Abstract
This is a pivotal moment for health systems in Canada. Faced with demographic shifts, growing patient complexity, and increasing workforce pressures, our traditional models of care are being pushed beyond their limits. Now more than ever, we need to embrace innovative approaches that are patient-centred, sustainable, and responsive to the evolving needs of our communities.
As a health leader, I have seen firsthand how well-designed, evidence-informed care models can transform both patient outcomes and staff satisfaction. This edition of Healthcare Management Forum brings together a diverse collection of thought-provoking articles that explore innovative models of care—models that challenge the status quo, integrate emerging technologies, and support health teams in new and meaningful ways.
Reimagining care delivery: From concept to impact
At the heart of this edition is the recognition that care delivery must evolve to meet today’s challenges. Edelstein et al. explore the integration of long-term care and acute systems through Humber River Health’s Remote Monitoring Model. Their work underscores how digital health solutions and nurse-led interventions can prevent avoidable hospital visits and improve quality of life for residents—demonstrating a proactive shift toward technology-driven, community-based care.
Similarly, Jones et al. present the HCA PIECES™ Care Coach Program, which supports frontline staff in providing person-centred dementia care. By empowering healthcare aides with training and mentorship, this initiative highlights the vital role of workforce development in sustainable care transformation.
Addressing access to primary care, Breton et al. analyze Québec’s Primary Care Access Points (GAP) Model, which provides a centralized approach to connecting patients with healthcare services. Their findings highlight the importance of system-wide coordination in addressing physician shortages and ensuring equitable healthcare access.
Transitioning from primary care to hospital-based models, Liu et al. introduce an innovative Patient Navigator Model of Care. Their work explores how embedding community social workers into hospital teams can bridge the gap between hospital and home, reducing readmissions and enhancing patient support post-discharge.
Expanding on the importance of care integration, Heckman et al. present the Integrated Care Team (ICT) Model, a nurse practitioner-led initiative that provides comprehensive geriatric assessment and personalized care plans for older adults with complex needs. Their evaluation highlights a 49.5% reduction in emergency department visits, improved prescribing practices, and high patient satisfaction—offering a scalable approach to enhancing primary care for ageing populations.
Scaling innovation: From pilot projects to sustainable models
Despite the success of many innovative programs, scaling them system-wide remains a challenge. Elliot et al. tackle this issue head-on, examining the barriers and facilitators in scaling geriatric care programs. Their article highlights the need for structured implementation and evaluation strategies to ensure that impactful models are not just piloted but successfully embedded into health systems.
Similarly, Gutberg et al. explore leadership strategies in value-based healthcare, using the Hospital-at-Home program at CIUSSS Centre Ouest de l’Île de Montréal as a case study. Their work illustrates how integrated care models, when supported by strong leadership and digital transformation, can shift healthcare delivery beyond the walls of traditional institutions.
Another example of large-scale change comes from Fu et al., who discuss the H.O.P.E. Model™ of Care for home-based care. This initiative demonstrates how home healthcare can be optimized through evidence-based implementation strategies, ensuring continuity of care and workforce sustainability.
Workforce sustainability: The foundation of innovative care
No model of care can succeed without a strong, engaged healthcare workforce. Cordon et al. explore how clinical extern programs are shaping the next generation of healthcare workers, while Eastmond et al. introduce the trauma-informed CARES Leadership Competency Model, offering a structured approach to preventing burnout and enhancing team resilience.
Tisdelle presents a complementary perspective with the Attendance, Wellness, and Engagement (AWE) Model. This initiative focuses on fostering a supportive workplace culture that reduces absenteeism and enhances staff retention—critical factors in the long-term sustainability of our healthcare workforce.
Building resilience in health leadership
The human side of health leadership is another critical focus of this edition. Snowdon et al. examine the resilience of family physicians during the COVID-19 pandemic, highlighting how loss of clinical autonomy, moral injury, and systemic neglect challenged their professional identity. Despite these hardships, family physicians found ways to rebuild their sense of purpose, reinforcing the importance of leadership strategies that support professional autonomy and well-being.
Leadership in times of crisis is further explored in Zidulka and Mitchell’s study on Interorganizational Collaboration for Climate-Resilient Healthcare Systems. This research provides a framework for health leaders navigating multi-sector collaborations, emphasizing trust-building, governance structures, and sustainable partnerships. As climate change continues to impact health outcomes, these insights are invaluable for fostering resilience across health systems.
Frolic et al. introduce an Ecological Model for Humanizing Healthcare Organizations, offering strategies to combat moral distress, burnout, and compassion fatigue among healthcare providers. Their work reinforces the importance of creating environments that support resilience, engagement, and well-being.
Innovating across the care continuum
Rehabilitation is another area ripe for innovation, as Alidina et al. demonstrate in their work on Runnymede Healthcare Centre’s Rehabilitation Program Redesign. Through group therapy models, SMART rehabilitation goals, and a structured change management approach, they provide a compelling case for how rehabilitation services can be reimagined to improve patient engagement and outcomes.
Meanwhile, Ocampo-Chan and Levy examine the role of rehabilitation professionals in emergency departments. Their study highlights how integrating physiotherapists and occupational therapists into emergency department teams can improve patient flow, reduce unnecessary hospital admissions, and enhance overall system efficiency.
In the realm of palliative and community care, Sattler et al. propose an innovative blueprint for integrating formal and informal care. Their work illustrates how community-based support networks can enhance quality of life, reduce healthcare costs, and foster a more holistic approach to patient-centred care.
The importance of leadership is further underscored in Meadows et al.’s scoping review on multidisciplinary team design, which provides actionable insights into optimizing healthcare workforce composition to align with patient needs.
A call to action
The articles in this edition offer a roadmap for the future of healthcare—one where patient needs, workforce sustainability, and system integration take centre stage. They remind us that innovative care models are not just theoretical constructs, but practical solutions that can transform healthcare delivery when implemented effectively.
As health leaders, we must be bold in embracing these innovations, collaborative in scaling them, and strategic in ensuring their sustainability. I hope these contributions inspire you to think differently, challenge convention, and continue striving for excellence in patient care.
Together, we have the opportunity to build health systems that are not only responsive to today’s challenges but are also prepared for the demands of the future.
Footnotes
Karimah Alidina, RN, MScN, MBA, CHE, is the Chief Nursing Executive at Runnymede Healthcare Centre and a valued member of the Editorial Board for Healthcare Management Forum. She has over 20 years of progressive leadership experience and a strong appreciation for diversity, integrity, and leading change.