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140 Allstate Parkway Suite 210 Markham, ON L3R 5Y8
905-948-1872 1-866-392-5446 www.centrallhin.on.ca
CENTRAL LHIN
CEO REPORT
CORRESPONDENCE
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Table of Contents 1.0 MINISTRY OF HEALTH AND LONG-TERM CARE August 3, 2010 Letter from Allison Stuart and Dr. Michael Gardam - Transition of RICNs to Ontario
Agency for Health Protection and Promotion (Appendix 1.1) August 6, 2010 Letter from Tim Burns – 2010 Occupancy Based Funding Program (Appendix 1.2) August 16, 2010 Letter from Minister Deb Matthews – Harmonized Sales Tax – “Pay and Rebate” Model
(Appendix 1.3) 2.0 LHIN –WIDE July 2010 LHIN Shared Services Newsletter – The Blueprint (Appendix 2.1) July 2010 Ontario BSS Project- Volume 1 - Issue #5 (Appendix 2.2) August 2010 Ontario BSS Project- Volume 1 - Issue #6 (Appendix 2.3)
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July 2010
Welcome to the summer edition of The Blueprint. I hope that you will find within the pages of this newsletter, helpful information that keeps you informed about the strategic initiatives we are
undertaking in support of the LHINS. The LSSO is changing the way we do business. We have made great progress in improving our internal processes and we will keep building on these enhancements in the approaching months. Some LSSO and LHIN staff are participating in a Lean Six Sigma exercise. They are reviewing all of our interactive-financial and contract management systems and our core processes to streamline their design and flow. Once completed, we will have a framework for process changes that will enhance the quality of our services to the LHINs. We are particularly proud to tell you that we successfully completed two audits this year. In April we concluded our annual financial audit with Deloitte. This was followed closely by an audit conducted by the Auditors General’s office as part of a larger health-system review. This review included the LHINs, Community Care Access Centres, hospitals and the LSSO. In both instances it was determined that our internal controls had greatly improved. In addition, I continue to tour the LHINs to hear your feedback and share the vision of the LSSO. In each case, I am pleased to say that the LSSO is viewed as a strategic business partner.
Up Front A Message from Allan Madden, Executive Director, LHIN Shared Services Office
I have met with twelve of the fourteen senior management teams and my plan is to meet with the two remaining LHINs over the summer months and conclude my environmental assessment. The LSSO Operations Committee is fully underway. This management sub-committee is focused on the business requirements of the LHINs. It also influences the operational focus of the LSSO, ensuring alignment with the LHINs’ current business objectives. Over the last six weeks, we have had two fulsome meetings and we will meet regularly as the year unfolds. This committee will play a key role in communicating the needs of the LHINs to us. The current membership list is included. As we move our organization forward, we are converging our strategy and product offerings with that of the Knowledge Management and Data Management branches of the Ministry of Health and Long-Term Care and the eHealth CIOs. All of these groups play an integral role in supporting the LHINs and it is critical that our integrated business solutions and strategies align. As always if there are any questions or feedback, please get in touch. An updated organizational chart and contact list is provided for you.
Warmest regards,
Allan Madden
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In the Queue After an extensive search, the LSSO announced in May the appointment of Richard Smith to the role of Manager of Information Technology. Richard has over ten years of solid experience in IT and Project Management and technical training that includes telecommunications and the Microsoft product suites. Most recently, Richard worked with the Peel Regional Police as a Project Manager responsible for strategic products with budgets up to $5 million. He holds both an MBA from the University of Leicester, United Kingdom and a BA, from Ryerson University in Information Technology Management. He is also PMP certified by the Project Management Institute, in addition to being a Microsoft Certified Systems Engineer. Since coming on board, Richard has had his hands full with the day-to-day operations of the IT department and with helping to further the mission of the organization. In the first few months of being on the job, he assumed the role of lead on the LSSO/LHIN SharePoint project which continues to forge ahead. The design of the SharePoint portal has been completed. The portal will be the collaborative point for the LHINs to work with team members, share resources and manage projects amongst themselves. A SharePoint Committee made up of our two SharePoint pilot LHINs – North East and South West – and the LSSO has been struck. The committee has been tasked with the oversight of the delivery, development and deployment of SharePoint to the LHINs. The LSSO has brought on board a full time SharePoint Administrator and Developer , Anu Gajeeban, to assist with the project completion and rollout of the platform to all fourteen LHINs. LSSO’s next steps will be ensuring that the SharePoint infrastructure works well for our pilot LHIN sites. There is also a rollout scheduled for September of additional pilot sites of the LSSO, Legal Services Branch and the LHIN Collaborative. One of the other LSSO projects “in the queue” is the rollout of Microsoft 2007. LSSO has been working
with our business solutions partner CGI to facilitate the deployment of Office 2007 to all fourteen LHINs. A schedule of the rollout will be provided shortly and in preparation the LHINs have been provided with Office 2007 training videos and quick reference guides to assist with the transitioning. This resource material is stored on the N drive at N:\Office 2007 Training document for your use. The rollout will be completed by the end of September 2010.
CGI Audit As mentioned in the last edition of the newsletter, the current CGI contract is set to expire on March 8, 2011. With the help of Charlotte Whitbread, CGA, we have completed a full review of the CGI contract. The LSSO Management Team presented a business case and options to the LSSO Management Committee on June 15, 2010 and the review is currently before the LHIN CEOs for a decision. Once an option is approved, the LSSO will develop a deployment plan that will meet LHIN operational requirements.
Good News Corner Michael Teixeira our Operations Support will be going on parental leave, effective July 20, 2010 for nine months. Michael and his wife Theresa, adopted two beautiful little girls, Ashley, 3 and Ciara, 4. While we will miss his good natured spirit, we wish Michael and his new family only the best.
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Working with YOU
New Senior Manager, Human Resources & Organizational Development On June 21st Paula Rankin joined the LSSO as the Senior Manager, Human Resources and Organizational Development. While this position will continue to provide Human Resources (HR) advice and services to the LHINs, Paula will also be accountable for developing strategies, policies and programs to promote and distribute leading HR practices in support of the LHINs’ vision. Paula has a Bachelor of Arts and an MBA from Wilfrid Laurier University. With over 12 years of HR experience in the financial, information technology and communications sectors she has provided human resources and organizational development leadership to multiple client sites across Canada and internationally. Paula has solid experience in all aspects of HR, with particular emphasis on organizational development initiatives such as performance management systems, leadership skills development, diversity programs, and talent management.
LSSO Operations Committee
Name LHIN Capacity Term Expiry Date
Sheena Campbell Central Communications Lead 2 Years March 31, 2012
Joanne Pearson Central West Business Lead (Chairperson) 3 years March 31, 2013
Glenn Alexander Champlain CIO 3 Years March 31, 2013
Ann Brascoupe HNHB Business Lead 2 Years March 31, 2012
Martha Auchinleck North East Senior Director 2 Years March 31, 2012
Paula Heinemann South East Director 1 year March 31, 2011
Mark Brintnell South West Senior Director (Vice Chair) 3 years March 31, 2013
Bruce Lauckner Waterloo Wellington Senior Director 1 year March 31, 2011
Go to the Source A couple of helpful comments for you – if you have a question, concern or issue – go to the source! We are committed to meeting your operational needs.
· HR or Health and Safety – Paula Rankin · Procurement – Rosanna Arduini · IT Support – Michael Corbett · P.O./ Purchasing Status – Christina Gulesserian
Benefits Strategy The implementation of a benefits strategy is in progress. The LSSO is in the final stages of procuring a benefits consultant who will work with the LHINs to keep insurance costs at a minimum and aligned with current market rates. In June, the RFP for the benefits consultant was posted on the government website MERX and a cross functional team established to review the submissions we have received.
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Driving Performance "However beautiful the strategy, you should occasionally look at the results" - Sir Winston Churchill
SharePoint - Pilot 30-Sep-10CRM - Pilot 30-Aug-10Performance Point - Pilot 1-Nov-10Office 2007 Deployment 30-Aug-10Document Management Strategy 30-Aug-10SharePoint Governance Strategy 30-Aug-10HR Strategy Development 1-Oct-10Benefits Consultant RFP 1-Aug-10IT Infrastructure Review 15-Sep-10IT, HR, Payroll Business Plan 20-Jul-10
Legendplanningproject on trackat risk/insufficientnot met or will not be metcompleted
Overall StatusExpected
Completion Timeline Development Budget
LSSO Financials April 1, 2010 to June 30, 2010
Total Revenue 1,248,727.00$ 5,032,924.00$ 5,023,420.00$
Expenses
Staff Salaries and Benefits 220,539.71$ 19% 1,077,253.12$ 21% 1,038,131.06$ 21%CGI, Computer and IT Costs 552,989.01$ 48% 2,477,083.90$ 49% 2,368,592.18$ 47%Projects 157,652.39$ 14% 421,198.32$ 8% 682,957.91$ 14%Office Expenses 68,248.76$ 6% 348,632.91$ 7% 227,862.96$ 5%Legal Expenses 144,002.21$ 13% 708,756.11$ 14% 677,288.02$ 14%
Total Expenses 1,143,432.08$ 100% 5,032,924.36$ 100% 4,994,832.13$ 100%
Surplus/Deficit 105,294.92$ (0)$ 28,587.87$
Total Year % of Actual YTD % of Actual
Spending2010-2011
BudgetTotal Year %
of Actual Forecast
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Driving Performance
With all the changes taking place at the LSSO, here is an updated organizational chart and contact information for all of our staff.
Executive DirectorAllan Madden
ControllerShelley Dagorne
Senior Manager HR/OD
Paula Rankin
IT ManagerRichard Smith
Executive AssistantKathy Cox
Management Committee
IT SupportMichael Corbett
Payroll and Benefits
Gowrie Barreto
Accounting & Contract Management
Tracey Zhang
Executive Coordinator
LHIN Leadership Council
Aurea Guerrero
LHIN Shared Services OfficeOrganizational Structure
July - 2010
SharePoint Developer
Anu Gajeeban
Procurement Specialist
Rosanna Arduini
PMODana Saltern
Project SupportChristina
Gulesserian
Project SupportSabrina Bhatia
Contract or Temporary Employee
TC LHINFinancial Approvals
The LSSO Organization
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LHIN Shared Service Office - 425 Bloor St. East, Suite 350, Toronto ON M4W 3R4
1 -866-386-5446 | 416-921-7453
Staff Name Title Direct Dial Phone Number
Internal Ext. # Email
Allan Madden Executive Director , LSSO 416-969-4474 335 [email protected]
Kathy Cox Executive Assistant 416-969-3899 371 [email protected]
Shelley Dagorne Controller 416-969-4477 348 [email protected]
Paula Rankin Senior Manager, Human Resources and Organizational Development
416-969-4479 369 [email protected]
Richard Smith Manager, IT 416-969-4473 347 [email protected]
Rosanna Arduini Procurement Specialist 416-969-3898 362 [email protected]
Michael Corbett LSSO IT MAIN & EXT# 328 [email protected]
Sabrina Bhatia LSSO PMO Resident MAIN & EXT# 373 [email protected]
Gowrie Barreto Payroll & Benefits Coordinator 416-969-4478 323 [email protected]
Aurea Guerrero LHIN Leadership Council Executive Coordinator 416-969-3595 327 [email protected]
Christina Gulesserian Project Support Specialist 416-969-3598 370 [email protected]
Tracey Zhang Operations Support 416-969-4476 375 [email protected]
Dana Saltern Project Manager, PMO Office 416-969-4472 380 [email protected]
Anu Gajeeban SharePoint Administrator 416-969-4475 379 [email protected]
GGI Help Desk 1-888-457-8034 [email protected]
425 Bloor Street East, Suite 350 Toronto, ON M4W 3R4 Tel: 416.969.3899 Fax: 416.921.0117
425, rue Bloor Est, bureau 350 Toronto (Ontario) M4W 3R4 Tél. 416.969.3899 Téléc. : 416.921.0117
Editor: Kathy Cox [email protected]
July 2010
Volume 1, Issue #5
Ontario BSS Project-Phase 1
“Keeping you in the know”
Individual Highlights:
Focus on the Lived Experience 1 Conversations about Care – Results 2 In Short 2
Hot off the press! We have just recently received the results of our Conversations about Care initiative and would like to share them with you.
You may recall that over the last few months individuals in caregiver support groups have been asked to provide us with advice about what they
Focus on the Lived Experience
Conversations about Care- advice from caregivers
feel would be important for an ideal Behavioural Support System in Ontario.
Their ideas and suggestions will be discussed as the BSS Model is developed.
Soon we will post a report outlining the results in more detail on the BSS website. In the meantime,
please take a look at the highlights provided in this month’s communiqué.
The ideas of the people in the field are critical to ensuring the model is grounded in what is important to the community we are trying to serve.
Participants were asked to share the location of their experiences with individuals with behavioural challenges. Many had experience with more than one location.
The majority of participants described themselves as unpaid care providers, but a small number of paid care providers participated as well.
Results came from across the province and represented 5 different LHINs.
The BSS Project team has designed an approach called “Conversations about Care” to hear from the individuals, families, health care providers and caregivers who are living the experience day by day. Over the last several months facilitators of caregiver support groups were approached by the Alzheimer’s Society of Ontario and asked if they would be willing to participate. Each group was given a participant’s package and members were asked to provide their advice on how to make our system work better to meet their needs. A total of 107 people participated in the conversations and 72 individual and group responses were received.
Ontario BSS Project-July 2010
Page 2 of 2
Behavioural Support System Model- We would like to express our sincere thanks to the
members of the Virtual Advisory Panel who took the time to review the draft model. They have provided invaluable advice and their comments are informing the next draft.
Summary of Key Suggestions from the Field
Ontario BSS Project-
Phase 1
Do you have questions or comments?
Send them along to:
E-MAIL: [email protected]
We’re on the Web! See us at:
www.bssproject.ca
In Short:
Respite Services: Increase hours of respite and the flexibility of respite hours
Education: Increase knowledge of ADRD signs and symptoms for GP’s, Staff need to learn the history of ADRD residents
Streamline Referrals: Simplify but ensure comprehensive communication of community services available to people impacted by dementia, Refer to the Alzheimer Society earlier
Finances: Financial resources be made available to offset the cost of losing time at work and increased costs of medications and other expenses related to ADRD,
Staffing: Increase staff in nursing homes (time to learn about resident, reminders to eat, time to bathe, consistent supervision etc.), Keep staffing consistent (new faces are difficult)
Offer a hotline for crisis call 24/7
From family members:
“In the mid stages (my wife) would experience mood swings going from calm quiet
and loving to extreme violence attacking me without warning. The only way to get
through this was to try to hold her, talk quietly telling her how much I loved her. My
advice would be that when the doctor is told about the condition that besides a pill
a reference to someone who could have offered advice would have helped.”
“I have not had any problem with our health care clinic/ hospital. Only 1 situation, I
had my husband at emergency one day and a nurse tried to get his wandering
bracelet off. Told her it can’t come off. I understand this had happed to other
Alzheimer patients – nurses should know this.”
“My wife has Alzheimer’s and her greatest complaint is that she feels a lot of her
friends have disengaged from her. I feel that system should continue to try and
inform the public that this is not a contagious disease. A lot has been done but a lot
more needs to be done.”
From Staff:
“The personal support workers who are front line workers do not know anything
about their client with dementia because they do not have access to that info.
When I look into the residents charts that registered staff often write incident as
behavior and no appropriate action to intervene. We have to have knowledge when
we work in a locked unit. My advice… learn to know the history of your patient
hopefully it will be accessible to our font line worker. Share with the other workers
what intervention was successful and what you should avoid.”
In their own words……….
August 2010
Volume 1, Issue #6
Ontario BSS Project-Phase 1
“Keeping you in the know”
Individual Highlights:
Your initial thoughts 1 Priority Target Population 1 Principles 2 The 3 Pillars 3
We are now nearing the end of phase 1 of the BSS project and the ideas and concepts are beginning to take shape.
We are well on the way to proposing a system model for consideration and testing in phase 2. The draft model has been based on the best information we can gather from other jurisdictions and as well from innovations and ideas
Your initial thoughts……
Some Key Concepts of the BSS Initiative
gathered from Ontario including advice from caregivers obtained in our recent Conversations about Care initiative
Elements of the model have been discussed and presented in many different conversations – in order to get us to a starting point for Phase 2.
As these initial engagements continue, we
would also like to take this opportunity to share a few key concepts with you today and ask for your initial reaction.
As you can imagine, working toward a cohesive and practical model takes time and needs to build on the most current ideas and strategies in the field. So if you have the opportunity, we would appreciate your initial reaction.
Please visit the website and click on: “Initial Feedback on Key
Concepts” and add your voice.
PRIORITY TARGET POPULATION There has been a great deal of discussion on the target population for this initiative. It is important to provide a focus for the work that is doable and as well, is inclusive of a group with similar needs and concerns. The working definition is as follows:
Older adults with complex and responsive behaviours associated with cognitive
impairments due to complex mental health, addictions, dementia, or other neurological
conditions and their caregivers
Other populations have been identified as having some similar issues and needs, and at the same time, unique and important concerns.
The current plan is to identify these groups during phase 1, and during the testing phase examine in more detail how the vision, guiding principles and overall framework can be applicable to these populations. These might include: individuals with an acquired brain injury, and younger adults with age-related and neurological illnesses.
The phase 1 BSS team has begun to have discussions with groups who could shed light on the concerns of the included and related populations and as well to identify key learnings that could apply to the current BSS Model development.
Ontario BSS Project-August 2010
Page 2 of 3
Key Concepts of the BSS Initiative cont.
Inside Story Headline
“Person and Caregiver
Directed Care is a key
overarching principle of the
proposed Ontario
Behaviour Support System
Model”
PRINCIPLES Guiding principles for a system model are critical to ensuring that the directions reflect shared concepts and have a solid foundation. The proposed principles are values based and guide the development of health care services for people with responsive behaviours and direct the implementation goals of the model.
The principle of person and caregiver directed care has been put forward as a key, overarching principle that needs to be reflected strategically as well as in day to day practice. All persons must be treated with respect and accepted “as one is”, the older person and caregiver/family/social supports have a central voice and are the driving partners in the care and life goal decisions.
Other proposed relevant principles include:
1. Behaviour is Communication
Challenging behaviours can be minimized by understanding the person and adapting the environment or care to better meet the individual‟s unmet needs.
2. Diversity
Practices must value language, ethnicity, race, religion, gender, beliefs/traditions and life experiences of the people being served
3. Collaborative Care Accessible, comprehensive assessment and intervention requires an interdisciplinary approach which includes professionals from different disciplines, as well as the client and family members, to cooperatively create a joint, single plan of care.
4. Safety
The creation of a culture of safety and well-being is promoted where older adults and families live and visit and where staff work.
5. System Coordination and Integration
Systems are built upon existing resources and initiatives and encourage the development of synergies among existing and new partners to ensure access to a full range of integrated services and flexible supports based on need.
6. Accountability and Sustainability The accountability of the system, health and social service providers and funder to each other is defined and ensured
Page 3 of 3 Ontario BSS Project-August 2010
Ontario BSS Project-
Phase 1
Do you have questions or comments?
Send them along to:
E-MAIL: [email protected]
We‟re on the Web! See us at:
www.bssproject.ca
The Three Pillars of the BSS Model
Pillar #1
System Coordination
Coordinated cross-agency, cross-sectoral
collaboration and partnerships based on
clearly defined roles and processes to facilitate
„seamless‟ care.
Pillar #2
Interdisciplinary
Service Delivery
Outreach and support across the service
continuum to ensure equitable and timely access to the right
provider for the right service.
Pillar #3
Knowledgeable Care
Team and Capacity
Building
Strengthen capacity of current and future
professionals through education and focused training to transfer new
knowledge and best practice skills for
continuous quality improvement.
Pillar #1
System
Management
and
Accountability
Governance through LHIN wide regional organizational structure
Program Level Coordinated Network at operations level
Regional System Coordinator
Integrated,
collaborative
intake,
transition and
referral
Pillar #2
Collaborative/Shared
Care Service Delivery
Bio-Psychosocial
Environmental Model
Least restrictive and
least intrusive
approach
Supported by:
Mobile Interdisciplinary Support Teams
Case management and supported transitions
Enhanced day treatment & respite care
Specialized Residential treatment (Behavioural Support Units-for short stay; units in LTCH for long-stay)
Pillar #3
Learners need best
knowledge, skills, attitudes at
point of care, organizational
level and across the system
in these areas:
Clinical for prevention, management of responsive behaviours
Caregiver support Self- management to help
make informed choices Capacity building to create
supportive learning infrastructures
Collaboration within between individuals, teams, organizations, systems
Innovation for cutting edge research and use of new technologies
Resource investment to support efficient, effective use of scarce HR and evidence based resource decisions
Some essential elements of each pillar: