CCACs are serving more clients with more complex needs than ever before. That’s certainly true here in Central West; as the fastest-growing and fastest-aging region in Ontario, we are facing unprecedented demand for our services and are supporting tens of thousands of individuals who require significant support to remain independent.
The Central West CCAC is absolutely committed to quality care for our clients and value for our taxpayers. Far from mutually exclusive, quality and value are fundamental to our work, and we are working to ensure that our resources are focused first on those with the greatest needs while continuing to provide high-quality care to all of our clients. To that end, this past June we implemented a new model of care – the Client Care Model (CCM). More than just a new way of organizing our work, the model is carefully structured to ensure that clients receive just what they need, when and where they need it.
So what’s changed? By way of example, consider “Edna.” While she’s benefitted from CCAC services for a number of years, under the previous model her care was managed by a case manager acting in a generalist capacity and serving clients with a vast range of needs. As she ages, however, Edna’s care needs have become increasingly specific and complex. And while historically the system has served her well, more could be done to truly customize her care based on her evolving needs.
Under the new model, Edna’s case manager, Susan, serves only clients with care needs similar to Edna’s. As a result, Susan has developed specialized knowledge about Edna’s conditions and challenges, as well as about the best-practice treatments that will most effectively and efficiently support her health and longevity. Susan applies this knowledge as she monitors Edna’s multiple conditions, works directly with her family doctor, measures the success of her in-home services and connects her with a variety of community-based resources designed to meet her specific needs.
The model also dictates that because Susan serves people with complex medical needs, she serves fewer clients than her colleagues who serve those with less-complex needs. As a result, she has more time to spend with each of her clients, and can visit them at home more frequently and provide more intensive support.
Finally, as Susan and her colleagues continue to develop their knowledge about the populations they serve, they are well-positioned to identify resource gaps in the system, advocate for changes, and influence our practices at the CCAC to ensure that our services best meet our clients’ needs.
I am tremendously excited about the Client Care Model for three reasons: it leverages the considerable expertise of our case managers, it ensures optimum use of our health care resources, and, most importantly, it is relentlessly client- focused. Going forward, we will continue to seek opportunities to strengthen the model even further. I look forward to sharing the results!