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The Challenge Healthcare systems today are constantly challenged with increasing innovations in technology, financial constraints, and our progressively aging population in Canada. A report by Finance Canada (2012) mentions that the Canadian population is expected to age more rapidly than that of most other Organisation for Economic Co-operation and Development (OECD) countries; it is reported by Statistics Canada (2006) that our senior population aged 65 and over is expected to grow to 9.8 million in 2036, representing an 11.3% increase from 2005. This leads to one of the most prominent challenges in healthcare today, which is the lack of hospital beds. Upon review, this issue is a result of acute care beds being occupied by alternate level care (ALC) patients who have completed the acute care phase of their treatment and could be more efficiently helped in other healthcare facilities. Walker (2011) states that the majority of these patients are waiting to be admitted into a long-term care facility. According to the South West Community Care Access Centre (2014), there is approximately 1365 people waiting an average of 116 days to be admitted to a long-term care facility. If ALC patients were moved from the hospital to a more appropriate location, the Canadian Medical Association (CMA) (2013) reveals that it would save the Canadian healthcare system about $1.4 billion a year. Specifically, it costs $842 per day for a hospital bed versus $126 per day for a long-term care bed (CMA, 2013). There is a need for a better solution to address the shortage of hospital beds due to ALC patients waiting to be admitted into a long-term care facility. It is estimated that we will need to construct an average of 10,535 long-term care beds per... ... middle of paper ... ...wn different qualifications for service eligibility. Furthermore, the 14 CCACs vary greatly in per capita homecare spending and do not have standardized service guidelines. The lack of transparency in the CCAC has inevitably led to questions of how Sandra Coleman, CEO of South West CCAC has seen a salary increase to $267,500.61 in 2012, up 128% from 2006 (Ontario Ministry of Finance, 2013). Moreover, non-full disclosure has potentially allowed the CCAC to under report their administrative costs to 4.4% (CCAC, 2014). This is a substantial cost, considering that the South East LHINs holds their administrative costs to 0.53% (South East LHIN, 2014). Cost-effectiveness and transparency in how public funds are being spent is key in a financially constricted system. Without clear accountability and a more recent audit, it would be unwise to move more funding towards them.

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