Lockdowns and physical distancing necessitated a reduction in in-person programs and services. Primary healthcare organizations adapted so people could access them remotely. By the end of May, all Alliance members were providing at least some primary care remotely, up from just half when the pandemic began, and nearly 80% were offering group programs virtually. 

To understand the effectiveness, processes, barriers, and enablers of effective virtual care delivery, the Alliance research team has undertaken a series of studies in partnership with other organizations. Some of our members have also undertaken their own research to understand what worked in their communities and where they had room to improve. We’ve covered some of these studies in previous issues of EPIC News. Here is a shortened list:


  • COVID-19: The Role of Leaders in Shifting to and Sustaining Virtual Delivery of Social Programs.
 

  • Primary Care Responses to the COVID-19 Pandemic in Ontario. 

Members shared learnings with each other as they adapted to the changes. Last fall, Grand Bend Area CHC shared what they'd learned in a report as a virtual research poster. Over the summer, we held knowledge exchange webinars where members shared how they were using the new tools and discussed their experiences in providing virtual physiotherapy and creating safe and accessible virtual spaces for older adults. 

This shift to virtual delivery of care has motivated and enabled new responses to old needs. For example, Planned Parenthood Toronto has developed a process for remote medical abortions. Women’s Health in Women’s Hands had already participated in trials of self-administered HIV tests with virtual peer support; this year, they will help build capacity for this in other organizations.  

The shift has also heightened our awareness of digital equity as a determinant of health. Early in the pandemic, Alliance members like Kitchener Downtown CHC, South Riverdale CHC, Unison Health and Community Services and others, working in part in partnership with TELUS's All Connected for Good program, provided devices with data and phone plans to people for whom a reliance on digital and remote services meant additional barriers, including those experiencing homelessness. With this work, the beginnings of the sector’s work on Digital Equity began to take shape. It has grown to include the entire membership in the development a Digital Equity Playbook and Guidebook.

The Alliance's Digital Equity Strategy Call to Action identifies two keys to success:

  1. Inclusive access to digital devices, bandwidth and any other necessary resources, such as electricity and freely available Wi-Fi, for people to access the Internet.
  2. Meaningful adoption to ensure the people who are most vulnerable have the means and knowledge to use technology through easily accessible education and support as well as user-friendly and useful applications that are developed to meet needs

Last week, executive leaders from across our sector came together to set the direction for the Playbook and Guidebook. We will share more as this initiative grows and takes flight in the coming months.