Patient Education (Headwaters Healthcare Centre)

Purpose: to empower patients by optimizing and creating patient education that aligns with best practices and current practices at HHCC Expected impact: At HHCC there are opportunities to update current patient education while in some areas there is a need for new patient education since HHCC recently has implemented new quality initiatives through new innovation equipment and procedure, and processes. The specific focus of this project will be in 3 clinical areas: a. Ambulatory Care Clinics- develop discharge patient education materials specific to each clinics b. Operating room and Surgical Units - develop discharge instructions for specific procedures c. Inpatient /outpatient units – update current admission handbook

Evaluation of Safety Huddles (Waypoint Centre for Mental Health Care)

This project will evaluate the implementation of standardized daily safety huddles across inpatient programs at Waypoint Centre for Mental Health Care. Safety huddles are brief, structured team meetings held at the start of each shift to proactively identify and address safety concerns impacting patients, staff, and the healthcare environment. The aim of this capstone is to assess the consistency, effectiveness, and staff perceptions of the safety huddles and provide recommendations for improvement and ongoing sustainability. The evaluation will utilize tools from the Safety Huddles Implementation Guide, including staff and observer surveys, action logs, and visual management board usage, to identify facilitators and barriers to successful implementation.

Improving Patients’ Feelings of Safety – a QI Initiative (Waypoint Centre for Mental Health Care)

This capstone project supports a key initiative in Waypoint’s Quality Improvement Plan aimed at enhancing the overall patient experience by improving patients’ feelings of safety. Feedback from patient experience surveys has highlighted opportunities to better support patients in feeling safe while on program, during interactions with staff and peers, and throughout the hospital environment. The project will focus on improving the processes used to monitor and respond to patient-identified safety risks. Additionally, it will examine how the patient voice is incorporated into daily safety huddles and how anonymous reporting tools can be optimized to capture concerns and drive meaningful action.

Model of Care with 6 Core Strategies (MoC6) (Waypoint Centre for Mental Health Care)

The Model of Care with 6 Core Strategies (MoC6) project is a large-scale clinical transformation project at Waypoint Centre for Mental Health Care (Waypoint) aimed at improving patient outcomes, patient experience, staff engagement, and staff retention. Within this clinical transformation project are a number of deliverables, aligning with the Model of Care (ensuring we have the right staff, providing the right care, at the right time) or the 6 Core Strategies (reducing incidents resulting in restraints and seclusions). This project will have a significant impact across the hospital on the day-to-day experience of both patients and staff, while also improving organizational efficiency and effectiveness.

Streamlining Code Call Reporting Processes Using Lean Methodology (Waypoint Centre for Mental Health Care)

This capstone project focuses on improving the workflow used by Security & Emergency Services for reporting code calls within the event reporting system at Waypoint. Currently, code call events are entered into multiple systems, leading to duplication of work, potential inefficiencies, and questions around the purpose and value of each reporting requirement. The aim of this project is to evaluate the current reporting process, understand the rationale behind each step, and apply Lean principles to streamline the workflow. This will help eliminate waste, reduce duplication, improve data accuracy, and support more efficient reporting practices aligned with organizational quality and safety goals.

Enhancing Transfer of Accountability between Emergency Department and Diagnostic Imaging (Georgian Bay General Hospital)

Information transfer at care transitions is an accreditation Canada standard and is essential to ensure patient safety. Patients receiving care in the emergency department who require diagnostic imaging services often have specific care needs (e.g. falls risk, altered level of consciousness, oxygen requirements etc) that are at times not well communicated between team members. This project aims to assess the current transfer process, review best practice standards, identify gaps and develop a standardized communication strategy for the teams and evaluate adoption of the process.

Enhancing Patient Mobilization (Georgian Bay General Hospital)

Early and consistent patient mobilization in acute care settings aides in preventing functional decline and well as other complications such as hospital acquired pneumonia, pressure injuries and DVTs. Despite the benefits of early and consistent patient mobilization current practices are inconsistent. There are also challenges in role clarity and unclear responsibilities among healthcare providers on the multidisciplinary team. The project aims to improve patient mobilization compliance to improve patient outcomes by reducing admission complications due to immobility and optimizing the patients length of stay. Specific objections include: Access current mobilization practices, barriers and compliance metrics Implement a structured mobilization schedule and/or documentation/tracking system Enhance staff engagement and knowledge on mobilization Encourage patient participation through engagement and goal-setting Measure the impact of interventions on patient outcomes

Pressure injury prevention (Georgian Bay General Hospital)

Hospital-acquired pressure injuries (HAPIs) are a significant patient safety concern. HAPIs lead to prolonged hospitalization, decrease patient quality of life and increase healthcare costs. This project aims to assess current state of pressure injury prevention practices, identify modifiable gaps and implement a targeted intervention to reduce HAPI incidents.

RBC WMGP - Group Work

Summary Welcome to the RBC Wealth Management Case Competition! The main intent of this competition is to evaluate your ability to contribute both in a group and as an individual. You will spend June 30th to July 8th window to answer two questions. You will be assigned to a team to answer the group question and individual question will be answered on your own in same window of time. Check out the Rules of Engagement for all challenge information. What will you do for your company? This is third of a four stage evaluation process for Wealth Management Generalist Program (WMGP) 2021. Top-performing students of the Case Competition will be granted an interview for final stage of selection process in late July 2021. Imagine working at the largest bank in Canada. As part of our dynamic 24-month WMGP program, you will have the opportunity to gain an understanding of the day-to-day operations of several wealth management businesses and a high-level understanding of the entire RBC Wealth Management enterprise. What would your company do at the end of the course? On July 16th, 2021 teams will virtually present their recommendations to a panel of RBC judges during Presentation FINAL SUBMISSION: The group and individual submission must be submitted by Thursday July 8th, at 3:00 pm (EST). Ignore the 'Project End' milestone. Group 1 Mentor 1: Slava Sherbatov ssherbatov@phn.com Mentor 2: Stephanie Breitman, stephanie.breitman@rbc.com Group 2 Mentor 1: Heidi Gunkel Mentor 2: Earl D'Almeida, earl.d'almeida@rbc.com Group 3 Mentor 1: Jesse Coote, jesse.coote@rbc.com Mentor 2: Roberto Andrade, roberto.andrade@rbc.com Group 4 Mentor 1: Pending Mentor 2: Rachel Sarsan, rachel.sarsan@rbc.com Group 5 Mentor 1: Kiki Oyerinde, kiki.oyerinde@rbc.com Mentor 2: Ali Akerman, ali.akerman@rbc.com Group 6 Mentor 1: Yi Shi, yi.shi@rbc.com Mentor 2: Ashok Srithavanathan, ashok.srithavanathan@rbc.com Problem Statement: Please discuss current trends in social impact investing, and more specifically, which client segments are most interested in impact investing? Assignment June 30 30 Candidates 6 groups : 5 candidates in each group. Each group paired with 2 mentors Completion July 2, July 5 and July 6 Groups to connect with mentors & mentors to evaluate level of participation Groups work on finalizing their findings July 6-7 Groups to submit final presentation in Riipen July 8 3:00pm EST. Evaluation July 9, 10, 13 Mentors to review presentations Decision July 16 Six (6) thirty (30) minute presentations 15 min presentation 10 min Q&A 5 min notes (panelists) 16 Candidates selected for final rounds on July 21

RBC WMGP - Individual Work

Summary Welcome to the RBC Wealth Management Case Competition! The main intent of this competition is to evaluate your ability to contribute both in a group and as an individual. You will spend June 30th to July 8th window to answer two questions. You will be assigned to a team to answer the group question and individual question will be answered on your own in same window of time. Check out the Rules of Engagement for all challenge information. What will you do for your company? This is third of a four stage evaluation process for Wealth Management Generalist Program (WMGP) 2021. Top-performing students of the Case Competition will be granted an interview for final stage of selection process in late July 2021. Imagine working at the largest bank in Canada. As part of our dynamic 24-month WMGP program, you will have the opportunity to gain an understanding of the day-to-day operations of several wealth management businesses and a high-level understanding of the entire RBC Wealth Management enterprise. What would your company do at the end of the course? On July 16th, 2021 teams will virtually present their recommendations to a panel of RBC judges during Presentation FINAL SUBMISSION: The group and individual submission must be submitted by Thursday July 8th, at 3:00 pm (EST). Ignore the 'Project End' milestone. Problem Statement: How are competitors approaching impact investing offerings? Should RBC consider adopting any specific impact investing practices? 30 Candidates Each Candidate assigned an individual project No Mentors required Completion July 2, July 5 and July 6 Each Candidate to work on individual project July 8 3:00pm EST Each Candidate submits final project in Riipen Evaluation July 9, 10, 13 Generalists to review final submissions

START-UP WIL – Ontario Tech University

START-UP WIL is a start-up pitch competition which will be taking place as part of The Venture Creation Course BUSI4999U. Students will work on their ventures with the supporting faculty over the course of the semester. At the end of the term the students will present their start up ideas to address their new products in a post-COVID environment. The competition will enable students to develop skills in communication, creativity, critical thinking and apply the principles of business being taught in the classroom. As part of the competition each student will receive a $250 stipend for submitting a business plan and go-to-market strategy. Our panel of industry judges provided by Riipen will be selecting the top student team and those students will receive a $5,000 fund to launch their new venture.