Neurobehavioural Model Key Neurobehavioural Model Key Components Components � Integrates Cognitive and Behaviour needs into physical Integrates Cognitive and Behaviour needs into physical � care routines. Specially trained Neurobehavioural Neurobehavioural care routines. Specially trained Support Workers (Client Programme Facilitators) Support Workers (Client Programme Facilitators) � Clients have Clients have limited limited ability to direct own care ability to direct own care � � Goal oriented Goal oriented � � Client Focused Client Focused � � Behavioural/Functional/Empirical approach to Behavioural/Functional/Empirical approach to � Care/Rehabilitation Care/Rehabilitation � Promotes Independence Promotes Independence �
� Basic guiding principles Basic guiding principles : : � � Clients need structure Clients need structure � � Clients need consistency Clients need consistency � � Clients need engagement Clients need engagement �
Seniors’ ’ Programme Seniors Programme Purpose: To Increase Community Capacity to Purpose: To Increase Community Capacity to support seniors with ABI. To help address support seniors with ABI. To help address ER/ALC pressures. ER/ALC pressures. Components: Components: � Behavioural Consultation and ABI education Behavioural Consultation and ABI education � � Seniors Day Programming Seniors Day Programming � � Staff Augmentation Staff Augmentation �
Seniors’ ’ Stats Seniors Stats � Funding Approval January 2009 Funding Approval January 2009 � � First Referral March 2009 First Referral March 2009 � � Number of Referrals Number of Referrals – – 16 16 � � Number of ALC/Hospital Referrals Number of ALC/Hospital Referrals – – 6 6 � � Number of LTC Referrals Number of LTC Referrals – – 7 7 � � Number of Community Referrals Number of Community Referrals – – 3 3 � � Number of ALC Transitions Number of ALC Transitions – – 1 (one on the way) 1 (one on the way) � Number of LTC Transitions – – 1 1 � Number of LTC Transitions � � Number of Aging at Home Clients Number of Aging at Home Clients - - 2 2 �
Case Study Case Study � Background/Rehab. History Background/Rehab. History � � PHABIS Seniors PHABIS Seniors’ ’ Programme Involvement in Programme Involvement in � LTC LTC � Larger Service System Resource Mobilization Larger Service System Resource Mobilization � � 3 Month Assessment Period 3 Month Assessment Period - - PW PW � � Transition to Assisted Living Transition to Assisted Living � � Assessment regarding gradual return to home Assessment regarding gradual return to home �
Highlights Highlights � Client Mobility due to incomplete rehabilitation Client Mobility due to incomplete rehabilitation � � Need for flexibility in terms of staffing resources Need for flexibility in terms of staffing resources � � Larger System Problem Solving Larger System Problem Solving � � Limitations of LTC legislation, philosophy of Limitations of LTC legislation, philosophy of � care and resources care and resources � Functional Rehabilitation/Skill focused Functional Rehabilitation/Skill focused � approach (Recognizing Rehab. Potential) approach (Recognizing Rehab. Potential) � Long Term Residential bed opening Long Term Residential bed opening �
Shared Spaces Conference Ian Stewart Executive Director ADAPT
Co-Location Project • Promote service integration with access to a range of services under one roof • Include services to address housing , employment, family and financial supports • Share resources, reduce overhead
Who’s at the Table • 7 Mental Health and Addiction programs: • ADAPT • CMHA Halton • PAARC • Support and Housing Halton • Schizophrenia Society of Ontario • Summit Housing and Outreach • STRIDE • Project Management – DTZ Barnicke
Primary care Close to public transportation MH&A MH&A Physically accessible Centralized Information / Referral & Intake Offices Offices Comfortable, Soc With With waiting space w/ ‘drop Serv private areas ‘drop down’ Meeting down’ Meeting space space Soc MH&A MH&A Serv ‘Green space’- Childcare / Retail/ Children’s Community Garden Cafe services
Shared Space Forum Sept. 18 th Forum – 100 people attended • • Presentations from successful projects • Peel Human Services • Toronto Centre for Social Innovation • Family Violence Project for Waterloo Region • Lang Farms
Moving forward • Participants identified: • Value of shared space • Current need • Vision of the Possibilities • Increased interest in the project • If interested in finding more information, please contact Ian at istewart@haltonadapt.org
Mississauga Halton LHIN Quality Network Angela Jacobs Senior Lead, Performance and Integration
Membership: • Co-Chaired by: Bill MacLeod and Susan Kwolek CVH • Representatives from all of our funded healthcare sectors: • LTC Homes • Hospitals • CCAC • CSS – Lorena Smith – Senior Life Enhancement Centre • Joanne Bamford – March of Dimes • Mental Health – Charlene Winger – North Halton Mental Health Clinic and Radhika Subramanaya CMHA Halton • Addictions – was Carol Wilkinson CVH – looking for a new member
Several Deliverables: • Amongst many deliverables, I require your assistance for: • Inventory of Quality Projects in MH LHIN • Inventory of Quality Resources in the LHIN • Completed for hospitals and now need other sectors • Think about what your organization is doing and what sort of skill sets your staff have. • I will be e-mailing out a template to all our CSS and MH&A HSPs shortly.
Learning about:
About the Triple Aim Initiative • The Triple Aim is a new international learning initiative from the Institute for Healthcare Improvement (IHI) • IHI is an independent not-for-profit organization helping to lead the improvement of health care throughout the world. • Founded in 1991 and based in Cambridge, Massachusetts. • IHI works to accelerate improvement by building the will for change, cultivating promising concepts for improving patient care, and helping health care systems put those ideas into action.
“No Needless List” • IHI works with health professionals across the world to accelerate the measurable and continual progress towards the health care system objectives related to: Safety, Effectiveness, Patient-Centeredness, Timeliness, Efficiency, and Equity. This is called the "No Needless List": No needless deaths No needless pain or suffering No helplessness in those served or serving No unwanted waiting No waste No one left out
Quality and Patient Experience Triple Aim: The Simultaneous Pursuit of • Population Health, • Enhanced Individual Care, and • Controlled Costs for a Population
How Not to Do It…
The Triple Aim IHI believes that new designs can and must be developed to simultaneously accomplish three objectives, or aims Improve Population Health Enhance Reduce, or control, Patient Experience per capita cost (e.g. quality, access) of care
Current Triple Aim Sites
Triple Aim is a System of Improvement:
Triple Aim Design Components:
Design of a Triple Aim Enterprise Define “Quality” from the perspective of an individual member of a defined population PH Patients and families The “Triple Aim” Definition of E $ primary care Health care Public health Integration Social services Per capita System-Level cost reduction Metrics Population health management 1
Concept of “Macro-Integrator”
Triple Aim Interest is Growing in Ontario • In Ontario great interest from The Change Foundation and The Centre for Healthcare Quality Improvement (CHQI) and the LHINs. • Central East LHIN the pioneer in exploring Triple AIM concepts: • Save 1,000,000 hours spent by patients in hospital emergency departments by 2013 • Reduce impact of vascular disease by 10% by 2013 • All LHINs are now considering / using / applying (to varying degrees) the triple AIM concept • Most LHINs are involved in further training with IHI
We have always implicitly Triple Aim without knowing and acting on it explicitly… Triple Aim Triple Aim Themes Themes • Population health • Involving families Our Vision and caregivers • Partnerships with A seamless health system for our other sectors • Self-management communities – promoting optimal health and delivering • Self-management • Improving the high quality care when and patient experience in where needed. • Measuring the access & quality patient experience in access, quality & • Integration equity • Measurement
MH LHIN Strategic Directions Improving Access, Quality and Improving Access, Quality and Focused on Population Health Focused on Population Health Sustainability of the Health System Sustainability of the Health System Integrated Integrated Prevention and Management Prevention and Management Accessible Accessible of Chronic Conditions of Chronic Conditions Person Centred Person Centred Integrating Mental Health Integrating Mental Health Effective Effective and Addiction Services and Addiction Services Safe Safe Enhancing Seniors’ Health, Enhancing Seniors’ Health, Efficient Efficient Wellness and Quality of Life Wellness and Quality of Life Appropriately Resourced Appropriately Resourced Strengthening Primary Health Care Strengthening Primary Health Care Attributes of a high performing health system
Strategic Directions Population Health Improving Access, Quality and Improving Access, Quality and Sustainability of the Health System Focused on Population Health Sustainability of the Health System Focused on Population Health Patient Experience Prevention and Management Prevention and Management of Chronic Conditions Integrated of Chronic Conditions Integrated Accessible Accessible Integrating Mental Health Integrating Mental Health and Addiction Services Person Centred and Addiction Services Person Centred Effective Effective Enhancing Seniors’ Health, Enhancing Seniors’ Health, Wellness and Quality of Life Safe Wellness and Quality of Life Safe Cost Control Strengthening Primary Health Care Strengthening Primary Health Care Efficient Efficient Appropriately Resourced Appropriately Resourced
MH LHIN Focus • Looking at Opportunities to integrated the Triple AIM concepts into our work vis-a-vis the IHSP • Start small – pick a few existing initiatives to incorporate the concepts
MH LHIN Finance Update Paulette Zulianello Senior Lead, Funding and Allocation
OHRS Phase 3 - MIS Q2 reporting due Oct 30th • Test environment Sept 14 – 30 th • Production environment Oct 2 – 30 th • CSS OHRS volunteer mentors • Fee for Service resources
• Front End Excel tool to enable Quarterly WERS Reporting • Brings together the CAP’s budgets and Schedule “E” into one report. • Access your specific information more easily (No more endless scrolling through worksheets) • Automated forecasting and analysis • Edit checks built in
Ministry Report Populated from UPLOAD Transition File from HSP EXPORT UPLOAD CAT Transition Flat File.xls DOWNLOAD Data Only The Health Service Provider input (YTD DOWNLOAD Actual directly into to LHIN the CAT model IMPORT CAT Transition Flat File.xls Data Only HSP to LHIN Process Flow
New: Automated Forecasting • HSP can select from a “menu” of forecast methods • Allow for manual forecast input or one time entry in a forecast • YOUR Forecast
What if I See this Error Message?
Sept 15 th E-mail 1)GENERAL INSTRUCTION SETUP Create a new folder on your computer or network where you will be saving your Quarterly reports as required in your MSAA agreement. Give the folder any name you prefer. Within this folder create 3 additional folders named: Q2, Q3, and Q4. 2) EXCEL V2003 OR V2007 MACRO SETUP 3) ILLUSTRATED FOLDER CREATION
MHLHIN Training Sessions: • Wed. Oct 21 (CSS) • Wed. Oct 28 (SH and CMH&A) • 9am to 12 MHLHIN Large Boardroom • not quite 1/2 Registered to date • Bring your own memory stick, keyboard and mouse
In Year Re-allocations • Q3 WERS (CAT Tool) reporting deadline Feb 5, 2010 (Too late for CSS in-year recoveries) • Year-end forecast (A@H and remainder) by Dec. 15 • Must identify expected year-end surpluses early to avoid Ministry recoveries
Break! 10 Minutes
MH LHIN Strategic Priorities Narendra Shah COO, MH LHIN
Mississauga Halton LHIN Integrated Health Service Plan 2010 - 2013 September 2009 We will move towards A seamless health system for our communities – promoting optimal health our vision … and delivering high quality care when and where needed. Transform the health system , improve outcomes, and ensure sustainability with a focus on: By focusing on health system priorities… Access & Sustainability Prevention & Management Integrating Mental Enhancing Seniors’ Primary Health (ER Wait Times & ALC) Chronic Conditions Health & Addictions Health, Wellness, Care (Diabetes, CKD) Quality of Life That meet the diverse Access to Improved Timely Efficiency & Improved primary health population’s needs for … health access affordability outcomes care Service Transformation & Performance Delivery Integration Improvement � What Transform community capacity Reduce ER treatment time so people receive the services and provide alternate care Improve quality of care and they need, where they need them, options patient satisfaction when they need them By Health Service Improve appropriate use of Improve access to integrated Providers delivering, hospital beds by providing diabetes services Drive results through information discharge options for ALC and transparency of reporting integrating, and patients Improve access to integrated improving services … mental health and addiction � Aging at Home services Prevention and promotion are an Meet performance standards and intrinsic part of the health care hold each other accountable � How Investments experience Improve transitions from acute to community care � Hospitals (PCOP) Improve access to primary Improved access to specialized health care services across the LHIN Through enablers that will Engaged public about Health Human Capacity Partnerships for E-Health Transportation Increase Collaboration their personal health Resources support our success … Partner broadly to improve We will Engage communities and providers to Value the skills and talents seek their feedback to shape and of the healthcare workforce health and quality of life in work together as a our LHIN residents improve the health system system …
Service Delivery Reduce ER treatment time and provide alternate care options By Health Service Providers delivering, Improve appropriate use of hospital beds by integrating, and providing discharge improving options for ALC patients services … Prevention and promotion are an intrinsic part of the health care experience Improve access to primary health care
Service Delivery � Enable hospitals to Reduce ER treatment time and provide focus on their core alternate care options By Health Service services Providers � Improve & increase delivering, Improve appropriate use of hospital beds by community sectors integrating, and providing discharge capacity improving options for ALC patients services … Prevention and promotion are an intrinsic part of the health care experience Improve access to primary health care
Service Transformation & Delivery Integration Transform community Reduce ER treatment capacity so people time and provide receive the services they alternate care options need, where they need By Health Service them, when they need Providers them delivering, Improve appropriate use of hospital beds by integrating, and Improve access to providing discharge improving integrated diabetes options for ALC services patients services … Improve access to Prevention and integrated mental health promotion are an and addiction services intrinsic part of the health care experience Improve transitions from acute to community care Improve access to primary Improved access to health care specialized services across the LHIN
Service Transformation & Delivery Integration Transform community Reduce ER treatment capacity so people time and provide receive the services they alternate care options need, where they need By Health Service them, when they need Providers them delivering, Improve appropriate use of hospital beds by integrating, and Improve access to providing discharge � In both improving integrated diabetes options for ALC services patients services … community sectors & in Improve access to Prevention and hospitals integrated mental health promotion are an and addiction services intrinsic part of the health care experience Improve transitions from acute to community care Improve access to primary Improved access to health care specialized services across the LHIN
Service Transformation & Delivery Integration Transform community Reduce ER treatment capacity so people time and provide receive the services they alternate care options need, where they need By Health Service them, when they need Providers them delivering, Improve appropriate use of hospital beds by integrating, and Improve access to providing discharge improving integrated diabetes options for ALC services patients services … Improve access to Examples: Prevention and integrated mental health promotion are an � Cardiac and addiction services intrinsic part of the � Vascular health care experience � Regional Geriatrics Improve transitions from � Common acute to community care Improve access to assessment for primary Improved access to SDL health care specialized services across the LHIN
Service Transformation & Performance Delivery Integration Improvement Transform community Improve quality of care Reduce ER treatment capacity so people and time and provide receive the services they patient satisfaction alternate care options need, where they need By Health Service them, when they need Providers them Drive results through delivering, Improve appropriate information and use of hospital beds by integrating, and transparency of reporting Improve access to providing discharge improving integrated diabetes options for ALC services patients services … Meet performance standards and hold each Improve access to other accountable Prevention and integrated mental health promotion are an and addiction services intrinsic part of the health care experience Improve transitions from acute to community care Improve access to primary Improved access to health care specialized services across the LHIN
Service Transformation & Performance Delivery Integration Improvement Transform community Improve quality of care Reduce ER treatment capacity so people and time and provide receive the services they patient satisfaction alternate care options need, where they need By Health Service them, when they need Providers them � Applies to all providers Drive results through delivering, Improve appropriate information and use of hospital beds by integrating, and transparency of reporting Improve access to providing discharge improving integrated diabetes options for ALC services patients services … Meet performance standards and hold each Improve access to other accountable Prevention and integrated mental health promotion are an and addiction services intrinsic part of the health care experience Improve transitions from acute to community care Improve access to primary Improved access to health care specialized services across the LHIN
Service Transformation & Performance Delivery Integration Improvement Transform community Improve quality of care Reduce ER treatment capacity so people and time and provide receive the services they patient satisfaction alternate care options need, where they need By Health Service them, when they need Providers them Drive results through delivering, Improve appropriate information and use of hospital beds by integrating, and transparency of reporting Improve access to providing discharge improving integrated diabetes options for ALC services patients services … Meet performance standards and hold each Improve access to other accountable Prevention and integrated mental health promotion are an and addiction services intrinsic part of the health care experience Improve transitions from acute to community care Improve access to primary Improved access to health care specialized services across the LHIN
Mississauga Halton LHIN Integrated Health Service Plan 2010 - 2013 September 2009 We will move towards A seamless health system for our communities – promoting optimal health our vision … and delivering high quality care when and where needed. Transform the health system , improve outcomes, and ensure sustainability with a focus on: By focusing on health system priorities… Access & Sustainability Prevention & Management Integrating Mental Enhancing Seniors’ Primary Health (ER Wait Times & ALC) Chronic Conditions Health & Addictions Health, Wellness, Care (Diabetes, CKD) Quality of Life That meet the diverse Access to Improved Timely Efficiency & Improved primary health population’s needs for … health access affordability outcomes care Service Transformation & Performance Delivery Integration Improvement Transform community capacity Reduce ER treatment time so people receive the services and provide alternate care Improve quality of care and they need, where they need them, options patient satisfaction when they need them By Health Service Improve appropriate use of Improve access to integrated Providers delivering, hospital beds by providing diabetes services Drive results through information discharge options for ALC and transparency of reporting integrating, and patients Improve access to integrated improving services … mental health and addiction services Prevention and promotion are an Meet performance standards and intrinsic part of the health care hold each other accountable experience Improve transitions from acute to community care Improve access to primary Improved access to specialized health care services across the LHIN Through enablers that will Engaged public about Health Human Capacity Partnerships for E-Health Transportation Increase Collaboration their personal health Resources support our success … Partner broadly to improve We will Engage communities and providers to Value the skills and talents seek their feedback to shape and of the healthcare workforce health and quality of life in work together as a our LHIN residents improve the health system system …
Performance Highlights Aging At Home Investments 2008/09
Performance Highlights 1. Overall, the initiatives had a positive impact in meeting the intent of the Aging at Home Strategy. 2. Many of the initiatives are innovative such as Restore SDL and use of ABI expertise to manage difficult behavioural cases. These new initiatives undoubtedly take time to gain momentum.
Performance Highlights 3. The LHIN’s transformation journey of right care in the right place at the right time is a cornerstone to an effective patient flow strategy. This major shift in focus has just begun. Right Right Right Time Person Place • Maple Scores • Common Assessments Used • High Needs Prioritized
Performance Highlights cont… 4. The LHIN used the Aging at Home agenda to begin a major transformation of all sectors to provide integrated care. For hospitals, it meant a major re-orientation of discharge planning to “home first”. Waiting at home or a transitional setting is an optimal solution for many hospitalized seniors who need post hospital care for a number of reasons: A reduced risk for hospital acquired infections • A reduced risk for hospital associated de-conditioning • The option to wait for a preferred choice of Long Term Care • Time to optimize functioning post-acute hospitalization prior to • making permanent major housing decisions Home provides the best environment to experience the • significant life transition of moving to (in most situations) your final residence, a nursing home.
Challenges • Slow start • Referrals & hand-offs – need to improve! • Communication of new investments critical – what to access when & how? • Expect better performance for all in 2009/10
Discussion Using “World Café”
World Café • Select a scribe for your table. Don’t worry – you won’t have to present – just write! • For the next 15 minutes, discuss the question on the next slide (also typed on the piece of paper being handed out). • Make notes during this time period. • At the end of 15 minutes (time will be called) everyone EXCEPT the scribe moves to other tables. Mix it up! • The scribe reads out the notes they took and the discussion will continue. • Scribe to take more notes on the discussion. • The paper will be handed in to the LHIN for consolidation. • Move back to your original table.
Café Question: • Most of the MH LHIN new investments over the last couple of years has been used to fund community capacity. • What still needs to be done in the community to facilitate improved access and flow of clients to services they need?
MH LHIN Accreditation
MH LHIN Accreditation Update Narendra Shah COO September 25, 2009
Why Accreditation? • MH LHIN considers it as an important element of overall quality improvement focus • Continuous quality improvement should be all providers core mandate • All sectors are subject to province-wide accreditation except the CSS and CMHA sectors • MH LHIN considered it important enough to make it part of the signed M-SAA. The M-SAA states: “That all HSPs engage with an Accreditation body (provincial or national) with accreditation status to be completed by March 31, 2011.”
Progress Made by Metamorphosis • Metamorphosis, as a representative of the CSS and MH&A HSPs volunteered to co-ordinate the investigation into accreditation bodies, consult with MH LHIN HSPs and recommend a process to be followed to ensure accreditation. • They met with LHIN staff several times and presented their recommendations on September 17, 2009.
MH LHIN Agreement in Principle • Accreditation timeline will run from October 1, 2009 to September 30, 2013 using a phased-in approach for our HSPs, due to accreditation capacity. • There will be additional training for those HSPs who have never been accredited. This training will be offered by OCSA and non- accredited HSPs will be required to participate in at least one course before March 31, 2011. By March 31, 2010, HSPs are required to select a reputable • accreditation agency that includes within its accreditation process a leadership and governance review. • By this date, the HSPs are required to submit a letter to the LHIN detailing their timeline for accreditation and indicating if and when they will be participating in OCSA training.
MH LHIN Financial Commitment • Subject to finalizing costs (one-time and base), in principle, based on the estimates tabled by the group, the Metamorphosis group, LHIN agrees to fund the cost of accreditation • Once the letter and timeline has been accepted by the LHIN, the M-SAA agreement will be modified and funding for the accreditation process will be flowed to the HSP. • A pool of “one-time” money will be created, funded by the MH LHIN, to support the additional training required for those HSPs who need it throughout the accreditation timeframe.
Accreditation Update Metamorphosis/OCSA/SHRTN
Purpose • In support of the MH LHIN’s strategy to encourage a ‘voluntary commitment to self improvement by HSP’s through an accreditation process’ – John Magill, June 5, 2009 and M ‐ SAA Obligation: develop a collaborative multi ‐ year plan to support and build capacity for HSP’s (of all sizes) to achieve accreditation
Action Steps • Accreditation session held June 5th • Communiqué circulated to all CSS/MH&A providers • Press release circulated August 1 st to announce the launch of the June 5 th presentations on the OCSA website • Communication with accreditation bodies (one organization offered a reduction for multiple agencies) • Reps from Metamorphosis, OCSA, and SHRTN met with the MH LHIN (C.A.O. and Senior Performance staff) August 12 th
Action Steps continued…. • Metamorphosis network forum Sept. 9 th • Presentation of endorsed multi ‐ year plan to MH LHIN September 17th • Announcement of Metamorphosis multi ‐ year plan approval by MH LHIN at Q2 meeting September 25 th • Suggested to announce multi ‐ year plan at Governance to Governance session Sept. 30th
Principles…Continued • Sectoral surpluses identified as at December 31 st effective 2009 will be considered for allocation in support of the approved multi ‐ year allocation plan • Freedom of choice of HSP’s to select an accreditation body (provincial or national), utilizing amongst other tools, the Metamorphosis criteria guidelines
Road Map – Key Elements • Multi ‐ year phased approach for all CSS/MH&A HSP’s reflecting capacity/realities of existing accreditation bodies (provincial/national) including new policy of 5 year requirement for CCAC contracted providers • Utilizing Benchmarks of Excellence as a transition to Accreditation • Support for ongoing capacity building for HSP’s, e.g. quality leadership circles, and workshops • OCSA/SHRTN/Ontario Health Quality Council
Metamorphosis Multi ‐ Year Accreditation Plan Framework • 4 year plan (October 1, 2009 – September 30, 2013) • 43 HSP’s to identify utilization of: Participating in Benchmarks of Excellence (approx. 2 ‐ 5 months) Skill Development Workshops through Capacity Builders Participating in Accreditation Leadership Circles Identify timeline and selection of accreditation body by no later than March 31, 2010
Quality & Accreditation Learning Proposal • Two sources of resources from MH LHIN 1.Accreditation fees to base budget for HSP’s 2.Multi ‐ year learning resources to support and build capacity for accreditation plan facilitated by Metamorphosis & its partners
Quality and Accreditation Learning Proposal Mississauga Halton LHIN Community and Home Care Agencies • Benchmarks of Excellence for the Community Support Sector • Quality and Accreditation Leadership Circles: Developing Peer Coaching Groups • Accreditation Skills Development Workshops
Benchmarks of Excellence for the Community Support Sector • Benchmarks of Excellence for the Community Support Sector is a process that looks at the health of the whole organization including clarity of purpose, producing results, optimizing resources, ensuring accountability, building collaborations, nurturing innovation and responsiveness and providing a positive and productive work environment. • The formal assessment will be coordinated and facilitated by Capacity Builders. • Cost per agency ‐ $3500
Quality and Accreditation Leadership Circles: Developing Peer Coaching Networks • Quality and Accreditation Leadership Circles (QALC) is based upon the recognized educational process of Action Learning whereby the participant studies their own actions and experience in order to improve performance. Action Learning includes ongoing, highly focused meetings among small groups of peers each of whom is committed to meeting real ‐ life challenges or goals – and learning at the same time. Using this model, Quality and Accreditation Leadership Circles will bring together senior staff responsible for quality management and accreditation from each participating MHLHIN agency into facilitated peer coaching groups of 8 participants who will learn and help each other in incorporating accreditation expectations into their organizations. • Cost for establishing and creating each QALC ‐ $2400.
Accreditation Skills Development Workshops • C a pacity Builders will offer 4 full day open registration workshops on skills and knowledge that will support and assist community and home care agencies with the accreditation process and implementation of outcomes. Program topics could include Quality 101, Change Management, Project Management, Process Management, Performance Metrics and Communication Skills. Cost ‐ $149 per participant per workshop. Minimum 20 participants.
Plan Benefits Overall Multi ‐ Year Leadership Circles Benchmarks of Skills Development Plan Excellence Workshops • Provide HSPs with • Expert advice at • Survey forms • Workshops on adequate time to lower costs completed by skills and comply • Sharing of work to boards, staff, and knowledge that • Assist and support reduce time and volunteers support HSPs with HSPs in acquiring energy • Forms analyzed by accreditation accreditation status • Provide support, trained and process and • Acquire financial networking and experienced implementation of support from the encouragement for consultant outcomes MH LHIN for organizational • HSPs provided • Topics include: ongoing direct costs change with written report quality, associated with • Tested and proven and consultant change/project/pro accreditation and group process briefing session cess management, organizational • Leverages with Board and performance preparation expertise of staff to review metrics, and • Create a culture of resources of findings and communication mutual support Capacity Builders facilitate plan skills
Next Steps • Present final results at the MH LHIN quarterly meeting on September 25 th • Survey with HSPs to identify draft timeline, accreditation selection, and support
Recommend
More recommend
