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Sub-optimal management and unfamiliarity with the signs and symptoms of COPD can cause more frequent episodes of secondary bronchial infections. Repeated secondary infections can seriously harm a patient’s health and increase their number of visits to the emergency department.",{"type":15,"attrs":1106,"content":1107},{"textAlign":53},[1108],{"text":1109,"type":350},"This project helps users and caregivers better monitor the illness by providing them with support and education. This helps nurses and doctors provide speedier care when users need it. It has been proven that access to virtual care makes for speedier treatment, increased access to care, reduced isolation and fewer visits to the emergency department. 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Many lack the knowledge and resources to manage their illness effectively, resulting in frequent emergency department visits and occasional hospitalizations. Through this project, an additional four patients were introduced to virtual care each week, with the goal of having 40 percent of clinic patients registered and active on the platform.",{"type":380,"attrs":1125,"content":1126},{"level":421,"textAlign":53},[1127],{"text":473,"type":350},{"type":380,"attrs":1129,"content":1130},{"level":431,"textAlign":53},[1131],{"text":478,"type":350,"marks":1132},[1133],{"type":481},{"type":15,"attrs":1135,"content":1136},{"textAlign":53},[1137],{"text":1138,"type":350},"Resource patient partners also played an important role with platform implementation and ongoing improvement, particularly in designing questionnaires to detect exacerbating signs and symptoms of COPD. Patients and caregivers continue to be engaged for feedback to make the platform easier to use and understand. The project team also collaborated with respiratory therapists, nurses and clinicians at CISSS des Laurentides, collectively developing indicators to monitor project progress after implementation.",{"type":380,"attrs":1140,"content":1141},{"level":431,"textAlign":53},[1142],{"text":496,"type":350,"marks":1143},[1144],{"type":481},{"type":15,"attrs":1146,"content":1147},{"textAlign":53},[1148],{"text":1149,"type":350},"Since the project’s implementation, CISSS Laurentides has observed a reduction in emergency department visits and hospitalizations related to COPD exacerbations. The virtual, at-home care platform has enabled quicker personalized interventions and therefore better control over the disease.",{"type":15,"attrs":1151,"content":1152},{"textAlign":53},[1153],{"text":1154,"type":350},"Personnel who participate in the project are able to monitor a large number of patients efficiently and intervene when necessary, leading to fewer calls to outpatient respirology clinics and fewer procedures required by pulmonologists. Overall, patients feel like they are better able to manage their illness and have more continual support.",{"type":15,"attrs":1156,"content":1157},{"textAlign":53},[1158],{"text":1159,"type":350},"Following the project’s success, Hôpital de Saint-Jérôme’s neurology department took steps to roll out a similar monitoring platform for patients with Parkinson’s disease.",{"type":380,"attrs":1161,"content":1162},{"level":421,"textAlign":53},[1163],{"text":513,"type":350},{"type":380,"attrs":1165,"content":1166},{"level":431,"textAlign":53},[1167],{"text":845,"type":350,"marks":1168},[1169],{"type":481},{"type":387,"content":1171},[1172,1179,1186],{"type":390,"content":1173},[1174],{"type":15,"attrs":1175,"content":1176},{"textAlign":53},[1177],{"text":1178,"type":350},"Employees who participated in the project discovered that patients using the virtual platform have specific needs that are different than those cared for in outpatient clinics.",{"type":390,"content":1180},[1181],{"type":15,"attrs":1182,"content":1183},{"textAlign":53},[1184],{"text":1185,"type":350},"The project team’s professionals collaborated with patients on the design, development and continuous improvement of the platform.",{"type":390,"content":1187},[1188],{"type":15,"attrs":1189,"content":1190},{"textAlign":53},[1191],{"text":1192,"type":350},"This same team of professionals had access to IT resources and phone support to help users if needs cropped up later on.",{"type":380,"attrs":1194,"content":1195},{"level":431,"textAlign":53},[1196],{"text":562,"type":350,"marks":1197},[1198],{"type":481},{"type":387,"content":1200},[1201,1208,1215,1222,1229,1236],{"type":390,"content":1202},[1203],{"type":15,"attrs":1204,"content":1205},{"textAlign":53},[1206],{"text":1207,"type":350},"Creating a step-by-step user guide for the virtual platform.  ",{"type":390,"content":1209},[1210],{"type":15,"attrs":1211,"content":1212},{"textAlign":53},[1213],{"text":1214,"type":350},"Ensuring the virtual care platform was beneficial for patients was key to successful implementation. ",{"type":390,"content":1216},[1217],{"type":15,"attrs":1218,"content":1219},{"textAlign":53},[1220],{"text":1221,"type":350},"Providing accessible IT support for patients and caregivers.",{"type":390,"content":1223},[1224],{"type":15,"attrs":1225,"content":1226},{"textAlign":53},[1227],{"text":1228,"type":350}," Automatically relaunching the platform after periods of inactivity to detect usage problems that the patient might be experiencing. ",{"type":390,"content":1230},[1231],{"type":15,"attrs":1232,"content":1233},{"textAlign":53},[1234],{"text":1235,"type":350},"Providing a health library directly in the platform that could be used as a tool for personalized patient learning.",{"type":390,"content":1237},[1238],{"type":15,"attrs":1239,"content":1240},{"textAlign":53},[1241],{"text":1242,"type":350},"Leveraging reference resources from other organizations to facilitate rollout of patient support.",{"type":380,"attrs":1244,"content":1245},{"level":431,"textAlign":53},[1246],{"text":592,"type":350,"marks":1247},[1248],{"type":481},{"type":387,"content":1250},[1251,1258,1265,1272],{"type":390,"content":1252},[1253],{"type":15,"attrs":1254,"content":1255},{"textAlign":53},[1256],{"text":1257,"type":350},"Some patients found it challenging to understand and use digital information.",{"type":390,"content":1259},[1260],{"type":15,"attrs":1261,"content":1262},{"textAlign":53},[1263],{"text":1264,"type":350},"Issues with internet connectivity.",{"type":390,"content":1266},[1267],{"type":15,"attrs":1268,"content":1269},{"textAlign":53},[1270],{"text":1271,"type":350},"Patients uninterested in regular monitoring, despite efforts to engage them.",{"type":390,"content":1273},[1274],{"type":15,"attrs":1275,"content":1276},{"textAlign":53},[1277],{"text":1278,"type":350},"Some patients found completing daily questionnaires burdensome.",{"type":15,"attrs":1280,"content":1281},{"textAlign":53},[1282],{"text":1283,"type":350},"The virtual care initiative at CISSS Laurentides demonstrates a promising practice in enhancing COPD management. By leveraging technology to improve patient self-management, the project has shown significant benefits:",{"type":387,"content":1285},[1286,1293,1300,1307,1314],{"type":390,"content":1287},[1288],{"type":15,"attrs":1289,"content":1290},{"textAlign":53},[1291],{"text":1292,"type":350},"Fewer emergency department visits",{"type":390,"content":1294},[1295],{"type":15,"attrs":1296,"content":1297},{"textAlign":53},[1298],{"text":1299,"type":350},"Personalized learning tailored to clients",{"type":390,"content":1301},[1302],{"type":15,"attrs":1303,"content":1304},{"textAlign":53},[1305],{"text":1306,"type":350},"Improved support and safety for patients and caregivers",{"type":390,"content":1308},[1309],{"type":15,"attrs":1310,"content":1311},{"textAlign":53},[1312],{"text":1313,"type":350},"Better disease self-management",{"type":390,"content":1315},[1316],{"type":15,"attrs":1317,"content":1318},{"textAlign":53},[1319],{"text":1320,"type":350},"Improved quality of life for patients by 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en charge de la maladie pulmonaire obstructive chronique",{"name":1364,"created_at":1365,"published_at":1366,"updated_at":1367,"id":1368,"uuid":660,"content":1369,"slug":1707,"full_slug":1708,"sort_by_date":53,"position":1354,"tag_list":1709,"is_startpage":285,"parent_id":676,"meta_data":53,"group_id":1710,"first_published_at":1711,"release_id":53,"lang":299,"path":53,"alternates":1712,"default_full_slug":1708,"translated_slugs":1713},"Health Link 811: Supporting Rural and Remote Communities with Virtual Rehabilitation Services","2026-06-26T19:47:43.650Z","2026-07-09T14:02:34.988Z","2026-07-09T14:02:35.023Z",191748766355817,{"new":285,"seo":1370,"_uid":332,"hero":1373,"type":179,"topics":1396,"Noindex":285,"content":1397,"audience":1705,"duration":16,"regional":1706,"component":671},{"_uid":328,"title":1371,"plugin":330,"og_image":16,"og_title":16,"description":1372,"twitter_image":16,"twitter_title":16,"og_description":16,"twitter_description":16},"Promising Practices | Health Link 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Alberta, Health Link 811 implemented virtual care innovations to triage, assess and treat patients in need of occupational therapy (OT) and physical therapy (PT) support appropriate for virtual care. This promising practice aimed to adapt an existing virtual care framework from other communities to enhance access, ensure equitable care and to deliver safe and effective services through a collaborative partnership between virtual providers and local healthcare teams. By leveraging virtual solutions, the Health Link 811 Rehabilitation Advice Line team was able to serve more patients, alleviate the workload on contracted OT services and local providers, and address urgent referrals efficiently.",{"type":380,"attrs":1472,"content":1473},{"level":421,"textAlign":53},[1474],{"text":798,"type":350},{"type":15,"attrs":1476,"content":1477},{"textAlign":53},[1478],{"text":1479,"type":350},"Rural communities, including High Level, La Crete and Fort Vermillion, face a critical shortage of rehabilitation services due to prolonged vacancies of key positions. Long waitlists for OT (n=30+) and PT (n=500+) services are exacerbated by broader clinician shortages in Alberta. Health Link’s 811 virtual care solutions aimed to support community rehabilitation patients by providing OT and PT services remotely.",{"type":15,"attrs":1481,"content":1482},{"textAlign":53},[1483],{"text":1372,"type":350},{"type":380,"attrs":1485,"content":1486},{"level":421,"textAlign":53},[1487],{"text":808,"type":350},{"type":380,"attrs":1489,"content":1490},{"level":431,"textAlign":53},[1491],{"text":478,"type":350},{"type":15,"attrs":1493,"content":1494},{"textAlign":53},[1495],{"text":1496,"type":350},"Health Link’s 811 Rehabilitation and Advice Line staff engaged with patients early through shared decision-making, providing information about virtual rehabilitation services and offering options for virtual appointments. This early introduction allowed for conversations with patients to determine the feasibility and appropriateness of virtual care for each patient.",{"type":15,"attrs":1498,"content":1499},{"textAlign":53},[1500],{"text":1501,"type":350},"Additionally, engaging therapy assistants in pilot cases in rural and remote communities proved essential. These assistants offered critical support services virtually, ensuring safety of the patient, reducing the burden on teams and enhancing patient satisfaction.",{"type":380,"attrs":1503,"content":1504},{"level":431,"textAlign":53},[1505],{"text":496,"type":350},{"type":15,"attrs":1507,"content":1508},{"textAlign":53},[1509],{"text":1510,"type":350},"At the time of project implementation at the beginning of April 2023, there were over 30 people on the OT waitlist and over 500 people on the PT waitlist. As of January 2024, 308 of these patients were reached. The virtual rehabilitation services led to the elimination of the OT waitlist by October 2023, with all new referrals assessed and managed within the acceptable time frame of 1-2 weeks. The PT waitlist was reduced by over 50 percent, with 227 referrals remaining by January 15, 2024, and a goal to address the remaining waitlist in the coming year.",{"type":15,"attrs":1512,"content":1513},{"textAlign":53},[1514],{"text":1515,"type":350},"Patient feedback was gathered through 112 completed Telehealth Usability Questionnaire (TUQ) surveys which indicated the following:",{"type":387,"content":1517},[1518,1525,1532,1539,1546],{"type":390,"content":1519},[1520],{"type":15,"attrs":1521,"content":1522},{"textAlign":53},[1523],{"text":1524,"type":350},"84% felt virtual health (e.g. Zoom, telephone care) provided for their healthcare needs (n=94).",{"type":390,"content":1526},[1527],{"type":15,"attrs":1528,"content":1529},{"textAlign":53},[1530],{"text":1531,"type":350},"87% felt virtual health (e.g. Zoom, telephone care) improved access to healthcare services (n=97)",{"type":390,"content":1533},[1534],{"type":15,"attrs":1535,"content":1536},{"textAlign":53},[1537],{"text":1538,"type":350},"86% felt it was simple to use Virtual health (e.g. Zoom, telephone care) (n=96)",{"type":390,"content":1540},[1541],{"type":15,"attrs":1542,"content":1543},{"textAlign":53},[1544],{"text":1545,"type":350},"91% felt they can easily talk to the clinician using virtual health (e.g. Zoom, telephone care) (n=102)",{"type":390,"content":1547},[1548],{"type":15,"attrs":1549,"content":1550},{"textAlign":53},[1551],{"text":1552,"type":350},"92% felt they were satisfied overall with virtual health (e.g. Zoom, telephone care) (n=103)",{"type":15,"attrs":1554,"content":1555},{"textAlign":53},[1556],{"text":1557,"type":350},"While not an initial objective, an unexpected outcome was improved workplace culture. Existing relationships and positive outcomes contributed to the project’s success.",{"type":380,"attrs":1559,"content":1560},{"level":421,"textAlign":53},[1561],{"text":513,"type":350},{"type":380,"attrs":1563,"content":1564},{"level":431,"textAlign":53},[1565],{"text":845,"type":350},{"type":387,"content":1567},[1568,1575,1582,1589,1596,1603,1610],{"type":390,"content":1569},[1570],{"type":15,"attrs":1571,"content":1572},{"textAlign":53},[1573],{"text":1574,"type":350},"Initially piloted in 2021, existing relationships facilitated managers’ openness to virtual rehabilitation.",{"type":390,"content":1576},[1577],{"type":15,"attrs":1578,"content":1579},{"textAlign":53},[1580],{"text":1581,"type":350},"Patients were generally indifferent between virtual and in-person care, provided their needs were met.",{"type":390,"content":1583},[1584],{"type":15,"attrs":1585,"content":1586},{"textAlign":53},[1587],{"text":1588,"type":350},"Insights from patients highlighted that virtual care may not be suitable for everyone, such as those with specific rehabilitation needs.",{"type":390,"content":1590},[1591],{"type":15,"attrs":1592,"content":1593},{"textAlign":53},[1594],{"text":1595,"type":350},"Patients adapted quickly to new approaches, making follow-ups simpler.",{"type":390,"content":1597},[1598],{"type":15,"attrs":1599,"content":1600},{"textAlign":53},[1601],{"text":1602,"type":350},"Virtual care complements rather than replaces in-person care, serving as a method of delivering care in certain communities.",{"type":390,"content":1604},[1605],{"type":15,"attrs":1606,"content":1607},{"textAlign":53},[1608],{"text":1609,"type":350},"Virtual care’s process-heavy nature requires workflow adjustments to improve efficiency.",{"type":390,"content":1611},[1612],{"type":15,"attrs":1613,"content":1614},{"textAlign":53},[1615],{"text":1616,"type":350},"Real-time improvements enabled better wait-list management and reduced staff stress levels.",{"type":380,"attrs":1618,"content":1619},{"level":431,"textAlign":53},[1620],{"text":562,"type":350},{"type":387,"content":1622},[1623,1630,1637],{"type":390,"content":1624},[1625],{"type":15,"attrs":1626,"content":1627},{"textAlign":53},[1628],{"text":1629,"type":350},"Access to experienced rehabilitation staff and open communications between in-person teams.",{"type":390,"content":1631},[1632],{"type":15,"attrs":1633,"content":1634},{"textAlign":53},[1635],{"text":1636,"type":350},"Willingness and open-mindedness of all teams to support the project.",{"type":390,"content":1638},[1639],{"type":15,"attrs":1640,"content":1641},{"textAlign":53},[1642],{"text":1643,"type":350},"Strong administrative support in communities, aiding early workflow development.",{"type":380,"attrs":1645,"content":1646},{"level":431,"textAlign":53},[1647],{"text":592,"type":350},{"type":387,"content":1649},[1650,1657,1664],{"type":390,"content":1651},[1652],{"type":15,"attrs":1653,"content":1654},{"textAlign":53},[1655],{"text":1656,"type":350},"Significant orientation was required due to numerous electronic records systems.",{"type":390,"content":1658},[1659],{"type":15,"attrs":1660,"content":1661},{"textAlign":53},[1662],{"text":1663,"type":350},"Unexpected staff absences left gaps in managing referrals.",{"type":390,"content":1665},[1666],{"type":15,"attrs":1667,"content":1668},{"textAlign":53},[1669],{"text":1670,"type":350},"Administrative burdens included policy reviews, training for new hires and refining the triage process.",{"type":15,"attrs":1672,"content":1673},{"textAlign":53},[1674],{"text":1675,"type":350},"The implementation of virtual care innovations by Health Link 811 has reduced waitlists and enhanced access to rehabilitation services in rural and remote communities across Alberta. 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To enhance the patient and provider experience, the team has revamped existing workflows to optimize triaging and support for patients and healthcare professionals, resulting in nearly 9,000 patients receiving virtual care in a year. This initiative has involved all clinical staff, leading to a more consistent patient experience, improved provider satisfaction and standardized processes.",{"type":380,"attrs":1833,"content":1834},{"level":421,"textAlign":53},[1835],{"text":798,"type":350,"marks":1836},[1837],{"type":481},{"type":15,"attrs":1839,"content":1840},{"textAlign":53},[1841],{"text":1842,"type":350},"The primary goal of this initiative was to address inconsistent communication and triaging between patients and medical office assistants, which led to varied patient experiences and an unstandardized approach to meeting patient and provider needs. The project focused on refining the booking process to ensure patients were matched with the most appropriate physicians within the clinic or directing patients to the most appropriate external service, thereby improving the overall effectiveness of care through revised triaging workflows.",{"type":380,"attrs":1844,"content":1845},{"level":421,"textAlign":53},[1846],{"text":808,"type":350,"marks":1847},[1848],{"type":481},{"type":380,"attrs":1850,"content":1851},{"level":431,"textAlign":53},[1852],{"text":478,"type":350,"marks":1853},[1854],{"type":481},{"type":15,"attrs":1856,"content":1857},{"textAlign":53},[1858],{"text":1859,"type":350},"The project team engaged extensively with diverse clinic staff to co-design new workflows. Through meetings, presentations, reports and weekly check-ins, project deliverables were collaboratively developed and piloted. Key partners included medical leads, clinical nurses, the clinic manager, medical office assistants and a patient navigator. Patient feedback was also collected through surveys and interviews to inform workflow design.",{"type":380,"attrs":1861,"content":1862},{"level":431,"textAlign":53},[1863],{"text":496,"type":350,"marks":1864},[1865],{"type":481},{"type":15,"attrs":1867,"content":1868},{"textAlign":53},[1869],{"text":1870,"type":350},"Between 1 February 2023 and 31 January 2024, the implementation of revised workflows has directly benefited almost 9,000 patients and involved all 46 clinic staff members. Notably, 73 percent of clinic patients reported not having a family doctor or nurse practitioner, and although the clinic does not provide family medicine, it has provided increased access to care for these patients until they are under the care of a local family doctor. Creation and sharing of the patient handbook allows the patients to have an understanding of services available and clearer expectations of the clinic. The standardized clinician workflow has resulted in improved communication between staff.",{"type":380,"attrs":1872,"content":1873},{"level":421,"textAlign":53},[1874],{"text":513,"type":350,"marks":1875},[1876],{"type":481},{"type":380,"attrs":1878,"content":1879},{"level":431,"textAlign":53},[1880],{"text":845,"type":350,"marks":1881},[1882],{"type":481},{"type":387,"content":1884},[1885,1892,1899,1906],{"type":390,"content":1886},[1887],{"type":15,"attrs":1888,"content":1889},{"textAlign":53},[1890],{"text":1891,"type":350},"Assumptions that all clinics followed the same process led to varied patient experiences, underscoring the need for collective efforts with medical office assistants to regularly review and improve processes.",{"type":390,"content":1893},[1894],{"type":15,"attrs":1895,"content":1896},{"textAlign":53},[1897],{"text":1898,"type":350},"External support and services should be utilized when necessary.",{"type":390,"content":1900},[1901],{"type":15,"attrs":1902,"content":1903},{"textAlign":53},[1904],{"text":1905,"type":350},"Dedicated planning time is critical for successful improvements.",{"type":390,"content":1907},[1908],{"type":15,"attrs":1909,"content":1910},{"textAlign":53},[1911],{"text":1912,"type":350},"Open communication and a clear implementation process are essential.",{"type":380,"attrs":1914,"content":1915},{"level":431,"textAlign":53},[1916],{"text":562,"type":350,"marks":1917},[1918],{"type":481},{"type":387,"content":1920},[1921],{"type":390,"content":1922},[1923],{"type":15,"attrs":1924,"content":1925},{"textAlign":53},[1926],{"text":1927,"type":350},"The success of the project was driven by the evaluation team, the engagement of primary care physicians and medical office assistants and the support of project leads, the clinic manager, clinic coordinator and nurse.",{"type":380,"attrs":1929,"content":1930},{"level":431,"textAlign":53},[1931],{"text":592,"type":350,"marks":1932},[1933],{"type":481},{"type":387,"content":1935},[1936,1943,1950,1957],{"type":390,"content":1937},[1938],{"type":15,"attrs":1939,"content":1940},{"textAlign":53},[1941],{"text":1942,"type":350},"Staff and provider experience varied.",{"type":390,"content":1944},[1945],{"type":15,"attrs":1946,"content":1947},{"textAlign":53},[1948],{"text":1949,"type":350},"Availability of the team to meet was limited.",{"type":390,"content":1951},[1952],{"type":15,"attrs":1953,"content":1954},{"textAlign":53},[1955],{"text":1956,"type":350},"Levels of change readiness among team members differed.",{"type":390,"content":1958},[1959],{"type":15,"attrs":1960,"content":1961},{"textAlign":53},[1962],{"text":1963,"type":350},"Competing demands and priorities required significant time management.",{"type":15,"attrs":1965,"content":1966},{"textAlign":53},[1967],{"text":1802,"type":350},{"id":16,"_uid":1969,"items":1970,"component":646},"6239d184-6235-4038-a797-c6435458eea0",[1971],{"_uid":1972,"link":1973,"image":1978,"title":398,"component":635,"description":1980},"6b33a028-48b8-4a5d-8e4a-3828f290762e",[1974],{"_uid":1975,"link":1976,"label":629,"component":630},"46810a25-b99c-47bc-9118-ccee83bc9460",{"id":404,"url":16,"linktype":407,"fieldtype":627,"cached_url":411,"story":1977},{"name":398,"id":409,"uuid":404,"slug":410,"url":411,"full_slug":411,"_stopResolving":291},{"id":632,"alt":16,"name":16,"focus":16,"title":16,"source":16,"filename":633,"copyright":16,"fieldtype":283,"meta_data":1979,"is_external_url":285},{},{"type":12,"content":1981},[1982],{"type":15,"attrs":1983,"content":1984},{"textAlign":53},[1985],{"text":642,"type":350,"marks":1986},[1987],{"type":353,"attrs":1988},{"color":355},{"id":16,"cta":1990,"_uid":1995,"items":1996,"title":667,"component":668},[1991],{"_uid":1992,"link":1993,"label":656,"component":630},"39df0977-ea8f-4919-8682-78200bb7f2fb",{"id":652,"url":16,"linktype":407,"fieldtype":627,"cached_url":653,"story":1994},{"name":181,"id":655,"uuid":652,"slug":180,"url":653,"full_slug":653,"_stopResolving":291},"4b252d4b-ce89-4ec8-99b3-4a5af7724c76",[660,661,662,663,664,665,325,666],[115,143,122,129,150],[185,192],"optimizing-workflows-to-deliver-standardized-and-appropriate-virtual-care","resources/optimizing-workflows-to-deliver-standardized-and-appropriate-virtual-care",-20490,[],"b85a9dc3-da69-4529-b72d-11a8ae30f3ad","2026-06-30T17:44:32.983Z",[],[2007],{"path":2008,"name":1716,"lang":305,"published":291},"ressources/optimisation-des-processus-pour-la-prestation-de-soins-virtuels-normalises-et-appropries",68,1783628763445]