Lisa Matthews

Maylis Health, Coldstream, Canada

Abstract Title:Building Partnerships to Successfully Launch a Home Hospice Care Program

Biography:

Lisa is an experienced healthcare leader (BSN, MPH, CHE) with over 30 years of expertise in strategic planning, quality improvement, and operational management. Award-winning executive director and consultant with a strong background in stakeholder engagement, policy development, and innovative healthcare solutions. Proven ability to optimize performance, foster partnerships, and implement best practices across diverse healthcare environments. Recognized for leadership in not-for-profit excellence, regulatory compliance, and financial growth. Passionate about advancing healthcare quality and education through collaboration and evidence-based strategies.

Research Interest:

The North Okanagan Hospice Society (NOHS) successfully piloted a home hospice care program through robust engagement with the public and collaborative efforts with a regional health authority. This initiative demonstrates the potential for small, independent hospices to address critical gaps in end-of-life care through strategic partnerships and community-focused solutions. The primary learning objectives were to foster effective collaboration with public health partners, design a home hospice care model informed by public stakeholder feedback, and ensure alignment with the needs and values of the community. The outcomes included the development of an operational plan and the successful launch of the program, now positively impacting patients and families in its first year. Relevance to the selected topic is clear: British Columbia’s limited access to palliative care (52% of eligible individuals) underscores the need for innovative approaches to expand services. This initiative highlights how independent hospices can collaborate with public partners to create scalable, sustainable care solutions. Practical applications included establishing regular joint planning meetings, streamlining communication with health authorities, and developing a feedback-driven approach to program design. Patient and family involvement was integral, with their perspectives shaping care priorities and ensuring the program’s responsiveness to community needs. Stakeholder engagement activities focused on broad community outreach, including public forums, interviews, focus groups and workshops, which allowed for inclusive input. Leadership lessons emphasized the value of shared vision, adaptability, and leveraging partner strengths to overcome resource and logistical constraints. Originality and innovation were evident in NOHS’s ability to integrate grassroots expertise with public health resources to create a seamless care delivery model. This initiative provides a replicable framework for other independent Hospices or other organizations seeking to enhance their impact through public partnerships, ensuring equitable access to quality palliative care while strengthening community ties. Key words: Partnerships, Home Hospice Care, Stakeholder Engagement, Community Collaboration, Palliative Care Access