Presentation to Central East LHIN Board

May 23, 2012 Glenna Raymond

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• A teaching hospital providing both specialized and a comprehensive array of mental health and addictions services

• One of the largest employers in Durham Region (1,200)

• 125 volunteers

• Collaborates with partners in healthcare, education, employment, justice, community and social services

• Received full accreditation until 2013 from Accreditation Canada

• HSAA Targets:

• Inpatient Days – 101,238

• Visits – 40,000

Ontario Shores at a Glance 2

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Mission Statement: “We provide leadership and

exemplary mental health care through specialized treatment,

research, education and advocacy.”

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Extensive Range of Services

• Mood and Anxiety Cognitive Behavioural Clinic • Seniors Mood Clinic • Memory Clinic • Metabolic and Weight Management Clinic • Dental Services • ECT Programs • Homes for Special Care • Transitional Discharge Clinic • Women’s Clinic • Neuropsychiatry • Virtual Emergency Room • Prompt Care Clinic • Residential Support • Vocational Rehab • Assertive Community Treatment Teams • Mental Health Support Unit (DRPS, DMHS)

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Strengthening Education and Research:

Training Psychiatrists & other Providers

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Canadore College * Centennial College * Dalhousie University * Durham College * Everest College * Fielding Graduate University * George Brown College * Queen’s

University * Regency Dental Hygiene Academy * Ryerson University * Sir Sandford Fleming College * Trent University

* Trillium College * triOS College * University of Guelph * University of Manitoba * University of Ontario Institute of Technology (UOIT) * University of Toronto * University of Wollongong * Wilfrid Laurier University * York University *

Yorkville University

Progress against the 2007 Strategic Plan

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Clarify role within LHIN and the System • Established and adopted Mission, Vision and Core Values as organization’s

philosophical cornerstones • Positioning Ontario Shores for long-term sustainability by strong financial

stewardship • Build and continue to strengthen collaboration and leadership with partners

across system

Increased collaboration with other hospitals and mental health organizations

Free-standing psychiatric hospital collaboration (CAMH, Waypoint, The Royal)

Leadership on funding and performance management

Strategic Direction #1: Define our role in tertiary, secondary and primary care, emergency/urgent care and community care

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Increased capacity and throughput (inpatient increase by 15%, outpatient increase by 100%)

• Additional 40 forensic beds to meet provincial need (2007 and 2012) • New centralized intake system with better access to care • Virtual Emergency Service

Increased focus on outpatient services and multiple outpatient locations

• Shifting the care delivery model and regional reach

Investments in specific programming • Prompt Care Clinic, Womens Clinic, PTSD Clinic, Metabolic

and Weight Management Clinic Received several awards and accolades recognizing accomplishments in quality, innovative programming, technology solutions, community excellence and business communications

Strategic Direction #1: Define our role in tertiary, secondary and primary care, emergency/urgent care and community care

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Advancement of sub-specialty niches • Adolescents, Forensics, Seniors

Development and implementation of Master Plan • Patient/Community Engagement Activity Areas

Walking labyrinth, basketball court, Movies by the Lake

• Physical Space Reconfiguration and Development

• Sustainability Program - Green Plan Implementation

• Initiated Pre-capital Submission

• *Continuing Dialogue on Building Ownership and Long Term Land Lease

Strategic Direction #1: Define our role in tertiary, secondary and primary care, emergency/urgent care and community care

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Identify service gaps and shared service requirements • Population Needs and Service Capacity Study

• Acute and specialty beds • Early intervention and education • Crisis Care • Services that sustain and support (employment, peer and family support) • Housing

Formal Integrations • Northumberland Hills Hospital • Beacon House • Mental Health Support Unit - submitted • Mental Health Bed Registry - in progress

Board Outreach for Collaboration

Strategic Direction #2: Strengthen community partnerships, outreach and linkages to supportive services

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Make a difference in key social determinants of health • “New Directions” Vocational Program

• Housing - Residential, Supported Housing, Homes for Special Care (HSC)

• Justice Interactive web-based educational tool for First Responders Past Chair of Human Services Justice Coordinating Committee Durham Mental Health Support Unit

• Re-established the CE MH&A Network (Chair Network’s Steering Committee)

• More active collaboration with Schedule One facilities via CE LHIN Chief’s of Psychiatry Committee

Strategic Direction #2: Strengthen community partnerships, outreach and linkages to supportive services

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Development of a Cultural Competency Plan (2009) • Implementation

• Dietary - addition of ethno-cultural foods

• Language Interpretation Services Patient Education Materials in other languages

• Multifaith Spiritual and Religious Care Services

• Progression of clinical competency to meet cultural needs of patients

• Development of a Transcultural Strategy underway

Strategic Direction #3: Embrace cultural diversity

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• Creating Meaningful Dialogue - Patient Council, Family Council and Peer Support, Volunteer Services Program, Patient Relations

• Lectures & Seminar Series - National Mental Health Week, Let’s Talk, Family Education, Grand Rounds

• Creative Minds - Reducing Stigma through the Arts - Imagine Film Festival and Series, Mindful Music, Art Program

• Talking about Mental Illness (TAMI) Stomp out Stigma Program reaching out to education public and high school students

• Launch of Mental Health Literacy Program (adolescent curriculum)

• New Brand and Visual Identity formed new platform for awareness

Strategic Direction #4: Raise awareness of mental illness & reduce stigma

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Interprofessional care model • Shared Journey Recovery • Nursing Residency Program

Enhance academic profile • Development of Academic Plan underway • Academic Community Affiliation with the University of Toronto • Chair in Community Management of Dementia at Ontario Shores Centre for

Mental Health Sciences • Academic Council and Research Ethics Board • Research

Clinical Trials - 5 approved, 4 completed Behavioural Research - 21 approved, 5 completed

Strategic Direction #5: Actively engage in teaching and research

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• Patient Rights and Responsibilities

• Patient Safety Guide

• Semi-Annual Patient Satisfaction Surveys and Action Plans

• Executive Patient Safety Rounds

• Continuing to advance progress on Restraint Minimization Development of Restraint Minimization Policy and training Annual Thought Leadership Forum

• Fully Integrated Electronic Health Record System Implementation Integration includes outpatient clinic and community through mobile devices Improved closed loop medication Embedded CPGs in some programs

Strategic Direction #6: Enhance our safety focus for Patients, Staff and Community

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• Ontario Shores Quality & Safety Plan (now QIP) and Pandemic Plan

• CPSI Mental Health Leadership

• Full Accreditation until 2013

• Surveys and Action Plans Enhancing Employee Satisfaction – 23% increase in employee engagement

over a two year period

• Board Oversight Over Quality Finance and Quality Committee Quality Improvement Plan Balanced Scorecard Mental Health and Addictions Quality Initiative

Strategic Direction #6: Enhance our safety focus for Patients, Staff, and Community

2012-2017 Strategic Plan

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Objectives

High Level Framework

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Objectives

Proposed Strategy Process

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Stakeholder Engagement Plan

Stakeholder Sessions with Senior Management representatives

• Board • Patients and Families, Patient Council and Family Council • Union Leadership • All Staff • CELHIN • Health Provider Network and elected officials across service

area • Universities & Colleges (Academic Planning Initiative)

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Online Surveys via Ontario Shores external website: 1. External General Survey 2. Patients & Families, Patient & Family Councils 3. Health Care Provider Network

Business Associations Link to survey on Local Chamber of Commerce and BIAs

Telephone Town halls with community agencies

Stakeholder Engagement Plan

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Consultation Summary Report: Common Themes • Leadership in Innovation - treatment, process, technology

• Advocacy - continue to grow and mature role to shape policies locally, provincially and beyond

• Knowledge Transfer - depth of expertise across disciplines

• Academics and Research - emphasis on growing

• Integration of Care - internally & externally with healthcare providers

• Role clarity - within and outside specialty areas

• People Strategy - enabler in progression of staff development and corporate goals and objectives

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Quality Improvement Plan (QIP)

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Quality Improvement and Mental Health

• Quantitative and qualitative performance indicators driving mental health environment in recent years

• Indicators must be carefully evaluated to ensure comparability with others against whom we are being benchmarked

• Four ‘specialized mental health hospitals’ have joined forces to deliver ‘suite of indicators’

• Results of these indicators are posted on our websites

• For 2012/13 two QIP indicators were agreed upon by all four hospitals (patient satisfaction and restraint minimization)

• 15 Schedule 1 hospitals have asked to be involved in this initiative

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QIP Chart

Objective 11/12 Target Outcome

Improve provider hand hygiene compliance*

60% 58.6%

Reduce use of physical restraints*

0.11% 0.66%

Reduce unnecessary time spent in mental health care*

12.4% 14.76%

Improve organizational financial health*

0% >0%

Improve patient satisfaction* 75% 79.6%

Reduce inpatient wait times 15 days 15 days

Reduce unnecessary hospital readmission

10%

Avoid patient falls 220

Repeated on 12/13 QIP New for 12/13 QIP

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Areas of Focus for 2012/13 QIP

• Improve patient satisfaction through shared benchmarking

• Reduce unnecessary time spent in mental health care through increased innovation and partnerships