Downtown East Toronto Ontario Health Team

Precarious Housing

New Primary Care Program to Serve Underserved Populations of Downtown East Toronto

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Overview

DET OHT is committed to connecting its diverse communities to the primary care services. To advance this priority, the DET OHT is launching one of its most significant primary care initiatives to date in Fall 2024. This program will address the service gaps for individuals facing substantial social and economic challenges in accessing team-based, interprofessional primary care. These groups include:

  • Indigenous communities
  • Black communities
  • People experiencing housing insecurity
  • 2SLBTQIA+
  • Refugees
  • People with disabilities
  • People who use drugs
  • Others facing barriers to comprehensive team-based care

About the Program

The program will encompass a two-pronged approach to improve client navigation:

  1. Increasing access to team-based primary care services
  2. Increasing attachment to these services.

It will follow the principles of health equity and population health to reduce disparities in health outcomes across diverse DET community.

The DET OHT is undertaking this program in collaboration with four of its Team Members, representing a diverse mix of partnering primary care organizations (PCOs) including Community Health Centres, Academic Family Health Teams (AFHT), and Family Health Teams (FHT):

  1. Sherbourne Health FHT
  2. Regent Park CHC
  3. St. Michael’s AFHT
  4. Inner City FHT

The care model will embed Nurse Practitioners (NPs) in the four PCOs mentioned above to strengthen clients’ access and attachment to primary care. The NPs will offer low-barrier primary care services outside of the traditional primary care office, including pop-up clinics, weekly drop-in clinics, and walk-in services, to enhance access to and reach of primary care services.

Caseworkers will work alongside the NPs to provide navigation and service coordination support. Moreover, over time, other care providers will join the circle of care; these will include, but are not limited to, community ambassadors, system navigator(s), a chiropodist, a social worker, a mental health practitioner, and a physiotherapist.

The partnering PCOs will collaborate closely with referring community partners, specifically Black- and Indigenous-focused organizations, to proactively identify clients.

Integrated Pathway Design

Following the learnings and insights from the planning and pathway design held earlier this year, the DET OHT hosted the second design session in August 2024. The four partnering PCOs, clients, community members, and referring partners were among the attendants.

The multidisciplinary approach brought diverse perspectives to the table when addressing potential barriers in the client navigation pathway. The session was centered on developing strategies tailored to the unique needs of the target population.
The interactive four-hour session provided additional key insights for structuring and planning the integrated primary care pathway.

The pathway design process is iterative and ongoing. There are plans for continued engagement sessions and rapid testing involving clients from referring partners, both before and after the program’s launch.

Fostering Trust and Empowerment: A Community Ambassador’s Journey with Wellness Hub

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Community ambassadors played a crucial role in supporting care providers and sharing knowledge with community members during the pandemic. We spoke with Murshida Samsun, one of the community ambassadors for the COVID-19 vaccine clinic and later the Wellness Hub. She shared her experiences serving the Regent Park neighborhood during the pandemic and how it impacted her personal and professional life.

What motivated you to become a community ambassador for the COVID-19 vaccine clinic?

Growing up, I wanted to work in healthcare. But over time, I got deeply involved in exploring my community to understand the resources available. My main focus was to find different resources for my children.

As I sought out activities for my children to participate in within our community, I began volunteering for social development planning and assumed the role of co-chair for the community buildings. When the position of community ambassador at the COVID-19 vaccine clinic became available, I saw it as an extension of my ongoing involvement in community development. This prompted me to apply, considering the additional benefit of financial compensation.

Another motivation for becoming a community ambassador was to educate myself about the COVID-19 vaccine. I wanted to learn the science behind vaccine development and how it could help our immune system fight the virus. If I could educate myself, only then I could effectively communicate the benefits of the vaccine to others.

What were some of the challenges you observed community members experiencing during the COVID-19 pandemic?

As a community ambassador, I started in the Regent Park neighborhood and later worked in other areas like St. Jamestown, Moss Park, and Church Corridor. Regent Park had many vulnerable people, and the COVID-19 pandemic made it even harder for them to access care and services. The groups most affected included seniors, newcomers, refugees, and individuals not attached to primary care providers.

When everything moved online during the lockdown, many of these individuals lacked internet access. Additionally, food insecurity surged due to difficulties accessing food banks and shortages of supplies.

Several community housing buildings instituted a ‘buddy system’ to assist senior residents during this challenging time. I also dedicated my time to help my neighbours with food, groceries, and internet access to the best of my ability. However, I encountered certain tasks that were beyond my capacity to address.

What did your typical day at the Wellness Hub look like?

The most important aspect of my role was earning the community members’ trust – not just for COVID-19 vaccination, but also for ongoing care of chronic diseases. I knew that they would not go to the COVID-19 vaccine clinic if they did not trust the knowledge and information I am sharing with them. So, earning their trust was a lengthy and challenging process.

Sometimes they needed emergency care immediately but were too nervous about COVID-19 to seek help. I repeatedly went into the community to talk to them about different healthcare needs beyond COVID-19 and explain why timely care is important.

At the clinic, I would assist staff in client education. When nurse practitioners would take consent and other necessary information from clients, I would comfort clients and make them understand why it is important to record that information. I was also responsible for clinic schedules and developing timely reports for the City of Toronto.

Often times, I would look for outreach opportunities and platforms to promote the Wellness Hub. I would keep an eye on social media and community-based newsletters. If there were community events happening in the neighbourhood, I would secure a spot to talk about the clinic and its services.

We know that Downtown East Toronto has a diverse population, with individuals from various cultural backgrounds. How would you transfer the knowledge to those whose first language is not English?

First, I would listen attentively to understand their situation and needs. I avoided interrupting their thoughts. Second, for community members who did not speak English, I would use translation tools like Google Translate. I would also take support from multilingual community ambassadors to assist with translation.

How has your experience at the Wellness Hub contributed to your personal and professional life?

Initially, I started community volunteering to involve my kids in the community. However, I realized I needed to empower myself first before I could empower them. That is why I focused heavily on learning during my time at the COVID-19 vaccine clinic and Wellness Hub.

When I became a community ambassador, I lacked certain skills required for the role. For instance, I did not know how to record and report data to the City of Toronto. But I dedicated time to learning new skills and gaining knowledge every day within the community setting.

Working as a community ambassador motivated me to enroll in a medical office administration course. This academic experience helped me grow in this field. After serving as a community ambassador, I was selected for the role of Community Outreach Worker at the Health Access Expansion Project at 200 Wellesley St. (The Corner). Recently, I joined Unity Health Toronto as a link worker for social prescribing.

I do not want to stop. I want to keep moving forward and set an example for my kids.

Could you share a particular memory from the entire journey of Wellness Hub that holds a special significance for you?

I remember the small moments that made a significant impact on our clients’ lives. For instance, during the pandemic lockdown, people experiencing precarious housing and homelessness often did not know where to find meals. They would come to the clinic for a juice box and snacks, which was often their meal for the day. Looking at their grateful faces, I could tell that we helped them get through the day. This is why such memories are precious to me.

Any concluding thoughts?

I want to acknowledge the hard work of all the community ambassadors. They played a significant role in the success of both the COVID-19 vaccine clinic and the Wellness Hub. Despite the fear and anxiety around the pandemic, they went into the community to support various care needs. Their efforts were a huge support for many people who truly needed it.

Downtown East Toronto family doctors find this new mental health care model helpful during lengthy wait times

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This news story concludes a two-part series on the Stepped Care Pilot (read part one). We had a conversation with two family physicians, Dr. John Goodhew and Dr. Curtis Handford. We wanted to learn about their perspectives on how the Stepped Care model makes it easier for patients to access mental health support and services. Handford is the Medical Director of the Primary and Community Care Program at Unity Health’s St. Michael’s Hospital site. He also leads the Downtown East Toronto Family Physician Network. Goodhew is a primary care physician specializing in care and treatment of people living with and at risk of HIV and the larger LGBTQ+ community. Both Handford and Goodhew were involved in the design and implementation of the Stepped Care Program.

Dr. John Goodhew can now spend more time assessing his clients seeking mental health support. Instead of grappling with the administrative hurdles of finding the right service, he now contacts a mental health navigator. This navigator, part of both the Stepped Care Program and St. Michael’s Hospital Seamless Care Optimizing the Patient Experience (SCOPE) Program, assists in guiding his clients to the appropriate support they need.

Goodhew’s clients have also found it helpful to have a navigator manage their case while waiting for formal counselling. Wait times are unavoidable. However, when a mental health professional reaches out to support clients and reassure them that things are moving forward, it makes waiting easier.

“It’s like waiting for an MRI or anything else. You know it’s going to be a long wait,” says Goodhew. “The mental health navigator checks in with people and lets them know they haven’t been forgotten, and that it is going to happen.”

With a trained navigator providing brief therapy during the waiting period, Goodhew notes his clients are more confident. They believe the service they receive eventually will be the best match for their condition.

After years of practice, he recognizes that no single physician can be familiar with all available services. In a system functioning in silos, accessing services becomes increasingly difficult. Each organization often has its own specific eligibility criteria.

“When you have a patient sitting next to you and they are looking for counselling services, you have a couple of programs that you would frequently refer,” he says. “But you are not always confident it is a good fit.”

Dr. Curtis Handford echoes this sentiment when discussing the available support and services.

“There is a shortage of mental health resources that are publicly available or at least of reasonable cost. In addition, there is a very difficult course to navigate in order to access what is available,” says Handford.

There are even greater struggles in matching tailored mental health supports for equity-deserving clients. When physicians have to juggle clients, paperwork, and specialist referrals, they often have little time left. This leaves them unable to adequately address the unique needs of Black, Indigenous and racialized people, those with disabilities, and LGBTQ+ communities.

Unlike other care models, Handford says the Stepped Care Model offers personalized navigation to each client. He points out that while some clients are adept at self-advocacy and navigating, many others face challenges and fall through the cracks. Therefore, in managing the details of each case, the navigator invests time in understanding the care goals of every client.

Given the long wait times and increasing shortage of health human resources, it has become crucial to use the existing resources effectively and triage clients based on the level of urgency. Waiting without any kind of intervention makes urgent clients even more vulnerable.

In Goodhew’s experience with the program, one of his highly urgent clients was able to receive brief intervention during the waiting period. He says the results were tremendous. Only six counselling sessions made a significant difference to his client’s mental health. Although the client still awaits a longer set of therapy, he has now found himself in a better place.

Goodhew believes this could not have been possible without navigation accuracy, and it goes both ways. Clients should be going to an organization that can meet their needs and organizations should be receiving clients that are appropriate to them.

“When you have that accuracy and connection between the right patient – who is triaged – and the right organization, it is a win all around the table.”

Efficient capacity utilization can make such triage possible, especially for the most vulnerable individuals.

When the navigator undertakes the task of determining urgency levels and finding referrals, it encourages more providers to collaborate, thereby making room for new clients. Given the limited new resources and capacity in the healthcare system, the navigator is a catalyst in strengthening existing working relationships and system connections within the DET OHT.

Handford and Goodhew say the value of the Stepped Care Model is to bring clients to the right place at the right time ‘the first time’. Although breaking down silos and building effective care pathways remain a long journey, more family physicians and mental health organizations can make lasting progress by actively participating in the program.

If you would like to learn more about how your organization can participate in the SCOPE and DET OHT Stepped Care program, please contact [email protected].

“This is the first time I have had privacy, housing – my own space”: ED Outreach Worker Program Ensures Sustainable Care for People Experiencing Homelessness

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Precarious housing is a mounting crisis in the city, and recently declared an emergency by the Toronto City Council. People experiencing under housing and deep poverty also have difficulties in navigating and accessing social services, such as housing and income support, which directly affect their health.

One in five patients who visits the Emergency Department (ED) at St. Michael’s Hospital is precariously housed. In an effort to support patients with challenges beyond health, the community partners and members of the Community Advisory Council of the Downtown East Toronto Ontario Health Team (DET OHT) have developed the Emergency Department Outreach Worker Program.

With the aim of helping patients facing unstable housing situations achieve stability and long-term support, this program assigns a dedicated outreach worker to each individual in need. The outreach worker’s role includes securing housing, ensuring access to meals, finding sustainable sources of income, and, if required, providing legal assistance. Presently, the program has one outreach worker on staff.

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