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Cardiac magnetic resonance (CMR) is the gold-standard diagnostic test to evaluate the heart when it begins to fail, a condition known as heart failure. However, wait times for CMR often exceed nine months, leading to delays in diagnosis and subsequent management of patients. In May 2016, we implemented an intervention at our institution where combined clinical and research CMR scans were performed on a research magnetic resonance imaging (MRI) machine, leading to an approximate 45% reduction in clinical wait times. Extension of our experience to other centres across Canada and beyond can reduce wait times and help bring them in line with local/national targets.The purpose of this article is to share how one Canadian hospital is using a blend of project management and change management strategies as well as operational readiness best practices to help maintain operations and staff morale in a large urban emergency department as it redevelops its current space (to approximately double the current size) over a four-year period. Crucial to its ongoing success is robust support of senior and program leadership, project and change management resources and clinical leads working collaboratively to address and plan for the impacts of construction.To provide effective, comprehensive care to increasingly complex patients in Canadian communities, healthcare providers are shifting from solo providers of primary care to interprofessional, team-based primary healthcare services. Team-based care is considered one of the most effective means of caring for complex patients, including frail elders and individuals with chronic illness, mental health issues and addictions. Team-based care relies on effective team processes, the social or relational processes that enhance team collaboration and decision making. This realist review will highlight the team processes associated with high-performing teams and provide team development and sustainment strategies for providers and healthcare decision makers.Strong primary care plays a foundational role in a high-functioning health system. Primary care is the main entry point to the healthcare system for patients, but in many health systems, the majority of primary care practices and physicians are functionally disconnected from, and not meaningfully integrated with, specialist care, hospital resources or team-based allied professionals. Here, we detail how a grassroots program in the Greater Toronto Area, known as SCOPE (Seamless Care Optimizing the Patient Experience), has worked to build and grow a community of practice among physicians who were previously "unaffiliated" to provide streamlined access to specialist care and virtual team-based resources. Notably, through purposeful engagement efforts, this community of practice has led to new patient-facing initiatives that respond to primary care needs. This improved integration of primary care with both hospital-based resources and specialty services, along with the initiation of new services that address population needs, demonstrates the value of this type of purposeful engagement to develop a primary care community of practice.To capture the value of the Scarborough Health Network amalgamation, a value realization framework (VRF) was developed, based on three themes and nine goals. Each goal was mapped to key strategies and indicators that signalled our delivery of value to the community. Value was achieved when indicators moved in the desired direction. The VRF acknowledged that integration is a journey and identified value in the short, medium and long term. Four quarterly VRF progress reports were completed, illustrating a positive story of the post-merger period. The VRF provided a standardized framework for tracking and monitoring strategies for a successful organizational transition.With potential to improve patient outcomes, quality of care and cost-effectiveness, clinical research activity in community hospitals has recently begun to increase. Recognizing that establishing or strengthening a clinical research program in this setting is an important, complex and challenging undertaking, this article introduces many of the resources, best practices and success stories that community hospitals can draw upon to develop and incentivize clinical researchers, operationalize the clinical research enterprise and make clinical research impactful.Although innovative organizations have the advantage of superior performance, the idea of adopting innovative practices and embracing risk taking at work can be intimidating, especially for those working in healthcare. When responsible for the health and safety of others, healthcare workers tend to gravitate away from ideas that could result in failure. The challenge of promoting innovation in a healthcare context can be addressed by creating an organizational culture of innovation - where innovative thinking is normalized, rewarded and even expected of employees. In this article, we share our journey and outline lessons learned in creating a culture of innovation at Holland Bloorview, Canada's largest pediatric rehabilitation hospital. It is our hope that those seeking to create a culture of innovation within their organization can learn from and apply these lessons in their own contexts.A new decade often begins with new life, new relationships and new purposes. Unfortunately, the start of this decade has been anything but, thanks to the rather unprecedented global crisis that has rapidly taken over our lives. COVID-19 - which seemed to be just a flu-like infection spreading modestly in mainland China - has suddenly became a pandemic that has crashed economies and broken health systems worldwide.A scientific paper published in the BMJ Open made international headlines by claiming that austerity policies led to 120,000 deaths in the UK (Watkins et al. 2017).As a chief nurse in Ontario during the severe acute respiratory syndrome (SARS) outbreak in 2003, I never thought I would experience anything even remotely similar, let alone exponentially worse, in my lifetime. Seventeen years and almost 17,000 km later, the COVID-19 crisis feels eerily similar in many ways, and completely different in others.

Primary care is the first line of defence in healthcare, particularly during the coronavirus disease 2019 (COVID-19) pandemic. In the London-Middlesex region of Ontario, a critical shortage of personal protective equipment (PPE) was identified among primary care physicians (PCPs).

With the help of the London-Middlesex Primary Care Alliance, volunteer administrators, physicians and medical students coordinated the acquisition and redistribution of community-donated PPE to PCPs across London-Middlesex. Our scope evolved to include PPE reusability and stewardship and PCP wellness.

Beginning on March 16, 2020, our initial four-week operation provided PPE to over 200 PCPs. We received 60 donations, including over 118,000 gloves, 13,700 masks, 700 wellness kits and reusable cloth masks and gowns. Each delivery included educational pamphlets, and our online PPE stewardship session was attended by over 30 physicians.

In response to the PPE shortage in COVID-19, our efforts evolved into a complex adaptive system, supported by an organizational body with a pre-existing communication infrastructure, to great success. Our scope extended beyond simple PPE provision to PCPs. Furthermore, our initiative established a framework for a centralized response to PPE shortage in Ontario Health West.

In response to the PPE shortage in COVID-19, our efforts evolved into a complex adaptive system, supported by an organizational body with a pre-existing communication infrastructure, to great success. Our scope extended beyond simple PPE provision to PCPs. Furthermore, our initiative established a framework for a centralized response to PPE shortage in Ontario Health West.Care coordination is a critical component of a strong primary care system. The Commonwealth Fund (CMWF) 2019 International Health Policy Survey of Primary Care Physicians polled physicians in 11 countries, allowing international and pan-Canadian comparisons of physicians' perspectives in this area. Canadian physicians indicated that there was room for improvement in coordinating care with those outside their practice, particularly specialists, home-based care providers and social services. Opportunities may arise in learning from higher-performing CMWF countries and in adopting new information technologies that are growing methods of facilitating communication across care settings.Earlier this year, the first wave of COVID-19 created new realities and risks, leaving an undeniable and indelible imprint on individuals, families and populations. PF3758309 Our collective response to the pandemic has shaped its evolution and changed the rules governing how we work, play and interact with one another. Will it also change healthcare? Will the change be forever and for the better?Social media platforms are low-cost tools that can be used to address issues in public health nutrition, especially in countries where health-related institutions experience economic limitations. We aimed to emphasize the benefits of using social media to promote health that have been documented to date. To show social media's positive impact on population health literacy, we briefly describe an inexpensive systematic communication strategy implemented in our research center through 2 social media platforms, the lessons learned, and the strategy's short-term results. Because social media use in public health is a new field of study, this perspective also focuses on the current limitations and gaps in evidence that need to be addressed to translate the best practices into policy recommendations. In conclusion, the perspective highlights the role that health actors and governments should take to maximize the benefits of social media use.Transportation to health care appointments is a well-known barrier for many people, especially people living in rural areas. At the Kennebec Valley Community Action Program (KVCAP), 1 of 8 regional transportation centers in Maine, a robust volunteer program consisting of 93 drivers complements a staff of 45 drivers and 23 office staff members. The volunteers drive approximately 5 to 40 hours per week and have served for an average 4.4 years (range, 1-26 y); their ages range from 23 to 88. The volunteer driver program consists of a volunteer coordinator who communicates with volunteers; staff members who schedule rides; a software application (app) that serves as an interface between the agency and the volunteers as they drive clients to and from medical and social service appointments; regular training; recognition events; and incentives. Most clients have no other transportation option and indicated in informal surveys conducted by KVCAP that they would not attend appointments if the volunteer program were not available. In rural settings, volunteer driving networks provide a viable model to help meet the transportation needs of the population. Recruitment and retention of volunteers is an ongoing effort.

Muscle-strengthening activity (MSA) has beneficial effects on hypertension, glucose homeostasis, and other health conditions; however, its association with mortality is not as well understood.

We analyzed data from the Cancer Prevention Study-II Nutrition Cohort (data collection 1982-2014), a prospective US cohort that consisted of 72,462 men and women who were free of major chronic diseases; 18,034 of the cohort died during 13 years of follow-up (2001-2014). We used Cox proportional hazards modeling, controlling for various potential confounding factors, to calculate hazard ratios (HRs) and 95% confidence intervals (CIs) for MSA (none, >0 to <1 h/wk, 1 to <2 h/wk, and ≥2 h/wk) in relation to mortality risk, independent of and in combination with aerobic physical activity.

The association between MSA and mortality appeared to be nonlinear (quadratic trend P value, <.001). After multivariable adjustment and comparison with no MSA, engaging in less than 2 hours per week of MSA was associated with lowered all-cause mortality (>0 to <1 h/wk HR = 0.