Copy
View this email in your browser
The Central West LHIN is pleased to publish the March 2016 edition of  Working Together for Healthy Change, highlighting work, events and resident stories that support the LHIN's Integrated Health Services Plan (IHSP).
Highlights...

Child-care program at Toronto's Kipling Acres long-term care home benefits both young and old. Read more...

Check out the latest Peel Memorial video for a sneak peek at the incredible construction progress being made. Click here...

The Central West LHIN is pleased to release its new strategic plan... IHSP 2016-2019... Making Healthy Change Happen by Putting Patients Firs. Find out more...

Over 300 local residents and health care professionals took part in a conversation about the future of their health care system...  find out what they had to say. Click here...

In this issue... 

  In the News
  • Ontario Making New $345 Million Investment In Hospitals - 2016 Budget Includes New Investments in High-Quality Health Care
  • 24.7 Crisis Support Peel Expanded into Caledon - Innovative Mental Health Crisis program now has mental health professionals working together with the Caledon Detachment of the Ontario Provincial Police
  • Partnering for Change (P4C) - Helping special needs children get faster access to rehabilitation support in their schools
  • Integrating all levels of care key to health-care system improvements residents told at Etobicoke Centre MPP Yvan Baker’s town hall
  • Local Francophones speak up about health system reform
  • Joining the conversation - Over 300 residents and health care professionals discuss the future of their health care system 
  • Central West LHIN releases Integrated Health Service Plan 2016-2019... Making Healthy Change Happen by Putting Patients First 
  Events / Professional Development
  • 5th Annual Chronic Disease Prevention and Management Conference
  • Central WEST LHIN Governance and Leadership Forum
  Healthy Change in Action    
  • Childcare program at Kipling Acres Long-Term Care Home benefits both young and old
  • Progress at Peel Memorial - Watch the latest video, check out the live webcam... it's all coming together
  Improve Access to Care
     
      Mental Health and Addictions Services
  • New addictions screening and assessment tools
  • Update | Supportive Housing Update
  • Update | Crisis Services
  Streamline Transitions and Navigation   
  • Update | Health Links 
  • Update | Central West LHIN Telehomecare Program   
  Drive Quality & Value
  • Collaborations between Ontario's LHIN's and Health Quality Ontario 
  Build on the Momentum
  • Update | Aboriginal Health 
  • Update | Diversity and Health Equity 

   In the News
 
Ontario making new $345 million investment in hospitals 

As part of the 2016 Budget, Ontario is proposing a new investment of more than $345 million to all publicly funded hospitals, including a one per cent increase to base funding, to provide better patient access to high-quality health care services.


“With this new and important funding, we are working to ensure that patients can receive the procedures they need faster, such as hip and knee replacements and cataract surgery. Investing in hospitals is part of our commitment to put patients first by ensuring they get the high-quality health care they need – when they need it.” - Dr. Eric Hoskins, Minister of Health and Long-Term Care

In 2016-2017, hospitals will receive:

  • $175 million to provide patients with access to more services in new and redeveloped hospitals and for targeted priority services such as organ and tissue transplants
  • $160 million to improve access and wait times for hospital services, including additional procedures such as cataract surgeries, knee and hip replacements and knee arthroscopies
  • $7.5 million for small, northern and rural hospitals, which is in addition to Ontario's $20 million Small and Rural Hospital Transformation Fund
  • $6 million for mental health hospitals.

“This investment will go to support frontline care and help to keep wait times low, maintain access to elective surgery and ensure that important health service programs are maintained. Ontario hospitals have been relentless in further improving their performance and have developed strong partnerships with government and other providers in an effort to create a better experience for patients and clients across a range of services.” - Anthony Dale President and CEO of the Ontario Hospital Association

Investing in hospitals is part of the government's plan to build a better Ontario through its Patients First: Action Plan for Health Care, which provides patients with faster access to the right care; better home and community care; the information they need to live healthy; and a health care system that is sustainable for generations to come.

Top


24.7 Crisis Support Peel Expanded into Caledon

Courtesy Brampton Guardian

The Canadian Mental Health Association Peel Branch (CMHA Peel) and the Caledon Detachment of the Ontario Provincial Police (OPP) have announced the expansion of 24.7 Crisis Support Peel into Caledon. 

Image (courtesy Brampton Guardian) : Crisis support workers Alex, Cidalia, Tammy, and Komal with Charlene Heyer, Program Manager, Crisis Services, Canadian Mental Health Association Peel. 

24.7 Crisis Support Peel is a community crisis service comprised of specially trained plainclothes police officers and mental  health professionals. They provide timely response to adults (16 years and over) experiencing a mental health or addictions crisis; individuals having difficulties coping; and family, caregivers and friends needing support. The expansion of this mental health and addictions crisis service builds on the success of 24.7 Crisis Support Peel already in place in Brampton and Mississauga in partnership with Peel Regional Police.

“Expansion of 24.7 Crisis Support Peel is aligned with Ontario’s Patients First: Action Plan for Health Care, and Ontario’s Mental Health and Addictions Strategy. Working in collaboration with community and health service partners, the Central West LHIN is committed to placing the needs of LHIN residents first, improving mental health and addictions services by establishing the right continuum of adult-based services accessible by all,” said Scott McLeod, CEO Central West Local Health Integration network (LHIN).
_________________________________________
VIDEO: 24.7 Crisis Services Peel - Click image... advance to minute 35:20. 

_________________________________________

24.7 Crisis Support Peel features an integrated team for maximum flexibility and responsiveness, comprised of mental health professionals and specially trained police officers. In keeping with other crisis models, officers are in plain clothes and drive unmarked vehicles, which can help to reduce the stigma surrounding mental illness and also helps to protect the privacy of the clients. This anonymity also allows clients to feel more at ease with officers, promoting a more open and trusting relationship and allowing the team to conduct a thorough and accurate mental health
assessment. 

“Today’s announcement aligns well with The OPP Mental Health Strategy: Our People, Our Communities by recognizing the need to support OPP members with the necessary resources and education so they can enjoy the best possible physical, mental and spiritual health and well-being. It also recognizes the importance of supporting these same members with the resources and education necessary to enhance police interactions with people with mental health issues,” said OPP Superintendent Rose DiMarco. “Our partnerships with the Canadian Mental Health Association and the LHIN have enhanced our capabilities to better serve Town of Caledon residents and we will continue to monitor through analytics and best practices how we can continue to improve service to the community.”

“The launch of 24.7 Crisis Support Peel is welcome news for Caledon residents. I want to thank the Caledon Detachment of the OPP, the Canadian Mental Health Association Peel and the Central West LHIN for recognizing the need in our community and for collaborating to make it happen” said Mayor Allan Thompson. 

24.7 Crisis Support Peel uses a Recovery-based, client-centered approach, which focuses on the client’s strengths. Referrals to short and long-term supports can also be facilitated to minimize the chances of future crises. 24.7 Crisis Support Peel has been able to forge strong collaborative community relationships which have allowed the service to develop safety plans and avoid unnecessary trips to local Emergency Departments.

The launch of this program with Caledon OPP builds on the success that 24.7 Crisis Support Peel has experienced over the last year in partnership with Peel Regional Police. Since the program began last March, 24.7 Crisis Support Peel has exceeded all expectations with almost 20,000 interactions – that’s calls, visits, follow-ups – with individuals in mental health or addictions crisis. Despite this, the apprehension rate for the program is only 9% (under Section 17 of the Mental Health Act, police have authority to apprehend and take someone to hospital). Additionally, almost 100% of those clients have been admitted to hospital, reducing unnecessary Emergency Department visits.

“The Central West LHIN, Caledon OPP and our other partners have shown tremendous leadership supporting individuals experiencing mental health crises,” remarked CMHA Peel CEO David Smith. “In launching 24.7 Crisis Support Peel they have embraced the goal of minimizing the criminalization of mental illness, and shown a commitment to developing innovative strategies to support mental health clients and connect them to treatment.”

Top


Partnering for Change (P4C)

CTV News Toronto

A  new therapy program is being praised by parents and school officials for giving children with special needs access to occupational therapists without having to leave the comfort and convenience of their classrooms. 

Partnering for Change, or P4C, is an initiative that sends therapists directly into school classrooms.

Michelle Kristof’s nine-year-old twins -- Bobby and Claudia -- were born prematurely and began showing difficulties learning around Grade 2. For Kristof’s children, P4C has meant they can get help much sooner than expected. “Basically, (the therapist) helps you with whatever you need help with,” Bobby said.

P4C was originally developed at McMaster University to bring therapy to the children who need it. The program is a collaboration with schools, so that teachers can work alongside therapists and learn some of the therapists’ techniques to help the students on an ongoing basis.

“Being able to transfer that knowledge to the teacher, I think, is the key of Partnering for Change,” said occupational therapist Ana Talag.

_________________________________________

Video: Partnering for Change (P4C) - Click image.

_________________________________________

Thanks to P4C, organizers say they have been able to do much more with the same amount of resources.

“We’ve touched the lives of over 17,000 children where, in the past with the same amount of money, I would’ve done well to have intervened with 600,” said Cathy Hecimovich of the Community Care Access Centre that helps facilitate the therapists’ visits to schools.

P4C is now working in more than 60 schools across Peel, Halton and Hamilton-Wentworth. And more school districts have expressed an interest in adopting the model.

With a report from CTV Toronto’s Pauline Chan

Top


Integrating all levels of care key to health-care system improvements

Courtesy InsideToronto.com

Reorganizing home-based and community care to better integrate it with primary care and that of hospitals is key to building a better Ontario health-care system. 



That is what three health-care experts told a packed, two-hour town hall hosted by Etobicoke Centre Liberal MPP Yvan Baker Thursday, Feb. 4 at Islington Golf and Country Club.

Baker organized the health-care public forum, with the help of CARP Etobicoke, due to the “particular importance” of the topic to his central Etobicoke constituents. The riding has one of the highest proportions of seniors in Canada.

“The challenge is the (Ontario) health-care budget grows approximately 2.5 per cent per year, but the demands you’re all experiencing grow much more than 2.5 per cent per year,” said Baker, parliamentary assistant to the president of the Treasury Board. “How do we take that $50 billion and allocate it as effectively as possible? The government’s commitment to reforms is an incredible story, I think.”

Panelists (pictured L to R) included Matt Anderson, president and CEO of William Osler Health System, which includes Etobicoke General Hospital, Dr. Samir Sinha, expert lead of Ontario’s Seniors Care Strategy and director of geriatrics at Mount Sinai Hospital and the University Health Network, Scott McLeod, CEO of the Central West LHIN (Local Health Integration Network), and MPP Baker. 

The men shared their perspectives on what is working and what needs to be strengthened in Ontario’s $50-billion health-care system.

To read the full article please
click here

Top


Local Francophones speak up about health system reform

Courtesy le Métropolitaine

The Ontario government has recently set a goal of realigning the health system to make it more seamless and effective.



To that end, on December 17, the Ministry of Health and Long-Term Care released a discussion paper meant to facilitate the public’s feedback regarding its intentions.
 
On January 28, the Central West Local Health Integration Network (LHIN), the Mississauga Halton LHIN and Reflet Salvéo held a public consultation focused on this discussion paper at the Cercle de l’amitié centre. Approximately 20 people attended the evening session to discuss the government’s proposals. Following a short speech by Central West LHIN Board member Lorraine Gandolfo, the first half of the meeting focused on the current state of French language services and a presentation highlighting the Ministry’s current projects. Patrick Boily, French Language Health Services Coordinator at the Central West LHIN, and Gilles Marchildon, Executive Director of Reflet Salvéo, presented the participants with the questions to be discussed during the second half of the session.
 
Essentially, Queen’s Park’s objective is to give patients better access to care regardless of where they live. By first understanding the issues faced by minorities regarding access, which make up the bulk of complaints on the availability and seamlessness of services, the lack of support for caregivers  and the fragmentation of health care planning and delivery, the government was able to give this plan its focus. The issues were then categorized into four components, the first of these being more effective integration of services and greater equity. In concrete terms, this means that LHINs would become responsible for the planning and the performance of services and that they would concentrate on regional disparities and minorities. The second component, timely access to primary care and seamless links between services, would be improved through close collaboration between patients and health service providers.
 
The third component of this proposal, more consistent and accessible home and community care, will focus on transferring responsibilities from Community Care Access Centres (CCAC) to the LHINs. The fourth component, stronger links between public health and population, is a goal that would be achieved by aligning the LHINs’ work with Public Health Units.
 
During a 45-minute session, participants were asked to respond to two questions related to each component. Two groups were formed and Gilles Marchildon and Patrick Boily facilitated the discussions while noting the feedback. Participants had opinions, but also many questions due to the fact that their knowledge of the health system is limited to their experiences. They highlighted the problems they have encountered, health system inconsistencies and their relationships with medical personnel. Others mentioned the difficulties in expressing themselves in English and being understood in French. The facilitators gave details regarding the questions that were posed and looked to gain a thorough understanding of participants’ ideas and perceptions. What would be tangible signs that the system was functioning optimally? What should the priorities be? What means should be used to achieve the objectives?
 
Participants were visibly interested in sharing their opinions on health matters. At the end of the session, Patrick Boily and Gilles Marchildon presented a brief summary of the comments received in order to include them in a report for the Ministry.

Top


Joining the conversation

In December 2015, the Ministry released Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario.

This discussion paper provides more detail regarding four key components designed to support the next phase of the Ministry’s plan to reduce structural issues that create inequities. They include: 
  • More effective integration of services and greater equity
  • Timely access to primary care, and seamless links between primary care and other services
  • More consistent and accessible home and community care
  • Stronger links between population and public health and other health service. 

With release of the discussion paper, the Ministry asked Ontario’s LHINs to assist with stakeholder engagement, obtaining input regarding the proposals contained within, and advice about how to further integrate improvements across the health care system. 

Recognizing the health care needs of local communities are best understood by those who live and work in them, the Central West LHIN embraced the Ministry’s request by conducting a series of face-to-face engagement sessions with a variety of stakeholders. Specifically, sessions were held with local LHIN residents in each of the Central West LHIN's five sub-geographic areas, Aboroginal and Francophone communities, the Central West LHIN Primary Care Network, and Governors and leaders from health service providers across the LHIN.  Over 300 residents and health care professionals joined in the conversation to be active participants in shaping the future of their local health care system. A report of findings was compiled and send to the Minsitry for review. 


To review the complete report of findings click here

Top


Central West LHIN Releases Integrated HEALTH Service Plan 2016-2019... Making HEALTHY CHANGE happen by putting patients first

 

The Central West Local Health Integration Network is pleased to release Integrated Health Service Plan (IHSP) 2016-2019, which outlines the next phase of the LHIN’s commitment and actions to transform the local health care system into one that meets the complex health care needs of a rapidly growing, aging and culturally diverse population.

“Ambitious yet actionable, and flexible in its ability to adapt to the changing needs of the health care environment, IHSP 2016-2019 reaffirms the Central West LHIN’s commitment to put people and patients at the centre of their local health care system… to improve their health care outcomes and experiences." Maria Britto, Board Chair, Central West LHIN

IHSP 2016-2019 is the LHIN’s strategic plan, outlining how, in collaboration with Health Service Providers, the LHIN intends to plan, integrate, fund and monitor the local health care system for the period April 1, 2016 through March 31, 2019. 

Focused on quality and outcomes, IHSP 2016-2019 is built upon four Strategic Directions:

  • Build Integrated Networks of Care  
  • Drive Quality and Value
  • Connect and Inform
  • Demonstrate System Leadership

Together with their associated Strategic Initiatives and Actions, these Directions act as the foundation for a bold but realistic roadmap for the local health care community.

“The Central West LHIN has been a significant driver of healthy change since 2006. Significant gains have been made, but much work remains to be done – particularly in achieving a genuinely integrated health system. IHSP 2016-2019 provides the Central West LHIN with the foundation necessary to meet new challenges and to take a leadership role in the advancement of high-quality, patient-centred health care within the Central West LHIN.” Scott McLeod, CEO, Central West LHIN

For complete information or to download a full copy of the plan, please visit the IHSP 206-2019 Website at www.centralwestihsp.ca

Top


   Events & Professional Development
 
5th Annual Chronic Disease Prevention and Management Conference
 
Over 190 health care professionals, representing more than 30 organizations from across the GTA, attended the 5th Annual Chronic Disease Prevention and Management Conference hosted by William Osler Health System, Wise Elephant Family Health Team, and the Central West LHIN.

Maria Britto, Chair of the Central West LHIN Board of Directors, was pleased to provide opening remarks at this year’s event which, through a keynote address delivered by Dr. Barry Simon, placed the spotlight on depression and chronic disease. 

Placing an emphasis on the Central West LHIN’s recently released IHSP 2016-2019, and its alignment with Ontario’s Patients First: Action Plan for Health Care, Ms. Britto reaffirmed the LHIN’s ongoing commitment, through Health Links, to identify complex high needs patients, ensuring they have a patient-centred, integrated, coordinated care plans. Meanwhile, as the LHIN aims to support the transition of institutional Quality-Based Procedures into the community setting, it will continue to improve access to chronic disease prevention and management programs, including Telehomecare.

So too will the LHIN continue to work with community partners to increase capacity for the self-management of chronic conditions, improving the treatment and management of chronic diseases in the community. And, it will remain committed to building on the foundations of the Ontario Chronic Disease Prevention and Management Framework, leveraging the work of local diabetes programs, and expanding roles that promote self-management while delaying and/or preventing the onset of complications of chronic diseases.

A highly popular event, gaining in popularity, planning for the 6th Annual Chronic Disease Prevention and Management Conference will soon begin. 


Top
Central West LHIN Governance and Leadership Forum 

Over 190 Governors, leaders and physicians from over 45 different organizations across the broader health care system enthusiastically joined in the conversation at the Central West LHIN's Governance and Leadership Forum, providing feedback and input into the Ministry of Health and Long-Term Care's discussion paper Patients First: A Proposal to Strengthen patient-Centred Care in Ontario. 

The LHIN was particularly pleased to host Dr. Bob Bell, Deputy Minister, Health and Long-Term Care who set the context for an engaging discussion, providing an overview of the Ministry's proposed next steps in transforming the health care system.The active participation and collaboration of so many, reflects a collective sense of responsibility to meet both the current and future health care needs of local LHIN residents. 

Feedback obtained at this Forum was included as part of a consolidated report of findings to the Ministry, which included feedback received from all of the consultation sessions held throughout the Central West LHIN.A copy of this final report of findings, along with materials presented at the Forum can be accessed here:

   Healthy Change in Action

Magic abounds when daycare, seniors home share roof

Courtesy Toronto Star
 
In the second-floor lounge at Toronto’s Kipling Acres long-term care home, about 15 seniors in wheelchairs and walkers gather to the throbbing techno beat of “Gangnam Style” by Korean pop rapper PSY.

“Here we go,” chirps early childhood educator Bama Thillainathan, as she leads a group of preschoolers into the room to “move and groove” with their elderly neighbours.

Mary Offen, 82, lights up as the children arrive. Her wheelchair rocks while both feet tap to the music. “I love to dance,” she says, grabbing the outstretched hands of 3-year-old Heaven Tulloch-Rankine. “I love them very, very much.” The children from the daycare centre downstairs revel in the adoration. And while some of them are timid at first, they are soon waving colourful pom-poms, shaking tambourines and cuddling up to the seniors. Everyone is grooving to the music.

“Integrating rehabilitation with the children is just another element we use to get seniors moving,” says rehab specialist Adnan Baljic, one of several staff leading the program offered every Tuesday and Thursday morning. “They really respond to the kids. It’s very uplifting.”
_________________________________________
VIDEO | Magic abounds when daycare, seniors home share roof - Click on image

_________________________________________

 As the population ages, a growing body of research points to the health benefits of meaningful social engagement and intergenerational activities for the elderly.

Recent media reports about a Seattle nursing home that shares space with a preschool may seem like a surprising new way to bridge the generation gap. But for Toronto child-care officials, who have been operating similar programs in local long-term care homes for more than 25 years, it’s old hat. And they say their young charges have just as much to gain as the seniors.

“It is a wonderful way for the children to develop empathy and an understanding of the needs of others,” says Nancy Roscoe, who oversees the daycare at Kipling Acres as program manager of early learning and child care for the city’s west end.

The long-term care home on Kipling Ave. north of Rexdale Blvd., is one of three municipally run senior’s facilities that also house city-operated early learning and child-care centres. All were built in the early 1990s when provincial funding promoted the construction of workplace daycares.

But with the 2011 redevelopment of Kipling Acres — and increased awareness of the benefits of intergenerational connections — city staff wanted the daycare to play a larger role in the home, says Roscoe.

When the daycare was originally built, it was in a separate wing with its own entrance. When Phase 1 of the redevelopment opened in 2014, the new 36-space daycare, serving children from birth to age 4, was incorporated into the main building with access through the home’s spacious, light-filled front lobby.

The centre’s playground opens onto a courtyard that serves residents, an adult day program and a new seniors community centre, opening later this year. Lounges with large windows on every floor of the 192-bed home also overlook the courtyard so seniors can watch the children play.

The “move and groove” sessions along with bimonthly cooking, crafts, bingo and other activities are part of the home’s regular programming to help build connections between the children and the seniors, says Roscoe. This is in addition to Halloween costume parades, visits from Santa at Christmas and celebrations for other special days. 

Opportunities for spontaneous interaction, such as strolling through the halls when the weather is bad, or dropping in on the adult day program where one elderly participant loves to lead singsongs with the kids, are also encouraged.

“It may not seem like a big deal, but it really is important that these little people are walking through (the home) with their parents and they’re a part of this whole community,” Roscoe says.

“Whether it’s in the morning or at night when they are leaving, they are seeing people who are in wheelchairs, using walkers, who have white hair,” she says. “Children learn through experience. And here they get to experience another generation they might not see at home.”

Despite the preponderance of runny noses and coughs common in daycares, outbreaks among the seniors are rare, Roscoe notes. The liberal use of hand sanitizers before and after “play dates” as well as disinfectant protocols in both the daycare and residential areas limit the spread of germs between the two groups, she adds.

There are currently no official government policies or funding mechanisms to actively promote the construction of child-care centres in seniors’ facilities. But Roscoe says staff are always looking for possibilities to co-locate a daycare with a long-term care home as part of the city’s larger commitment to intergenerational programming under Toronto’s Seniors Strategy.

Linda Koslowski, whose 82-year-old mother Stella has Alzheimer’s and has been a resident at Kipling Acres for just over a year, says having a child-care entre in the home has been a “wonderful bonus.”

“My mother loves kids. When I take her out to the mall, we have to stop at every baby,” says Koslowski, who lives in Vermont and visits every two months. “It’s just fantastic to have the children here.”

Parents of children at the centre are equally enthusiastic about the setup. “It was a nice surprise when I saw this,” says Andres Quiroga whose daughter Yolanda, 3, and 20-month-old son, Isaac, attend the centre. “It’s nice for them to see someone like their grandfather,” says Quiroga. His 75-year-old father lives in Colombia and the children haven’t yet met him. “Yolanda is more kindly to older people since she comes here,” he says. “She is more interested.”

Ebenezer Komolafe, who also has two children at the centre, says the daycare’s location in a seniors’ home is closer to life in his native Nigeria, where the elderly live with their families. “For me it is a positive,” he says. “Seniors have this calming effect, which I like for my kids.” 

Dr. Samir Sinha, director of geriatrics at Mount Sinai and the University Health Network Hospitals is a huge fan of the concept.

Although Sinha is not aware of any specific studies on the impact of interactions between young children and the frail elderly, volumes of research show that seniors who are socially engaged have better health. They are less likely to feel lonely or depressed and tend to have lower blood pressure and delayed cognitive decline, he notes.

“There is growing interest and support for what we call intergenerational activities — the concept of bringing the generations together to promote intergenerational connectivity,” says Sinha, appointed in 2012 to lead the province’s Seniors Strategy. “It can also help to fight ageism.”

While the arrangement offers wonderful opportunities for both children and seniors, it also benefits the staff, says Kipling Acres administrator Nelson Ribeiro. “It brings better outcomes in terms of the care,” he said. “When you’re having a difficult time or something is wrong and you see those little kids out there playing and smiling, it just makes your day.” 

Top

Progress at Peel Memorial

If you’ve driven by Peel Memorial lately – or if you’ve checked it out via the Peel Memorial webcam – you’ve no doubt seen the incredible progress made on the exterior of the building.

Now, much of the work is moving inside and progress continues to be steady.



All the ceiling structures, partitions, and drywall are well underway, and painters are already at work in many areas of the building. At the soaring, three-storey main entranceway, a beautiful, multi-coloured glass feature window is being installed. This is a place designed to lift one’s spirits on even the dullest days.

Over the next couple of months, the focus will be on completing dry-walling and painting and making a start on installing the flooring. Workers will also begin the process of getting the mechanical and electrical equipment up and running.

_________________________________________

VIDEO : Click on the image to take a peek at the exciting progress being made
in constructing the new Peel Memorial.
Share Your Story!

Are you and/or your organization making healthy change happen doing something exceptional to place the needs of people and patients first? Share your story today (click here), and look for it to appear in an upcoming edition of Working Together for Healthy Change.

Top

   Improving Access to Care
 
Mental Health and Addictions
 
Addictions Screening and Assessment Tools | The Mental Health and Addiction Services Core Action Group participated in a project kick-off meeting for new addictions screening and assessment tools.

Through the Provincial System Support Program at the Centre for Addiction and Mental Health (CAMH), and with LHIN participation, providers funded for addiction services will establish a Project Steering Committee to plan and guide training and adoption of the new tools. As part of the second wave of the project, intensive training will begin mid-March and CAMH will oversee the project to the end date of December 31st, 2016.

Funding is provided by the MOHLTC through Health Canada’s Anti-Drug Strategy initiative known as DTFP – Drug Treatment Funding Program. The tools were mandated provincially in October 2015 for hospital and community addictions programs.

Supportive Housing | Supportive Housing remains a priority for LHIN staff. Engagement with the Region of Peel’s Housing Reference Group is guiding and monitoring the community’s progress with a 10-year housing plan. And, LHIN staff are also now actively engaged with the Dufferin Poverty Reduction Strategy Steering Committee. Mental health and addictions figure prominently in these ongoing discussions, as well as the importance of Health Links to better connect high users to primary care.

Included in IHSP 2016-2019 and consistent with Ontario's Mental Health and Addictions Strategy, work continues with Supportive Housing in Peel (SHIP) to expand housing and services to 100 clients. Meanwhile, the LHIN is working with cross-sector partners to to identify housing and rent supplements, in order to plan additional support within housing.

Crisis Services | GTA LHINs convened a meeting of an Expert Panel representing all types of crisis services and areas across Central,Central East, Central West, Mississauga Halton and Toronto Central LHINs. The panel validated the current state and provided information and research to inform the future state of crisis services across the greater-Toronto area .

The GTA LHINs have drafted a future state model and improvement opportunities based on provincial standards and a UK crisis services model. Key principles of service include: prevention and pre-crisis support, immediate access to appropriate care, quality care, and recovery and post-crisis support. The aim is to establish equitable access to standardized crisis services across the GTA.


Top

  Streamlining Transitions & Navigation

Health Links
 
Health Links Leads and co-Leads continue to push for both growth and spread of care planning within primary care as well as across various health and social service sectors. Third quarter results for care planning across all five Health Links...
  • 344 new complex patients were identified
  • 342 Coordinated Care Plans were initiated
  • 374 initial Coordinated Care Plans were completed
  • To date a total of 2,135 Care Plans have been completed.
Given the development and availability of the Care Coordination Tool in the Dufferin Area Health Links, a total of 270 Care Plans have been converted from paper to the electronic version. This activity is critical to sharing information in a consistent platform that will enable easy refreshing of care needs as patient needs change as well as the dissemination of clinical information.

The recruitment of additional Resource Coordinators is nearing completion across the LHIN's five Health Links. This role is dedicated to working with primary care to identify complex and frail patients within the current patient roster and then to schedule care rounds with the patient and a care team. Care rounds will be supported by a multitude of service providers that are reflective of the individual patient’s complex care needs. These resources are envisioned to work within community primary care settings and are critical to supporting an increase in completed care plans. In addition Resource Coordinators, through regular interaction, will encourage ongoing physician involvement and leadership by demonstrating a change in approach to care for complex patients.

Telehomecare 
 
The Regional Telehomecare program has currently enrolled a total of 1,624 patients and has reached 73% of its performance target for this fiscal year. Work continues to launch Telehomecare Assisted Living spaces and Adult Day Programs. LHIN staff also provided Health Equity Impact Assessment (HEIA) training at the OTN offices, designed to improve the understanding of health equity when applying equitable access to the provincial Telehomecare program. The reuslt of such efforts will be to improve access to this program for underserved and vulnerable populations within the Central West LHIN and across the province.

  Drive Quality & Value

Ongoing Collaborations between Ontario's LHINs and Health Quality Ontario (HQO) | LHINs and Health Quality Ontario (HQO) continue to collaboratively advance strategic initiatives in support of their Memorandum of Understanding and local and provincial quality agendas. The following is a summary of these initiatives currently being addressed at the HQO/LHIN Partnership table:
  • Relationship of quality improvement and performance management tools that can be leveraged to improve care, specifically the Quality Improvement Plans (QIPs), and the Service Accountability Agreements (SAAs). Several key recommendations were reviewed and feedback provided on the inter-relationship between the QIPs and SAAs for consideration by HQO.
  • Primary Care: several significant foundational resources and structures have been established to support quality improvement in primary care, consistent with the Patients First discussion paper. These include the development of a Primary Care Quality Advisory Committee, the recruitment of a Quality Lead, Primary Care to provide provincial leadership, and the provision of reports, resources and training events to support the work of the LHINs with the primary care sector.
  • Health Links: Following the first Health Links Leadership Summit hosted by HQO in December 2015, supports for Health Links leaders in the form of a Community of Practice is being established to promote mentorship, partnership and collaboration among Health Link leads. Ongoing support in the form of webinars and in-person events will be provided and topics for discussion were invited.
  • Health System Performance: As part of the evolution and maintenance of the Common Quality Agenda, HQO periodically convenes expert panels to review existing sets of indicators. Indicator reviews are planned for patient safety in the acute sector and home and community care. Broader health system indicators are also being reviewed to reduce duplication of effort and improve system alignment. Other quality updates included progress on the Patient Experience Measurement Strategy (set for completion in the spring), and information on the development of specific quality standards for development and review through expert panels.

  Build on the Momentum
 
Aboriginal Health | A first meeting between the Credit River Metis Council, the Dufferin County Cultural Resource Centres and the Peel Aboriginal Network has taken place. This meeting outlined the structure and principles for a joint Central West LHIN and Mississauga Halton LHIN Aboriginal Health Circle. This Circle will advise to the LHINs about the needs of the local Aboriginal communities. The next steps identified include finalizing the creation of the circle and strengthening the relationships with the LHINs.

Diversity and Health Equity | The Central West LHIN Health Equity lead continues to chair Pan-LHIN meetings with colleagues that lead Health Equity files in their respective LHINs. The meetings are used to identify common strategies aimed at improving equitable access to health care. A smaller group started to connect about shared resources to enhance cultural competence and health equity training at various levels within LHIN organizations and HSPs to ensure long-term capacity building in this area. The Central West LHIN is also working with the Colour of Change Network that has been funded by the Ontario Trillium Foundation to advance work in health equity data collection.

 
Together, making healthy change happen!
 
The Central West Local Health Integration Network (LHIN) plans, funds, integrates and monitors local health care services for the communities of Brampton, Caledon, Dufferin County, Malton, north Etobicoke and west Woodbridge. For more information on the Central West LHIN please contact Tom Miller, Director Communications and Community Engagement – tom.miller@lhins.on.ca - or visit www.centralwestlhin.on.ca.

Our email address is: centralwest@lhins.on.ca

Copyright © 2016, Central West Local Health Integration Network, All rights reserved.