2. My Focus
Holistic Wellness: balance mind, body, spirit and
community connections.
Organizational Success: fostering healthy
connections, recognition, and building upon
strengths for a supportive culture.
Recognizing Resources: building capacity, exceed
goals, go beyond perceived boundaries
3. My Role
1. Evaluate Organization:
programs, resources, policies,
needs/gaps, culture
2. Evaluate the Environment:
SWOT, systems, politics,
social, cultural, economical
1. Determine Critical
Issues/Risks: safety,
population, organization,
environment, quality,
insurance
1. Create Plans for Strategic
Change: long term/short term
vision, mandate, metrics,
change management
4. Past Accomplishments
Wait time reduction
Technological design to Step Care Model
Integrating Mental Health with Primary Care
Collaborative Vision with First Nations
Revision of Program Policies and Mandate
Securing Community Funding to Build
Capacity
Maximizing Human Resources to Build
Capacity
Quality Assurance Projects
Regional Child Abuse Policy
Development/Implementation
Curriculum Implementation Evaluation
Implemented new Mental Health Act
Regional Suicide Prevention Protocol
Implementation & Revisions
Progressive Employee Reviews
Commissioning Assisted Living Facilities
Developed Proposal for a Transition Unit
Cost Savings to Redevelop Systems and
Care Models
6. Context-Input-Process-
Product Model: used to
evaluate program/curriculum
Concerns Based Adoption
Model: perception based
model regarding
implementation is a process
and not event. Ties to change
management and measurable
outcomes.
Innovations Profile Model:
aims to reduce social gaps or
obstacles for new ideas/new
teachings to be accepted.
Logic Models: Operations
identify all resources to build
capacity, reduce redundancy,
economize, re-structure.
7. Metrics to Benchmarks
Descriptive Stats: mean, median, mode,
variability
Standard Scores: distributions, t-scores
Sampling Distributions and Interval
Estimation
Significant Differences: T-tests, two-sample
tests, chi square, ANOVA
Correlations, Regressions, ANOVA’s
Probability
Themes from
client/family/stakeholders verbal
feedback are used to further
understand the ‘client’ and
systems to identify areas for
improvement in programs,
processes, policy, staffing, and
organizational values.
Qualitative measures can be
used to design curriculum to
educate staff, influence policy,
advocacy.
8. How they happen . . .
LEAN
Project Management
Collaboration & Team Work
Staff, Client & Stakeholder
engagement
Breakthrough ideas
Dashboards – objectives,
timelines, accountability
Process mapping
Visual boards, Metrics,
Benchmarks
Change Management
Vision/Goal
Staff, Client & Stakeholders:
everyone is part of the
solution and process
Resistance to change can be
an adverse obstacle – prevent
by on-boarding all (process)
Clear expectations, roles,
professionalism
The goal is close to the heart
9. Integration Model:
Mental Health & Primary Health
Care
Goals
1. Improve access to improve quality of care
2. Prevent and reduce risk
3. Build capacity
Objectives
Develop interdisciplinary teams
Define roles, clinical supervision, team meetings
Cross training
Electronic reporting system
Medication monitoring program
Screening mental health and substance use (treatment of mild cases, 1-3
sessions)
Maximizing human resources in rural areas
Example 1
10. Integration
Model
Metrics
• Services Accessed
• Through which program?
• Frequency of screening tools used
• Wait time
• Duration of service
• Re-entry to system: same or different health
concern (coded)
• Hospital utilization
• Suicide: successful and near misses
• Client Satisfaction (quantitative/qualitative)
• Client reported outcomes
• Discharge planning satisfaction, fails,
successes
• Impacts within the organization
• Employee productivity
Progress
Year 1: Sites to have
implemented integrated teams
outlining roles, coverage,
standardized screening,
addressed policy issues, have
clinical support and reporting
structures in place.
Data Collection
Electronic reporting, audits,
client feedback, QI, staff and
stakeholder feedback.
Operation leads, stakeholders,
client groups engaged in
developing feedback tools.
11. Integration
Model Reduction in harm 20%
the new model detected more
higher risk cases which we attribute
to cross training, availability of staff.
Improved discharge planning 94%
up from 57%
by working with staff to develop
client/family centered plans,
and connecting community
supports with clients in
hospital prior to DC.
Hospitalization rates for moderate
clients down 20%
Client satisfaction 90%
reports of reduced stigma
Long term we will see greater reduction
in severity of illness and substance use.
Year 1: Example Outcomes
• Wait times met at 100%
• Reduction of moderate
cases 50%, benchmark set
100%
• Redirection of mild cases
80%
Clients accessing services met
wait times in all portfolios
(child/youth, adult, rehab).
Benchmarks are set at 1 day
turn around for severe, 24-72
hrs moderate, five days mild.
This has been attributed to
primary health screening,
providing 1-3 sessions for mild
Highlights & Benchmarks
12. Why hire a consultant?
Consultants facilitate engagement and opportunities to
approach a problem from a different lens
Consultants can teach organizations how to get the results they
want
Methods utilized can help engage employees disengaged from
the process or engaging in toxic group think from an outsider
perspective taking some pressures off of management.
Holistic approaches are person centered which impact a
persons overall sense of engagement and productivity.
Supporting a ‘person’ builds a healthy sustainable
organizational culture, the foundation for success.
Notas del editor
Thank you for joining me as I introduce myself and past work in the area of Mental Health and Substance Use.
My role:
Help organizations understand their resources and how to optimize them to produce desired outcomes.
Assist in evaluating, designing and implementing organizational and program changes.
Assist in change management.
Working with operations and stakeholders to ensure initiatives are based in research and client/family/community focused. Working to ensure operations have sufficient resources. I consider cultural and environmental factors along with clinical implications, legalities, policies, funding and impacts on community and broader systems.
I develop reporting systems to gather reportable data for analysis to measure and monitor our progress and design evaluation frameworks.
These tools transform into QI, PM, Six Sigma techniques which I use to engage stakeholders to get the job done.
Within evaluation frameworks metrics are identified to produce data specifically for a region, or province and stakeholders identified benchmarks.
We use the results to see if we have met our benchmarks/goals.
Benchmarks are based on set goals, projections, proportions, probability, relationships, research, systems, and resources taking into consideration a margin of error.
Moving on to our Accomplishments, I will focus on the transformations in our models of care.
Application of LEAN management, project management, and change management we are able to make key changes to our programming. Key areas include:
1. Integrating primary care with mental health substance use
Step Care
Collaborative new vision with First Nations.
Intersectorial committees
Integration of resources between primary health care and mental health improve quality of care by preventing escalation of illness when identified early, improve access to services and reduce stigma, and allows health care professionals to develop a common language to relay the same message on wellness to clients/families/caregivers.
From an organizational perspective, models of this nature are economical by recognizing an illness early, thus reducing cost of hospital treatments and accessing community resources that can assist in provision of care; travel time/over time can be reduced in rural/remote locations (if telehealth is not available); staff are fully utilized; and in some cases employee satisfaction and retention are positively impacted.
Clients accessing services met wait times in all portfolios (child/youth, adult, rehab). Benchmarks are set at 1 day turn around for severe, 24-72 hrs moderate, five days mild. This has been attributed to primary health screening, providing 1-3 sessions for mild cases and linking clients to community or on-line resources.
Reduction in harm to self: the new model detected more higher risk cases which we attribute to cross training, availability of staff.
Client discharge planning was measuring in the 50’s and has improved by working with staff to develop client/family centered plans, and connecting clients in hospital with community supports in person prior to DC.
