Samuelson suggests LHINs pilot
Administrator says more time for human contact should be ultimate goal
Thursday, October 28, 2004 - Roderick Benns
The administrator of OMNI’s largest home, Karl Samuelson, says a client-focused system in the health services field would be a wonderful outcome, especially if such a shift means more human contact and less bureaucracy.

Karl, from Garden Terrace in Kanata, says he has read the government's plans for Local Health Integration Networks (LHINs) and notes there are many sentiments being expressed now that have been trumpeted in the past.

He says the proper integration of health care services to ease the movement of people across the continuum of care is desirable, so that the best care in the most appropriate setting and with the best timing is achieved.

"Who can argue with that? Certainly not me. I've been advocating for a client-focused system for close to 20 years," says Karl.

But he says he seems to remember those same sentiments being expressed when the Community Care Access Centres were created and several other agencies before it.

"So, it is not surprising that some people are skeptical about this current incarnation. But I…will give the benefit of the doubt to the policy makers and assume that they are sincere in their mission. Having said that, I feel this is an ambitious agenda and one that requires input from all key stakeholders," says Karl.

The administrator says there are a number of questions that have to yet be answered with regard to LHINs. Such questions, he says, centre on funding, timing, risk management mechanisms, confidentiality, effectiveness and increased access.

And, "how will we know what worked and what didn't from the standpoint of clients, providers and funders?" he asks.

Karl says his suggestion to the Province would be to initiate the program as a pilot project in a single network only, rather than rolling it out across the province at one time.

"This way, the initial network…will understand they are not only learning how to best improve service delivery systems and outcomes for clients at the local level, but are also developing a body of knowledge and experience that can be applied province-wide," explains Karl.

Karl says long-term care, as a "major pillar" of the health care system, needs to be well-funded if it is to be the key player it should be in the unfolding LHINs model. As well, long-term care must also concentrate on human resources, he says.

The administrator says too few people are entering or remaining in the health care professions. He notes government can help reverse this trend by educating students and other stakeholders about the need for health care workers and managers, which would include the value of their work.

"They can work hand-in-hand with employers to improve the workplace by encouraging the creation of a culture in which all staff are valued, have a sustained voice in the workplace partnership and receive appropriate recognition for their efforts," says Karl.

All of this relates to LHINs because if streamlining bureaucracy is the goal, says Karl, then long-term care can become a winner. "When paperwork is excessive, human contact suffers. The bottom line is demand for health care in general and long-term care specifically is increasing. We have to make sure that we are doing more of what is necessary and less of what is unnecessary."

He says having an accurate account of an individual's health and social history prior to admission is necessary. But "having a precise record of how many peas an individual ate at supper should be a little lower on the priority list."