Community MH&A Investments • MH LHIN Angela Jacobs • ADAPT Ian Stewart, Executive Director • Halton Healthcare Services Claudia Barning, Manager, Outpatient Mental Health • Trillium Health Centre Mary Lynn Porto, Manager, Out-patient Mental Health • Support & Housing Halton John Smith, Executive Director • Highlight on STRIDE Anita Lloyd, Executive Director and Jan McCabe, Program Manager
New MH LHIN Funding for MH&A Services 2011-2012 Investment in Community Mental Health & Addictions As part of the targeted priorities for base funding investments for the community sector, MH LHIN will be investing in the enhancement of services for youth and young adults with mental health & addictions. Community Mental Health & Addictions Health Service Provider Initiatives Base Funding - $ ADAPT TAY Addictions Workers 168,000 Halton Healthcare Expansion of Child/Adolescent support 175,295 Services services for TAY STRIDE TAY rehabilitation & employment program 215,171 expansion Support & Housing Halton TAY coordinator for the LHIN; TAY case 130,000 manager for a Group Home Trillium Health Centre TAY program expansion and development 324,000 of internet based interventions modeled on clinics in Australia TOTAL: 1,012,466 •Community MH&A Investments
New MH LHIN Funding for MH&A Services (cont’d) 2011-2012 9,000 Nurses Commitment Funding This is a workforce stabilization strategy that forms the cornerstone of Ontario’s Comprehensive Nursing Strategy. It is a key component of the province’s health resources strategy, HealthForceOntario which aims to ensure that Ontario has the right number and mix of qualified health care professionals now, and in the future. Community Mental Health & Addictions Health Service Provider Initiatives Base Funding - $ Trillium Health Centre Telemedicine Nurses for MH&A $211,847 Halton Healthcare Early Psychosis Intervention Program $170,042 Services Nurses Halton Healthcare Eating Disorder Program $116,700 Services TOTAL: $498,589 Community MH&A Investments
Transitional Aged Youth Services Providing the Best Journey into Adulthood Community MH&A Investments
What we hope to achieve The ADAPT TAY Services will be developed to meet the overarching objectives of: Collaboration Capacity Building System Navigation Information & Education Increased Accessibility Community MH&A Investments
How will we do this Collaboration: through formal & informal partnerships Capacity Building: through increased community service expansion System Navigation: through case planning & management Information & Education: through knowledge exchange Increased Accessibility: through linking with providers who encounter these young people- post secondary, employment, service providers Community MH&A Investments
Where will we begin? Hire 2 Addictions Specialists with mental health experience to be added to existing Youth Services at ADAPT (presently in the interview process) Involve the new hires in the Transitional Aged Youth planning table for harder to serve clients Work directly with other agencies who have received funding Community MH&A Investments
What will the program shape be Provide specialized assessment, intensive counselling and case management services to youth 16-24 who have substance use and mental health concerns (individual, group and family work) Work directly with other service providers (education, employment, housing, mental health, justice, recreation etc) to build capacity and assets of these young people and to reduce legal involvements and hospital admissions Provide additional supports to provide a more seamless bridge to and from other programs such as CWMS, CCDP, Crisis. Provide an additional resource to assist with the transition between youth and adult services Community MH&A Investments
Some creative program ideas Provide a group program that not only addresses the substance use concerns but also builds opportunities to practice skills to assist with independence. Increase developmental assets and life skills for clients served. Provide opportunity for volunteerism and community involvement Provide a group educational program for parents of young adults. Parenting is changing and we need to respond. Work with other service providers to share these opportunities Community MH&A Investments
Where will referrals come from Youth themselves Parents, guardians and caregivers Youth and Adult Justice systems Secondary and Post Secondary Schools All formal and informal partners who serve this population Internal ADAPT referrals (CWMS, Concurrent and Days Ahead programs) Community MH&A Investments
What are the service targets Services will be provided in Oakville, Milton, Georgetown, Acton and West Mississauga Each counsellor will have provided service to 60 clients after one year = 1200 visits total Each counsellor will have provided services to 60 parents/ caregivers after one year= 600 visits total Community MH&A Investments
Outcomes Pre and post data will be collected to determine where change has occurred related to substance involvement Determinants of health will provide guidelines to outline success Hospital admission and legal involvement data will be collected Community MH&A Investments
Comments/Questions Specific program questions will need to be forwarded to Jennifer Speers and she will respond Thank-you Community MH&A Investments
Halton Healthcare Services Claudia Barning Manager Outpatient Mental Health Halton Healthcare Services
Transitional Age Youth Program Mary Lynn Porto Manager Outpatient Mental Health Trillium Health Centre
Transitional Age Youth Program Mary Lynn Porto MHSc Manager Child and Adolescent Mental Health Adult Mental Health Community Mental Health Community MH&A Investments
Vision : Healthy, resilient youth and young adults aged 16-24 Mission : To provide treatment, support and outreach to youth and young adults experiencing mental illness, and their families, in order to promote healthy development, positive relationships and full social participation. Community MH&A Investments
Program Goals: To improve the functioning of youth and young adults experiencing mental illness To promote healthy family functioning for youth and their families living with mental illness Community MH&A Investments
Principles of Care We recognize the uniqueness of the individual and his/ her family. To be responsive, supports, services and treatment offered will be individualized and comprehensive. We recognize and value the involvement of the natural support systems of youth, including their family, friends and significant others in supporting developmental growth. We value youth centered care, and recognize the importance of the youth’s interests, dreams, and strengths in driving the care. We value youth participation in the planning and delivery of services and promote youth–run groups and/ or activities. We recognize the importance of a system of care in supporting the developmental and transitional needs of youth. This system of care includes the coordination and involvement of educational, employment, housing and financial resources. Community MH&A Investments
Current Program Transitional Age Youth Committee: Shared Management (Child and Adult Mental Health Staff) Dedicated Resources Community MH&A Investments
New Investment 3 FTEs (Social Worker, Occupational Therapist, Case Manager) Additional Sessionals Chat room Community MH&A Investments
Update Recruitment Chat Room Community MH&A Investments
Support and Housing - Halton John Smith Executive Director Support and Housing - Halton
Transitional Aged Youth (TAY) Youth Centred Systems Integration Mississauga – Halton The overall objective of the TAY Project is to provide a person centred approach to the transitioning of youth into the adult M.H.&A. system in Mississauga-Halton via the TAY Protocol process Community MH&A Investments
Transitional Aged Youth (TAY) Youth Centred Systems Integration • Four month pilot project to transfer youth to adult M.H. & A. sector • Co lead by youth & adult sector • Multi sector community involvement • New partnerships established • 22 youth transferred, 2 fast tracked Community MH&A Investments
Transitional Aged Youth (TAY) Youth Centred Systems Integration Key Outcomes – 1 FTE • 6 - 8 youth per month would be transitioned into the adult MH & A system via the TAY Protocol process • Short term transitioning support to individuals “as necessary” • Protocol and process to be promoted within the youth and adult system • Educating both youth and adult sectors on the needs of the TAY • Administrative support to transitioning sub groups and Steering Committee • Develop enhanced strategies and linkages with appropriate partners • A refined evaluation tool be developed and implemented • Develop an early identification and planning toolkit to assist youth and the youth system in transitioning Community MH&A Investments
LifeHouse Acton Youth House Intensive Case Management/ Life Skills Support • Purchase of a home via Region of Halton – Halton Housing Task Force • Shared living model for 5 youth at risk • Renovations funded by CMHC – Home Depot • No additional program support Community MH&A Investments
LifeHouse 1 FTE – Life Skills Coordinator Key Outcomes • Intensive case management/life skills support for 5 youth • Housing stabilized – no homelessness • 75% direct service – approximately 1365 units of service • Reduced admissions to emergency rooms & hospitalization • Regain positive & trusting relationships with family & friends • Supported to move independently into the community, when ready, & provided with transitioning support into the adult system & a more independent living situation. Community MH&A Investments
Supported Training & Rehabilitation in Diverse Environments Mee eeting the the Empl Employ oyment N Need eeds of of the the Commu ommunity Community MH&A Investments
W HAT IS STRIDE . . . Community MH&A Investments
STRIDE ON E MPLOYMENT STRIDE recognizes that employment and earning power contribute significantly to a person's sense of dignity, personal recovery goals, independence and quality of life It has been estimated that 85% of people experiencing mental health issues are unemployed or under employed Experience has shown that for many of these individuals their lives can be transformed by something most of us take for granted - a job STRIDE is committed to creating opportunities for people facing mental health issues to gain meaningful employment Community MH&A Investments
A DMISSION C RITERIA Must have a mental illness or disability / impairment that is continuous or recurring that results in a substantial barrier to competitive employment Must demonstrate a willingness to become involved in the STRIDE employment programs Must have the ability to set and work towards achievement of employment goals Must possess a desire to decrease social assistance dependency Community MH&A Investments
Individuals can self-refer! Referred by friends, family members or by a health care professional • Community MH&A Investments
STRIDE S ERVICES O FFERED STRIDE ODSP OW offers a variety of STRIDE is an STRIDE is an job readiness approved approved services to Ontario Ontario individuals who Disability Works – are living with or recovering from Supports mental illness and Program – Employment who are ready to Supports either develop service Employment their careers in provider. new areas or to Supports return to a field in service which they have provider. had previous experience. Community MH&A Investments
E MPLOYMENT C ONNECTIONS P ROGRAM The Employment Connections Program: The client and Employment Specialists work in cooperation and consultation to assist in securing a job that reflects the client's abilities and work skills Employment Preparation activities include: Employment planning Assessments and community supports coordination Employment preparation activities e.g. resumes, interview practice Job development which identifies available positions that match the abilities and career desires of individual clients Job search training Negotiation of employment, unpaid work placements and wage subsidies Job coaching and long-term job retention support Community MH&A Investments
S UCCESSFUL P LACEMENTS Customer Piano Kitchen Help Service Rep Instructor Light Duty Shipper- Shelf Stocker Cleaner Receiver Personal General Admissions Support Coordinator Labourer Worker Community MH&A Investments
W ORKSITE T RAINING P ROGRAM The Worksite Training Program: Our largest area of service is the operation of our Worksite Training Programs in North and South Halton. At these facilities, individuals develop their work skills in an environment which closely reflects what they will experience in a competitive workplace. The benefits of our Worksite Training program: Preparation for competitive employment Realistic work environment with flexible work scheduling Learning and practicing vocational life skills in a supported workplace Increased self-esteem and independence Learning marketable skills such as Shipping & Receiving, quality control and Health & Safety Earning a training allowance Client work performance reviews completed Team Leader Training Community MH&A Investments
TAY T RANSITIONAL A GED Y OUTH PROGRAM STRIDE has received funding from the Mississauga Halton LHIN to develop a new Transitional Aged Youth Employment Service Our objective is to expand our existing program services, to hire a Program Coordinator, two Youth Vocational Support Workers and two Youth Employment Specialists to create the new STRIDE Youth Employment Program that will assist youth facing barriers to employment, develop the broad range of skills, knowledge and work experience they will need to participate in todays job market. The responsibilities of this program include: Developing youth outreach activities Developing a planned process to connect with youth and engage them in the community Client-centered program designed to assess and respond to individual needs of youth facing barriers to employment Increase awareness of Transitional Aged Youth Engage with youth to determine their employment needs and interests Provide information for youth who may not be ready to deal with their employability issues, referrals to alternate supportive services such as other mental health and addiction programs Work with families, service providers and other support systems to provide the information needed to create an inclusive system whereby barriers are broken down and the right door opened to assist youth to transition successfully into the community Community MH&A Investments
Please Visit us online at WWW.STRIDE.ON.CA Please Contact us at (905) 693-4252 Ge Get t ST STRIDE w worki orking f for or you! you! Community MH&A Investments
LHIN Acknowledgement and Update on Healthcare Landscape Janine DeVito Communications Lead MH LHIN
Liberal Platform Update: Making Ontario the Healthiest Place In North America to Grow Up and Grow Old Will continue building on strong foundation to reach goal of • ensuring that every Ontarian who wants family care can access it. Will ensure that Ontario keeps the shortest surgical wait times in • the country and that hospitals continue to reduce waits for the 2.5 million Ontarians who rely on our Emergency Rooms each year. Will continue investing in new hospitals and renovating existing • facilities. Will build on successful Aging at Home strategy to reform the • health care system to provide Ontarians, and especially our seniors, with the tools they need to receive care in the dignity of their own homes.
Liberal Platform Update: Making Ontario the Healthiest Place In North America to Grow Up and Grow Old Create Home Health Care • Make it easier for family health givers • Make home life safe and affordable for seniors • Give seniors a place – Active Aging Strategy • Keep people healthy • Give Ontarians better food choices • Better prepared to fight cancer • Smoke Free Ontario • Healthier children • Tackling Mental Health •
Caring for our Aging Population and Addressing Alternate Level of Care: Dr. Walker Report
Improve Access to Care Through Improve Patient Flow Across Optimize and Differentiate Capacity Community Investments the System Primary Care Assess and Restore LTC Capacity • Early identification and management • Restore functioning of frail elderly so • Improve focus relating to transitions, of high-risk frail seniors they can return home after restorative capacity and respite care • Integration of primary care sector • Create better environments for hospitalization • LHIN primary care lead • Increase CCC and rehab capacity, seniors with special needs (MHA) • Increase supply of beds give ALC patients priority • Employ short-term stays in LTC Community Care • Enhance and Align CCAC and CSS before return home • Assisted Living model of care • Acute Home Care ‘Virtual Wards’ Role of Acute Hospitals in Seniors Care • Promote Senior Friendly Strategy Improve System Coordination • Improve care for special needs • Community rehab capacity (seniors with MHA) improvement • Integrated Care • ALC transitional best practice • Improved Transitions Enablers: MOH identifies provincial goals, LHINs ensure accountability, meet targets and objectives set by MOH, align incentives with outcomes and provide regional planning and forecasting models. HHR, IT, System wide efficient focus.
Upcoming Game-Changers • Drummond Report – January 2012 • LHIN Review – Spring 2012 • IHSP 3 – Fall 2012
Community Holiday and Surge Capacity Kristina Hall Director, Health System Performance Management Judy Bowyer Sr. Lead, Health System Performance Management Mississauga Halton LHIN
Community Holiday and Surge Capacity Anticipating a high holiday volume of hospital patients Hospitals are already at capacity Need to increase where appropriate, flow out of hospital Community Holiday and Surge Capacity
Community Holiday and Surge Capacity • Is your agency Administration open over the holidays (December 23 to January 3)? • Is your agency providing service over the holidays (December 23 to January 3)? • Will you be taking on new clients over the holidays (December 23 to January 3)? Will this allow capacity in your service? • Are you planning to discharge any clients the week of December 18 to 24? Community Holiday and Surge Capacity
Community Holiday and Surge Capacity • Compile and share information with everyone on questions • Information shared with CCAC Next Steps • Wherever possible, see if discharges can occur – make room to assist with flow Next Steps • Provide suggestions for assisting with flow • Committee volunteers needed for LHIN Community Surge Capacity • Looking at identifying strategies for holidays, outbreak, hospital Coming Up backup and overflow Community Holiday and Surge Capacity
Break! 15 Minutes
MH LHIN Financial Update December 14, 2011 Paulette Zulianello Manager, Finance & Risk
Finance Update – MH LHIN Finance TEAM Paulette Zulianello - Manager, Finance and Risk Mirella Semple - Senior Lead Funding and Allocation TBD-Senior Lead Funding and Allocation (Hospital and MH & Addictions) Dominic Sloan- Manager, Corporate Services Chak Lee - Finance Clerk Maria Fernandes – Program Assistant Monisha Kumar – Receptionist/Admin Assistant to Corporate Services
Finance Update Q3 Reporting Deadline Dates OHRS/MIS due January 31/12 Quarterly WERS – Q3 CATLite due Feb. 7 /12
In-Year Forecast Form -2011/12 To be submitted by December 19 th Final opportunity to re-allocate surplus $ to other HSP within our LHIN before the year end. Last year a total of approx. $1 million was clawed back and reallocated. Form must be signed by your Executive Director or Chief Executive Officer. Surplus funds will be recovered from your regular February and March subsidy payments
Questions?
“6 Minute Updates” Selected HSPs
Joint Venture Agreement between Peel Senior Link; CANES Community Care; and the Etobicoke Services for Seniors Ray Applebaum Chief Executive Officer Peel Senior Link “6 Minute Updates”
Joint Venture/Voluntary Integration CANES, Etobicoke Services for Seniors, and Peel Senior Link MH LHIN Quarterly Meeting December 14, 2011 •“6 Minute Updates”
• Welcome • Walk through the agenda Overview • Definition & Draft Statement Value Proposition • Definition & Case Statement • Risks and Benefits of the Business Case Business Case • What are our next Steps Next Steps •“6 Minute Updates”
A project undertaken by two or more parties to achieve a mutual objective. (coentreprise) source: www.fin.gc.ca/finserv/gloss-eng.asp •“6 Minute Updates”
Merger Consolidation Parent Corporation Management Service Organization Joint Venture or Partnership •“6 Minute Updates”
Does the valu alue prop ropositi tion on fit with the Boards strategic priorities and directions? Does the bus usiness case se fit with the Boards strategic priorities and directions? What op opport ortunit itie ies and ris risks present themselves through this proposed joint venture? •“6 Minute Updates”
Definition Proposal Thoughts from the Group •“6 Minute Updates”
a business's promise to deliver the expected experience with their product or service; a description of what, how and why a product or service is important to a customer; an answer to why a consumer should buy a business's product or service Source: www.cecausa.com/general_marketing_glossary.htm •“6 Minute Updates”
Proposed: To enhance the service capacity, infrastructure, and sustainability of partner organizations in acquiring and retaining revenue streams consistent with common vision, mission and values •“6 Minute Updates”
Does the valu alue prop ropositi tion on fit with the Boards strategic priorities and directions? •“6 Minute Updates”
Definition Case Summary Response to the Case •“6 Minute Updates”
Structured proposal that justifies a project for decision-makers. Includes an analysis of business process performance and requirements, assumptions, and issues. Also presents the risk analysis by explaining strengths, weaknesses, opportunities, and threats. Source: www.blm.gov/wo/st/en/prog/more/bea/Glossary.html •“6 Minute Updates”
Partners Combined Proposed Management Offering Service of the • Who is Offerings Agreement involved • What we bring • Rational to the venture • Anticipated • Governance • Common Client Responsibility Characteristics • Service • Management • Work to date Offerings Responsibility •“6 Minute Updates”
CANES Community Care Etobicoke Services for Seniors Peel Senior Link •“6 Minute Updates”
• Leading System Integration Opportunity • New/Enhanced Revenue Stream-Sustainability • Respond to Contracts trending towards Bundled Services and One Source Provider • Preparing for changes in political landscape Municipal/Provincial/Federal •“6 Minute Updates”
CA CANE NES ES ESS Peel S l Senio ior L r Lin ink Formed in 1982 Formed in 1983 Formed in 1981 107 Employees 84 Employees 130 Employees Mission/Vision Mission/Vision Mission/Vision Excellent seniors Committed to Quality & valued support services, supporting seniors, seniors services, community living @home/community, independence, dignity safely with dignity, safely client centered, & respect lead through dignity, Leadership, Excellence, partnerships excellence of operations, leadership, innovation, partnerships integration & innovation $5.2M Operating $3.8 M Operating $4.5M Operating 150,000 units of 83,000 units of service 74,000 units of service service •“6 Minute Updates”
CA CANES ES ES ESS Peel eel Senio ior L Lin ink Accreditation Canada Accreditation Canada Accreditation Canada CW LHIN and CCAC Central LHIN & CCAC MH LHIN and CCAC Lead Agency in CW LHIN Lead Agency CLHIN for Lead Agency MH LHIN - for Home at Last, Seniors Transportation, agency ASSIST, CSP Portal, SDL; Ride Connect + CW CCAC partnerships in 4 LHINs, MIS/CSS & and contracts AFP Award-Excellence GPDynamics/HRIS; Best Fundraising Small & Medium Employer in Canada; and Metamorphosis Home at Last, Home Adult Day Services, 24-7 Personal Support Maintenance, Supportive Housing, and Homemaking (SDL), Transportation, Transportation, In-Home Medication Assistance, Supportive Housing, Respite, Chronic Disease Essential Transportation, Caregiver Support, Family Self- Management, Home Foot Care, Active Living, Health Team Help, 24-7 Short Stay, Caregiver Support Caregiver Support 12 Board Members 12 Board Members 12 Board Members •“6 Minute Updates”
Partnership/Collaboration Orientation Entrepreneurial Culture of Excellence Recognized as Leaders and Innovators of Service/Change Similar governance structures, and management team style Excellent and Engaged governance Boards •“6 Minute Updates”
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