Mississauga Halton LHIN CSS and MH&A Sector Meeting March 12, - - PowerPoint PPT Presentation

Mississauga Halton LHIN CSS and MH&A Sector Meeting March 12, 2010

Agenda

Agenda

Welcome

• Ice Breaker

Judy Bowyer 10 min Community Concurrent Disorders Initiative (CCDI) Radhika Subramanyan CEO, Canadian Mental Health Association, Halton Region Branch 15 min Canadian Red Cross

• MH LHIN Transportation Program

Valerie Cook, Integrated Manager Canadian Red Cross CHS 20 min CSS/MH&A Agency Profile

• Summit Housing and Outreach Programs

Kay Davison Executive Director 20 min Finance Update Paulette Zulianello 15 min Accreditation Ray Applebaum 5 min Break 15 min

• MH LHIN Strategic Investments
• Integration Feedback and Exercise

(as per attached feedback focus on 2 areas for discussion: training and back office integration) Monita O’Connor 15 min 15 min Community Service Provider Portal Demonstration Andrew Hussain - Saba Baig – Business Lead 45 min Questions/Comments Next Meeting: June 11, 2010 Angela Jacobs 5 min

Ice Breaker

Judy Bower

• 1. How many LTC homes are in the

Mississauga Halton LHIN? a) 30 b) 27 c) 20 d) 14

Ice Breaker

• 2. What type of bed does the Mississauga

Halton LHIN have the most of? a) Medical b) Surgical c) Combined medical/surgical d) Intra-hospital rehab/CCC

Ice Breaker

• 3. Which LHIN are most of the Inter-

LHIN CCAC referrals sent to from the Mississauga Halton LHIN? a) TC LHIN b) SE LHIN c) C LHIN d) CW LHIN

Ice Breaker

• 4. Which acute care hospital in the

Mississauga Halton LHIN sends the most CCAC In-Home referrals? a) Trillium b) Credit Valley c) Halton Health

Ice Breaker

• 5. What year was Ontario’s Local Health

Integration Network established? a) 1990 b) 2003 c) 2000 d) 2005

Ice Breaker

• 6. Across Ontario, how many LHINs

currently exist? a) 8 b) 11 c) 14 d) 7

Ice Breaker

• 7. Across Ontario, which LHIN has the

highest number of referrals?? a) TC LHIN b) NSM LHIN c) C LHIN d) SE LHIN

Ice Breaker

• 8. How many providers are funded by the

Mississauga Halton LHIN? a) 35 b) 52 c) 77 d) 124

Ice Breaker

• 9. Name the 5 GTA LHINs:

Toronto Central Mississauga Halton Central West Central Central East

Ice Breaker

• 10. How many sub-planning areas are

there within the MH LHIN?

The 6 sub-planning areas are:

• Milton
• Halton Hills
• Oakville
• Northwest Mississauga
• Southeast Mississauga
• South Etobicoke

Ice Breaker

• 11. How many regions are at least partly

included in the MH LHIN boundaries? (3) Halton, Peel, & Toronto (Etobicoke) Ice Breaker

• 12. Approximately how many people live

in the MH LHIN as of 2008? a) 750,000 b) 900,000 c) 1,100,000 d) 1,400,000

Ice Breaker

• 13. The population of the MH LHIN is:

a) Growing b) Shrinking c) Relatively stable

Ice Breaker

• 14. Approximately what percentage of

people in the MH LHIN identify as a Visible Minority? a) 21% b) 36% c) 48% d) 59%

Ice Breaker

• 15. In the MH LHIN, what is the most

commonly spoken non-official language? (i.e. neither French or English) a) Polish b) Urdo c) Portuguese d) Italian

Ice Breaker

• 16. According to the latest Canadian

Community Health Survey (2007), what is the most prevalent Chronic Condition in the MH LHIN? a) Arthritis b) Hypertension c) Asthma d) Diabetes

Ice Breaker

• 17. How many Community Support

Services are funded by the MH LHIN? a) 14 b) 25 c) 34 d) 41

Ice Breaker

• 18. How many Mental Health &

Addictions agencies are funded by the MH LHIN? a) 8 b) 12 c) 16 d) 20

Ice Breaker

• 19. Approximately how many General

Practitioners are there in the MH LHIN? a) 250 b) 560 c) 800 d) 1,200

Ice Breaker

• 20. What date did funding and

responsibility for the HSPs transfer to the LHIN? a) April 1, 2005 b) April 1, 2006 c) April 1, 2007 d) April 1, 2009

Ice Breaker

• 21. Who was the MH LHIN’s first CEO?

a) Bill MacLeod b) Narendra Shah c) Scott Macleod d) Michael Fenn e) John Magill

Ice Breaker

Community Concurrent Disorders Initiative (CCDI) CMHA Halton Region Branch

Radhika Subramanyan

Community Concurrent Disorder Initiative (CCDI)

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Change in Early Return to ER after Previous Visit by LHIN from baseline to 2007

• 8.00
• 6.00
• 4.00
• 2.00

0.00 2.00

10 14 5 7 2 9 11 12 8 4 3 13 1 6

LHIN Actu al P ercent Change

• 3 year trend of increasing new and early return ER

visits across all hospital sites

• In past 2 years, 23.5% repeat visit within 30 days
• In 2008/09, there were 6,570 ED visits
• 791 returned within 30 days (12%)
• 27.3% of visits related to Substance Abuse
• 23% related to both Depression and Anxiety
• 31.6% related to young people (17-30)

Working Group identified 10 Strategies to Decrease ED visits

• Drop in Centre as alternative to ED visits
• Partnership with Urgent Care Clinics
• Train Staff to respond to Walk-ins
• Intensive Case management for people with Concurrent Disorders
• Bridging Program from ED to community services
• Home based Withdrawal Management Program
• Shared Care model to nursing homes
• Day Treatment program
• Peer Supports in the ER to provide follow up
• Expand COAST to North Halton

Community Crisis Supports:

CMHA-HRB COAST 1 Concurrent D CM C V H H H C TH C Emergency Departments

Community Crisis Supports:

Mobile Crisis of Peel 2 Concurrent D CMs

Community Chemical Withdrawal Management Services: PAARC

2 transitional concurrent CMs

Concurrent Case Management

CMHA-HRB 4 intensive concurrent CMs

Concurrent Case Management

Trillium HC,CMHS 2 intensive concurrent CMs

Community Chemical Withdrawal Management Services : ADAPT

2 Addiction Counselors 2 RNs 2 transitional concurrent CMs Intensive CM Youth services Supportive Housing Supported Employment ACT teams Seniors’ Services

31

Performance Deliverables

Total Program:

• Additional 1,000 clients seen annually (11,700

visits)

• Reduction in number of visits to ED for substance

abuse or concurrent disorders by a minimum of 10% (580) for new visits and 80% (635) early return (< 30 days) ED visits.

32

Performance Deliverables

• Community Crisis Supports:
• 350 clients annually
• 2,100 visits
• Chemical Withdrawal Management Services:
• 250 clients complete withdrawal process in the

community

• 2,600 visits withdrawal management
• 2,800 visits transition case management
• Concurrent Case Management:
• Additional 400 clients seen annually
• 4,200 visits

What is our status now?

Steering Committee is meeting regularly

Program evaluator and Implementation Coordinator in hiring process All project staff will be hired by April 12th Group orientation for the week of April 19-23

Education sub-group working on comprehensive orientation, communication and broader community education re: CD Process sub-group working on referral/intake/screening processes across the project

What else is needed to make this successful?

Linkage to ACT teams and general Intensive Case Management services to ensure flow management Use Co-location sites as opportunity enhance concurrent screening, central intake, ‘walk-in’ crisis support and overall project outcomes Link to Safe Bed/Crisis Bed programs in community – designated concurrent beds and/or ‘virtual safe bed’ services

Access to and from Youth Services Access to all forms of Housing – priority for this population and accommodation for unique and complex needs Access to all types of services for seniors

Access to community services in general – whatever is needed to help these individuals stay in the community with supports that work for them

• Steering committee consists predominantly of

project participants and representatives from youth, seniors services, new CSI lead and hospitals

• Seeking broader representation from these
• ther services through interaction and

involvement on working groups including a housing sub-group

What is the potential impact on our community?

• project outcomes
• increased capacity in our LHIN to support

individuals with concurrent disorder

• pportunity to streamline and align systems

within mental health and addiction services

• pportunity to address wait list issues, common

screening and intake, ‘back office’ integration or alignment

MH LHIN Transportation Program Canadian Red Cross

Valerie Cook

CROSSWHEELS

MISSISSAUGA HALTON TRANSPORTATION CENTRE PROJECT

Back Ground

In May 2008, the Mississauga Halton Transportation Strategic Group was established and through collaboration of LHIN-wide partners crossing regional, municipal and cross-LHIN partners, developed a Vision consisting of key elements as follows:

• Optimally matching the health-related transportation needs of our

residents to the appropriate type and level of services

• Leverage collaborative partnership of health-related transportation

stakeholders from the LHIN and surrounding areas.

• Central point of access and intake for our local health and age

related transportation needs

• LHIN-wide coordinated scheduling and resource management and

consolidation of backroom operations, reporting and standards for policies and procedures

• Decentralized delivery of service model; each transportation

provider will maintain their autonomy

MHLHIN Transportation Project Goals

• Client 1stop, toll free # for transportation
• Help clients stay independent longer
• Red Cross chosen as transportation

coordination lead

• Integration through partnership with VON

and ESS

Why Red Cross to lead

Current Transportation Funders

• MHLHIN
• Region Of Peel

Satellite Offices

• Milton
• Oakville
• Etobicoke

Fleet Size

• 35 Vehicles plus volunteer vehicles

What’s New

• Centralized intake for all of Mississauga

Halton

• Reduced wait times for scheduling of

health and age related rides

• Implementation of scheduling software

better utilizing existing resources

• Partner organization collaboration

CrossWheels Transportation Coordination Center is created

CrossWheels Objective

To Better Serve Seniors Community Transportation Needs Through:

• Better utilization of current ride capacities
• Centralized scheduling and routing
• Seamless one call transportation service
• Shortened notice and wait times

Advantages of Central Scheduling

• Staffing coverage on site
• Flexibility with hours of operation
• Scheduling software will provide more time

for customer service support

• Office staff specialize in specific geo areas

and programs and are cross trained

• Provides standard procedures and policies

Call Centre

Incoming calls Incoming calls

Dialysis Medial PA Prog.

Adult Day Prog.

• Ring all scenario
• Customer will always

speak with agent first

• Maximum wait time

monitored and capped at 4 minutes

• Soft transfer utilized

for outside agencies

The Faces of CrossWheels

Tracey

Dialysis Prog. Mississauga

Liliana

North Halton & Oakville

Natasha

PA Prog. Mississauga

Aisha

ADP Prog. Mississauga

Advantages to Satellite Offices

Relief for local staff to:

• Provide support to drivers and volunteers
• Expand services
• Community networking
• Fleet management
• Driver Training and recruitment

Marketing

• News Paper Advertisement
• Brochure and Flyers
• Email Blasts
• Web Site Links

Partner Phase In Issues

• Overflow and Rebook
• Sharing Data While Maintaining Client

Information Privacy

• Exploring Logistical Solutions
• Efficiencies vs. Customer Satisfaction

1-877-848-0707

Rates and Fees

• User fees are applicable
• Rates vary with frequency of use and cross boundary distances

traveled Example: One-way Return ADP’s $4.00 $8.00 Oakville/Miss. Local $5.50 $11.00 Milton to Toronto $23.00 $46.00

• Attendants requiring rides will be accommodated with pre booking
• Rates are reviewed annually April 1st
• Rates evaluated on a case by case basis for income restricted

clients

Brochures

• Please ask for a

supply of brochures available today Thank you

QUESTIONS?

Summit Housing and Outreach Programs

Kay Davison

SUMMIT HOUSING & OUTREACH PROGRAMS

PRESENTATION PREPARED BY KAY DAVISON MARCH 2010

WHO ARE WE?

Summit Housing & Outreach Programs is a charitable non-profit

• rganization governed by a volunteer Board of Directors and is

funded by the Mississauga Halton Local Health Integration Network (LHIN) and the Ministry of Health & Long Term Care. BRIEF HISTORY

In 1981 the Joseph Brant Memorial Hospital in Burlington

recognized the urgent need for supportive housing for people challenged by mental illnesses. Individuals were being discharged back into the community even though they had no place to live. This recognition acted as the catalyst for the development of a supportive housing program and the first house - which provided accommodation and support 24/7 for five people - was opened in Burlington in 1982.

• 61

WHO ARE WE? …Continued

BRIEF HISTORY …Continued.

Today, in 2010, we provide a wide range of mental health

services throughout Halton for approximately 370 people.

The overriding philosophy has always been to provide services

that are designed to ensure rights, dignity and independence are maximized. The name “Summit” was chosen to reflect this philosophy – that is, to assist people to reach their full potential.

62

PRIMARY SERVICE FUNCTIONS

• Residential: To provide a range of housing options with

flexible rehabilitative support services designed to meet the various needs of the people we serve. Accommodation includes owned houses (4 houses, 22 tenants) and subsidized rental units allocated to Summit by the Region of Halton (51 units).

• Case Management: To provide community based moderate

case-management services on a flexible basis to people living in their own homes in the community (Approx. 140 participants).

• Justice Supportive Housing Program: To provide housing

(rental units) and supports for people who have come into conflict with the criminal justice system for low risk offences (33 participants).

63

PRIMARY SERVICE FUNCTIONS…cont’d.

Assertive Community Treatment Team (Summit ACTT)

Services are provided by a multidisciplinary group of mental health staff including: a psychiatrist; RN’s; a social worker; an

• ccupational therapist; a peer specialist; and addiction,

vocational, dual diagnosis and rehabilitation counsellors. The Team operates 365 days/year.

Halton Homes Program:

A partnership initiative between Summit (lead agency) and JBMH, HHS, NHMHC, ADAPT and Support & Housing – Halton. This collaborative relationship provides flexible and comprehensive supports for participants.

64

PRIMARY SERVICE FUNCTIONS …Cont’d.

Halton Homes Program …Continued.

The Homes Program provides a wide range of affordable housing

• ptions (122 units). The accommodation consists of shared

living in four owned houses and three rental houses; and two and one bedroom apartments. The services are designed to promote independent living and to enable people to take control over their lives.

65

SUMMARY

Summit Housing & Outreach Programs provides recovery

• riented client centered treatment and rehabilitative support
• services. Staff and Board Members continually work to

improve the services offered by our organization and every effort is made to operate programs that are sensitive to the varying needs of the people we serve.

66

DIAGNOSTIC STATISTICS

DIAGNOSTIC STATISTICS

DIAGNOSTIC STATISTICS

MHLHIN Financial Update

Paulette Zulianello and Mirella Semple

Reporting- Re-cap

• 2009/10 Q3 – CAT tool reporting – was due Feb 12/10
• 0 outstanding
• Great job!!!

Common errors / issues to discuss:

• Uploaded the wrong transition flat file into WERS.
• In Variance analysis -“Report”- not explained
• A follow-up from MH LHIN staff where providers are not

meeting targets, showing any deficits, etc. will be occurring before Q4. Reminder – Balanced Budget as per M-SAA for Q4

... Report Recap (con’t)

• 2009/10 Q3 Supplementary Reporting for Initiatives – was due

Feb 12/10 1 – outstanding Common errors / issues to discuss: Not all columns were completed Please verify before submitting your report

... Report Recap (con’t)

ARR Q4 (heads-up)

The ARR will be a separate excel file that has similar functionality as CAT Q4 data from your CAT tool will populate the data into ARR specific lines. Edit Checks will be available to improve errors. A user guide specific to the ARR will be provided Stay tuned – MH LHIN will communicate to providers once we are aware of all details.

... Report Recap (con’t)

Q3 In-Year Reallocation Form

• Year-end preliminary forecast resulted in $1.3M in recoveries
• Recoveries were re-allocated for high priority Health and Safety,

transportation, accreditation costs, etc. within the CSS, Mental Health, Long Term Care and Hospital Sectors

• Thank you for your commitment to keeping Healthcare funding

in our LHIN

HST is coming July 1, 2010!

HARMONIZED SALES TAX (HST) REVENUE COMPONENT

• Most charity revenues GST-exempt

GST rules apply: If no GST applies now, no HST applies Donations, grants, most services Hall rentals, parking, meals-on-wheels Fundraising ticket sales Goods sold for “direct cost”

Expense Component – Taxable Status of Goods and Services for Consumers Under HST

No Change in Taxable/Exempt Status for Consumers — Examples

• Basic Groceries, Furniture, Prescription Drugs, Toys, Municipal Water, Admissions to Sporting Events,

Certain Medical Devices, Movie Tickets, Most Health Care Services, Restaurant Meals,

• Most Educational Services, Cleaning Products (e.g., Soaps, Detergents), Municipal Public Transportation,

Cell Phone Charges, Luggage, Briefcases, Bags, etc., Home Phone Services,

• Child Care Services, Cable TV Service, Books, Auto Insurance, Children’s Clothing, Home Insurance,

Children’s Footwear, Residential Rent, Clothing, Prepared Foods Sold for $4 or Less, Child Car Seats and Car Booster Seats, Newspapers, Vehicles and Parts, Radios, Stereos, CD Equipment and Accessories, Vehicle Repairs (Parts and Labour), TVs, DVDs and Accessories, Over-the-Counter Medication, Music Lessons, Crafting Supplies (Scissors, Yarn), Pharmacist Dispensing Fees, Home Maintenance Equipment (Lawnmowers, Snow Blowers, Sprinklers), Auto Rentals, Mortgage Interest Costs, Adult Incontinence Products, Refrigerators and Freezers, Feminine Hygiene Products, Prepackaged Computer Software, Diapers, Tailoring

Change in Taxable Status for Consumers — Examples

• Electricity, Personal Services (e.g., Hairstyling) Professional Services (e.g., Legal,

Accounting and Real Estate Fees and Commissions), Internet Access Fees, Tobacco, Heating Fuels, Gasoline

Simple Comparison

Today July 1 Sale $100.00 $100.00 GST 5% 5.00 PST 8% 8.00 HST 13% 13.00 Total $113.00 $113.00

Charity & NPO Rebates (%)

Sector GST Rebate OHST Rebate BCHST Rebate Ontario HST Cost BC HST Cost

Municipality

100 78 75 1.76 1.75

University / College

67 78 75 3.41 3.40

Schools

68 93 87 2.16 2.51

Hospitals

83 87 58 1.89 3.79

Charities and Qualifying NPOs

50 82 57 3.94 5.51

Example: PST-taxable purchase

Today July 1 Purchase $100.00 $100.00 GST 5% 5.00 PST 8% 8.00 HST 13% _______ 13.00 Total $ 113.00 $113.00 GST Rebate 50% (2.50) (2.50) HST Rebate 82% _______ (6.56) GST/HST rebate (2.50) (9.06) NET COST $110.50 $103.94

Example: PST-exempt purchase

Today July 1

Purchase $100.00 $100.00 GST 5% 5.00 PST 8% HST 13% ________ 13.00 Total $ 105.00 $113.00 GST Rebate 50% (2.50) (2.50) HST Rebate 82% ________ (6.56) GST/HST rebate (2.50) (9.06) Net cost $ 102.50 $103.94

Combined rebate factor: Ontario

July 1

Purchase $100.00 HST 13% 13.00 x 69.69% = 9.06 Total $113.00 GST Rebate 50% (2.50) HST Rebate 82% (6.56) GST/HST rebate (9.06) Net cost $103.94

Net impact of HST

• PST- taxable:

110.5→ 103.94 6.56% decrease

• PST- exempt:

102.5→ 103.94 1.44% increase

Expense Component – Taxable Status of Goods and Services for Consumers Under HST

No Change in Taxable/Exempt Status for Consumers — Examples

• Basic Groceries, Furniture, Prescription Drugs, Toys, Municipal Water, Admissions to

Sporting Events, Certain Medical Devices, Movie Tickets, Most Health Care Services, Restaurant Meals,

• Most Educational Services, Cleaning Products (e.g., Soaps, Detergents), Municipal Public

Transportation, Cell Phone Charges, Luggage, Briefcases, Bags, etc., Home Phone Services,

• Child Care Services, Cable TV Service, Books, Auto Insurance, Children’s Clothing, Home

Insurance, Children’s Footwear, Residential Rent, Clothing, Prepared Foods Sold for $4 or Less, Child Car Seats and Car Booster Seats, Newspapers, Vehicles and Parts, Radios, Stereos, CD Equipment and Accessories, Vehicle Repairs (Parts and Labour), TVs, DVDs and Accessories, Over-the-Counter Medication, Music Lessons, Crafting Supplies (Scissors, Yarn), Pharmacist Dispensing Fees, Home Maintenance Equipment (Lawnmowers, Snow Blowers, Sprinklers), Auto Rentals, Mortgage Interest Costs, Adult Incontinence Products, Refrigerators and Freezers, Feminine Hygiene Products, Prepackaged Computer Software, Diapers, Tailoring

Change in Taxable Status for Consumers — Examples

• Electricity, Personal Services (e.g., Hairstyling) Professional Services (e.g., Legal, Accounting

and Real Estate Fees and Commissions), Internet Access Fees, Tobacco, Heating Fuels, Gasoline

HARMONIZED SALES TAX - conclusion

No affect on Revenue- since GST rules apply Taxable expenses 6.56% decrease Non-taxable expenses 1.44% increase 1.44% increase applies to services and energy costs that were previously PST exempt MORE at our June quarterly meeting

Key due Dates

Q4 MIS – due May 31, 2010 ARR CAT Tool reporting – due June 7, 2010 Q4 Supplementary Reporting for Initiatives- due June 7th as well

Accreditation Update

Ray Applebaum

Break!

15 Minutes

MH LHIN Strategic Investments

Monita O’Connor

Chronic Disease s CHF/ COPD Chronic Disease s CHF/ COPD Hom e Care by CCAC Hom e Care by CCAC Adult Day Program s Adult Day Program s Specialize d Geriatric Outreach Specialize d Geriatric Outreach Psycho‐ geriatric Outreac h Psycho‐ geriatric Outreac h Home Help/ Maint. Home Makin g Home Help/ Maint. Home Makin g 24/7 Crisis Response to Mental Health & Addictio n 24/7 Crisis Response to Mental Health & Addictio n

Enhanced Palliative Enhanced Palliative

Objectives LOS ALC Admission Avoidance

Objectives ER Use Treatment Time

E R

Objectives Demand Right Persons 27 Homes 4,100 Beds

LTC H

CCAC Enhanced CCAC Enhanced Transitional Beds in Hospitals – 41 beds Transitional Beds in Hospitals – 41 beds MLC Restore ‐ 26 beds MLC Restore ‐ 26 beds ABI Outreach ABI Outreach

Capacity Enhancement in Home/Community

Transitional Capacity

CCAC $116M CSS $22M CMHA $28M

SDL 1,602 spaces SDL 1,602 spaces

Continenc e Mgmt 75+ Continenc e Mgmt 75+ NP’s In LTC NP’s In LTC Geriatri c System Mgmt. 75+ Geriatri c System Mgmt. 75+

Transportation

Enhance d Respite Enhance d Respite

MH LHIN Aging at Home Strategic Approach MH LHIN Aging at Home Strategic Approach

Right Care, Right Place, Right Time

Convalescent Program Post Inn ‐20 beds Convalescent Program Post Inn ‐20 beds

Dementia & Alzheimer ’s Outreach & Day Programs Dementia & Alzheimer ’s Outreach & Day Programs Urgent Falls Progra m Urgent Falls Progra m

Sheridan Villa Behavioural Unit ‐ 19 Sheridan Villa Behavioural Unit ‐ 19

Convalescent Care Program Post Inn Convalescent Care Program Post Inn

4,100 Beds @ 27 homes

Convalescent Care Program Post Inn Convalescent Care Program Post Inn Restore Program ‐ MLC Restore Program ‐ MLC 220 bed LTC Facility at Trillium West Toronto – 5.4%

4,100 Beds @ 27 homes

Dialysis at 2 homes Dialysis at 2 homes Behavioural Unit – Sheridan Villa Behavioural Unit – Sheridan Villa

Psychogeriatric Outreach ABI Outreach NP Program

Quality Improvement with OHQC – 8 Homes

Specialization Quality Improvement

MH LHIN MH LHIN – – Transformation of LTC Transformation of LTC Sector Sector

Pre‐LHIN LHIN – February 2010

Integration (CSS & CMHA with LTC Sector) Integration (with Hospitals & CCAC)

Transformation of CSS Sector to Focus on Frail Elderly Transformation of CSS Sector to Focus on Frail Elderly to Stay at Home Safely to Stay at Home Safely

High Risk Seniors (MAPLe 3+) Clients taken from Hospitals, Community and LTC Sectors Integral part of Joint Discharge Process in hospitals and CCAC All referrals from CCAC Higher Needs – MAPLe 3 Reduce LTC Demand

Pre-LHIN 2007/08 2010/11

CSS Performance Requirements Additional Performance Requirements

Expand to Support difficult cases in Hospitals and LTCHs; Clients assisted to avoid ER/Hospiital Reduce ALC

Objective: Right-size Capacity and Minimize Institutionalization (LTC and Hospital)

Reduce LTC/ER Demand Use of Care Giver Stress (CGS) Tool LHIN-wide Approach

$34.3M $51.3M (Estimate/Planning)

# Clients Balanced Budget Client Satisfaction

Other CSS

Supportive Housing

Most clients MAPLe 1,2s No 24/7 support Limited integration with hospitals

Adult Day Services

Most clients MAPLe 1,2s

Respite Care

Day-To-Day Caregiver Relief

Home Making/Maintenance

ABI

Residential with Community Outreach

Stand-alone Transportation Services

Client s 350 185

Other CSS

Reform of SH to Supports for Daily Living

Focus on Reducing LTC Needs 24/7; Integrated Approach LHIN-wide Mobile Capacity Extensive Interaction with Hospitals and CCAC

Adult Day Services

Support more “at risk” Seniors Enhanced Respite Care

Block of Time

ABI

Significant outreach to Hospitals and LTCHs

Integrated Home Making/Maintenance

Integrated Transportation

Client s 740 385 +270 +600

Support Higher Need “At Risk” Seniors Support Higher Need “At Risk” Seniors SILO Integrated Approach SILO Integrated Approach

How well have we performed?

LHIN Priorities With Respect to System Expectations

• Reduce ALC (Alternate Level of Care) in hospitals – 10% each year
• Reduce wait times in ED – 10 % each year
• Reduce ED visits for CTAS 4, 5 (less of a concern for MH LHIN)

How?

• All HSPs in LHIN have enhanced ALC/ER as their top priority too
• Community providers have stepped up to care for elderly with complex

needs

• Divert reliance on hospitals to service the needs of seniors and

for palliative care patients

• Integrated‐LHIN‐wide approach to investments
• Engagement of all HSPs to work in an integrated manner

Community Service Provider Portal Demonstration

Andrew Hussain Saib Baig

1. Background 2. The Team 3. Architecture 4. Oversight 5. Membership 6. Funding 7. Go Live Date

Fall of 2008 LHIN facilitated full day workshop

• CCAC
• Community Services Representation
• Physician
• Hospital
• Discharge Planner
• Mental Health & Additions
• MH LHIN: Director of Health Systems Development
• MH Regional CIO
• IBM
• Facilitator

Architecture

• Centralized Infrastructure
• One SLA @ CW CCAC
• MoU

with each agency

• Web Based Access
• Full Mobility
• Secured Connectivity
• One Mail

Infrastructure THC Portal iCARE CSP Websphere W eb Based Access

DRAFT Participation on the Governance Body for both LHINs

• MH LHIN & CW LHIN ( 2 representatives –

1 from each LHIN)

• MH CCAC & CW CCAC (2 representatives –

1 from each LHIN)

• MH & CW Community Support Services –

(2 representatives – 1 from each LHIN representing the CSS Sector)

• Hospitals –

( 5 representatives – 1 representative per hospital)

• Long Term Care Homes –

( 2 representatives – 1 from each LHIN)

• Mental Health and Addictions –

(2 representatives – 1 from each LHIN)

• Business Lead for the CSP Portal

DRAFT Total # of representatives on the governance body - 16

CW & MN LHIN Ops metrics and reports Third Party Software Vendors THC Technology infrastructure, IT Operations CSP End User CSP Business Lead Service, Accountability and Escalation Issues & Change Management CSP Business Steering Committee User Requests CSP User Group Formal Agreements held by CW CCAC on Behalf of CSP Business

DRAFT Oversight Model

Functioning Principals

• Should be made available to every agency in order to increase value and have

information accessible that is valuable to all

• Fair and Equitable Access for ALL
• Adoption must be shown

Number of Organizations – MH LHIN

• MH Community Care Access Centre - 1
• Community Support Services – 34
• Hospitals - 3
• Long Term Care Homes - 26
• Mental Health and Addictions - 12

Total # of possible participating organizations - 76

Costing Principals

• Fair and Equitable Access for ALL
• Each MH & CW LHIN funded organization has a chance to participate
• No one is excluded
• LHIN Subsidized
• Will not be cost prohibitive
• Working with the Finance departments from both CW and MH LHIN
• Final approval is the LHIN CEOs

Go Live………

Questions?

Community Services Provider Portal

An Overview of the Demo Site

Project Sponsors: Ray Applebaum - CEO, Peel Senior Link Andrew Hussain - Regional CIO – MH & CW LHIN

Community

Community

Questions / Comments

COMMENTS / QUESTIONS?