Lessons Learned: Integration Case Studies from the Community Health - PowerPoint PPT Presentation

Lessons Learned: Integration Case Studies from the Community Health Sector SPEAKERS – MAY 21, 2015 Andrea Abbott-Kokosin Executive Director, Breaking Down Barriers Independent Living Resource Centre On The North Simcoe Muskoka Community Support Services Collaborative Don Seymour, Executive Director, CMHA Middlesex On the merger of CMHA London, WOTCH and Search Presented by Community Health Ontario

About Community Health Ontario The strategic partnership of Community Health Ontario believes that the sustainability of Ontario’s health care system depends on our ability to keep Ontarians healthy and avoid the need for more costly care models. We envision strong community-based services that are integrated, coordinated, efficient and better able to partner, focus on the social determinants of health and are coordinated with the long-term care and acute care systems.

Integration Resources Website An online repository of resources designed to help community health organizations survive and thrive in the world of integration pressures and opportunities. www.integrationresources.ca

The North Simcoe Muskoka Community Support Services Collaborative Andrea Abbott-Kokosin Executive Director, Breaking Down Barriers Independent Living Resource Centre

The North Simcoe Muskoka Community Support Services Collaborative Lessons Learned: Integration Case Studies from the Community Health Sector May 21, 2015 Andrea Abbott-Kokosin Executive Director, Breaking Down Barriers Independent Living Resource Centre and Co-Chair, NSM CSS Collaborative

Wh What at is is th the c e col ollabor laborati ative? e? The NSM CSS Collaborative is a group of agencies who provide community support services in the NSM LHIN region. These agencies all receive LHIN funding as well as funding from other sources. The agencies provide a wide range of services to adults with ongoing community needs. Services include meals, transportation, disability assistance, supportive housing and more. Agencies range from small to large and some are provincial or national.

A brief history:  2004 – the group was founded and called the NSM CSS Coalition, 23 agencies joined, some operating processes and procedures were developed. The coalition created networking opportunities, joint problem solving and linkages to other health system partners  2007 – LHINS assumed responsibility for health system planning  2008 - Recognizing the complexity and diversity of community services and the agencies providing those services, and with a growing awareness of the key role community agencies play in keeping people healthy and safe in their home and communities, the NSM LHIN provided funding to the CSS Collaborative to support the development of sector-driven solutions for back office functions and health human resources planning.  LHIN offered 6 months of funding to support CSS sector to develop a plan and in 2009/2010 the Coalition hired consultants to assist with a capacity building study

The Capacity Building Study: Phase 1 Conduct an organizational review of the NSM CSS Coalition and make recommendations for enhancing and improving the structure and processes to improve effectiveness Phase 2 Develop a comprehensive strategic Human Resource Management Plan “the People Plan” to provide strategies and action plans to attract and retain an engaged workforce among the member agencies Phase 3 Provide support services to enable the coalition and its agencies to successfully implement the changes embedded in the goals in phases 1 & 2

Recommendations from the Study and Results Recommendation Result Change the name Changed to North Simcoe Muskoka Community Support Services Collaborative Replace steering committee with “Council” Collaborative is now led by a 10 member council consisting of 5 senior staff and 5 governors, elected to represent the voice of the NSM CSS Sector Adopt a new organizational structure Changed from a coalition to a collaborative with a formal MOU, membership fees and clear expectations of members Develop terms of reference Terms for collaborative and council developed Look for funding to hire a “sector December 2012 – June 2014 funded by coordinator” LHIN then 2013 – 2016 funded by OTF, coordinator in place and admin staff in place

Successes /Achievements  Website in development for the CSS Sector linking to each individual website and nsmhealthline.ca  Pilot project with 211 for one point of access to CSS for primary care, to be rolled out further once effectiveness measured  Developed an orientation handbook to the collaborative for new staff or board members  Conference for senior staff and board members in March 2014  Joint strategic planning training session with NSM LHIN March 2015  Joint training regarding AODA, MSAA Compliance for all member agencies  Difficult to serve project  Joint marketing of employment opportunities in CSS Sector in NSM  CSS represented at LHIN councils, working groups, Leadership Council and Health Links  Those reps report back to full group via written report template or in person at quarterly meetings so that everyone is in the loop but not everyone has to participate in multiple groups to keep informed  Developed an “elevator speech” to describe the collaborative that every member uses  Board members of member agencies sit on LHIN Governance Council  One member agency co-chairs the In Home and Community Capacity Council of the LHIN with the CCAC  Joint quality improvement project

Benefits  New staff or Board members can be mentored by seasoned member agencies  Provides a wide health system education and orientation to the sector  LHIN has one point of contact with the sector rather than having to communicate or request participation from each individual agency  Not all members have to join every initiative or working group as staff who do join commit to sharing information back with the full group  CCAC, LHIN and other sectors attend meetings as guest as they are able to reach our whole sector at one meeting

Challenges  We are very good at meeting and sharing but when it comes to big initiatives, individual agency capacity can impact a member agency’s ability to participate  Readiness of individual Boards to collaborate and eliminate silos and to allow their senior staff to take on a leadership role on the council of the collaborative

What’s next? • On May 22, 2015 the collaborative will hold a strategic planning day and work to align the strategic plan with the MOH and LHIN priorities and to help individual agencies to align agency strategic plans with LHIN and MOH priorities • Hold a third regional conference based on emerging issues/needs of the sector • Evaluate recruitment strategies and fine tune as necessary • Evaluate and possible expand South Georgian Bay 211 pilot project • Develop database of resources for CSS sector (facilitators, HR experts, etc) • Investigate future on-going funding for sector coordinator/administration staff • Launch and maintenance of NSM CSS web site • Produce marketing resources with common look/feel that can be utilized by agencies

Andrea Abbott-Kokosin, Co-Chair 705 445-1543 ext. *300 executivedirector@breakingdownbarriers.ca Wayne Yuristy, Sector Coordinator way23@live.ca Debbie Carey, Administration 705 445-1543 ext. *221 nsmcss@breakingdownbarriers.ca

On the merger of CMHA London, WOTCH and Search Don Seymour Executive Director, CMHA Middlesex

Context • Three organizations: – Search Community Mental Health Services • 400 persons served, Budget: 1.0 Million Dollars, 14 FTE’s – CMHA London-Middlesex • 600 persons served, budget: 4.1 million dollars, approximately 40 FTE’s – WOTCH Community Mental Health Services • Approximately 1400 persons served, budget: 13 million dollars, 200 FTE’s • Three organizations amalgamated into a new corporation under the CMHA banner: CMHA Middlesex

How We Got There • South West LHIN called a meeting of three CMHA Branches and WOTCH to discuss possible integration(s). • LHIN articulated displeasure at the lack of concrete ideas and cooperation at the meeting. • WOTCH approached CMHA LM to discuss amalgamation. The same week Search called WOTCH to discuss amalgamation. • We informed the LHIN of our discussions and the LHIN convened a table of all three organizations with Board reps (including LHIN) and EDs. • Process began formally in February 2012 with official amalgamation in February 2014.

Scope of CMHA Middlesex Organization Operates 24/7 365 days per year. • Persons Served* – Total: 2,012 Urban: 1,578 Rural: 434 – My Sisters’ Place: 1,090 unique individuals on a yearly basis. Averaging between 140-160 women per day. – Coffee House: No statistics regarding unique individuals. Averaging 272 individuals daily. • Total Number of Employees/FTE’s – Total: 325 (approx) FTE’s – 260 (approx) • Total Service Locations – Owned: 36 – Leased/Rented/In Kind: 10 *Note: many clients access one or more programs in each location and may access programs in multiple locations.

Geographic Scope of CMHA Middlesex Geographic area of 7120 square kilometers. Total population approximately 500,000.