with Long Term Care Dilico Anishinabek Family Care Health Services Long-Term Care – Research • Planning and research began in 2013 • Gathered preliminary data • Conducted a survey with Elders • Research and meetings of various LTC facilities • RFP for the LTC Business Plan and Feasibility Study; both completed in 2016 • Gained political support – Chiefs Resolution (COO) in 2016 Long-Term Care – Dialogue • Continued ongoing dialogue/meetings with MOHLTC contacts, other LTC facilities in our region • Identified political champion(s) from Dilico’s communities • Tripartite Working Group with MOHLTC • Application made to MOHLTC under the Aging With Confidence – Ontario’s Action Plan for Seniors • Approved for Phase Two with 96 beds Risks • Change in Provincial Government • First Nation’s pulling their support • Balancing First Nations’ expectations for higher profit • Expansion to support more Elders Indigenous LTC Facility Plan • Actual: 96 beds • Planned: With potential of 128 beds in future Further Challenges: • Only four other Indigenous LTC facilities located in Southern Ontario • Waitlists for beds are not declining due to the aging population (See charts next slide) Current Wait List Source: NW LHIN Website District of District Rainy Thunder Bay TOTAL Thunder Bay River/Kenora No. LTC Home Beds 1116 65 564 1745 No. LTC Homes 6 4 9 19 Avg. # who move into LTC 35 3 21 59 # Waitlist for placement in LTC 812 53 201 1066 Populations Total Estimated Population of Elders Aged 55+ (MNP Report) Elders Aged 55+ in Robinson Superior Communities 2432 Elders Aged 55+ in Secondary Market (City of Thunder Bay) 1290 Total Estimate Elders Aged 55+ in Target Markets 3722 Projected Population of Elders Aged 55+ in 2036 (MNP Report) Elders Aged 55+ in Robinson Superior Communities 4638 Elders Aged 55+ in Secondary Market (City of Thunder Bay) 2460 Total Estimate Elders Aged 55+ in Target Markets 7098 Question Period Presented by: Natalie Paavola Director of Health Dilico Anishinabek Family Care My Story • Entered the health field in the 1970’s • Nursing Background • Management Training • Worked in Community Health, Acute Care, Continuing Care • Involved in the design and construction of several continuing care facilities • Hired by BTDH in 2017 “Good leaders must first become good servants.” ― Robert K. Greenleaf • Blood Reserve is over 1,400 square kilometers located in Southern Alberta • Economic activities include agriculture, gemstone mining, house construction, oil and gas development and small business. • The Blood Tribe has a population of approximately 12,800 (as of 2015) members both on reserve and off reserve. • Poverty and the opioid crisis are significant • Since 1984, BTDH has been in operations as an entity pursuant to the provisions of the formally Canada Corporations Act now Canada Not-for-Profit Corporations Act • Governed by a Board of Directors consisting of elected or appointed Directors. • BTDH employs approximately 250 employee both full time and part time. • Community Health Services • Kainai Home Care • Kainai Wellness Centre • Non-Insured Health Benefits (Medical Transportation) • Emergency Medical Services • Kainai Continuing Care Centre To Improve, Promote and Deliver Accredited Health Services on The Blood Reserve and Support Chief and Council in Ensuring the Protection of Treaty Health Rights Blood Tribe Members To Be Living In a Holistic Lifestyle In Healthy Communities. Aa-ko-mimh-taan Aa-tsim-mapi Aa-tsi-moi-hkaani (love and respect) (sacredness) (prayer) Ain-no-ko-wa in- Ai-stam-mat-stohk-sin Kim-ma-pii-pit-sinni nahk-ko-tsii-sin (teaching) (kindness) (to have respect) Ah-saps-sinni Is-pom-m-tsi-sinni Kii-tomh-pii-po-to-koi (generosity) (giving and sharing) (responsibility) Is-tsi-sinni Mo-ka-kioh-sinni Ii-ka-ki-maani (listening) (wisdom) (perseverance) Mo-ka-mo-tap-sinni Ik-ki-na-pi-tapi-sinni (truth) (gentleness) Built 1984 • The Centre has 25 continuing care beds with additional therapeutic and non-therapeutic support spaces. • Capacity for an additional 25 beds. • The Centre received care funding in the Spring of 2018 from AHS South Zone • It became licensed in the summer of 2018 following accommodation reviews by the province • In addition to meeting the accommodation standards it must meet the care standards as set out by the Province • http://www.health.alberta.ca/services/continuin g-care-standards.html • The Centre strives to maintain a “homelike environment” that is culturally sensitive for its residents. • Incorporates western and traditional practices to address the residents’ needs and to enrich the health of the residents. • A team of health professionals including registered nurses, health care aides, medical director, recreation therapy, nutrition services, dietician, physio therapy, occupational therapy. • Ensure that your foundations are strong • Evaluate your personal leadership traits and • Evaluate your organizations leadership capacity. • Supporting your leadership team will be a key factor in your success. • Examine your organizational structure. • Make bold changes to your organization if required. • Work with your team to create the vision. • Understand your environment (SWOT). • Continually refocus the vision and begin to share . • Develop strategic partnerships • Know your community and look for connections to support your initiative. • Develop your service model first – then plan your building. – how many beds can your community support? • You are building a “community” within the walls of the facility where the residents can thrive. • The capital costs are not your biggest challenge. It is the operating costs. • Your continuing care center’s programs and design should reflect the values of your residents. • Choose your design team carefully. • Your facility should be inviting for the community (barrier free outdoor space, suitable indoor spaces). • Don’t hold back on the things in your design that will lead to future cost savings – consider energy saving (lighting, insulation, windows resilient floor coverings). • Low maintenance designs are always best in the long term. Kevin Cowan, CEO Blood Tribe Department of Health Inc. [email protected] 403-737-3888 Questions & Sharing .
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