Central East LHIN Planning Partners-Community Mental Health & Addictions # Agency Cluster Address Phone Executive Email (Click on name for Director Dashboard) 1 Alzheimer Society of Durham 419 King Street (905) 576 - 2567 Chris Braney [email protected] Durham Region West, Suite 207, Oshawa

2 Canadian Mental Durham 60 Bond Street (905) 436-8760 Linda Gallacher (CEO) [email protected] Health Association- West, Oshawa Durham Branch 3 Ontario Shores Cen- Durham 700 Gordon (905) 430-4055 Glenna Raymond (CEO) [email protected] tre for Mental Health Street, Oshawa Sciences - CMHA 4 Community Care Durham 16100 Old (905) 985-0150 Brent Farr [email protected] Durham-COPE Simcoe Road, .ca Port Perry 5 Durham Mental Durham 519 Brock Street (905) 666-0831 Rob Adams [email protected] Health Services South, Whitby

6 Lakeridge Health Durham 850 Champlain (905) 576-8711 Kevin Empey (CEO) [email protected] Corporation-CMHA Ave., Unit 1, Oshawa 7 United Survivors Durham 12 Elgin Street (905) 436-8772 Candy Williams [email protected] Support Centre East, Oshawa Alzheimer Society of Durham Region To be a leader in the Alzheimer movement and recognized by our community as an essential provider of dementia-related services and supports.

Address: 419 King Street WestSuite 207 Oshawa Phone: (905) 576 - 2567 Web: http://www.alzheimerdurham.com/, Primary Contact: Chris Braney, Phone: (905) 576 - 2567, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $425,078 $129,937 $434,642 $0 Non LHIN Funding $105 $0 $0 $0 One Time - All Sources $0 $0 $0 $0

Total Revenue $425,183 $129,937 $434,642 $0

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $420,315 $129,937 $434,642 $0

Admin Expenses (LHIN) $9,000 $0 $0 $0

Percent Admin 2.14% 0.00% 0.00% 0.00%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: Administration and Support Services Visits 6,375 5,975 5,975 5,975 LHIN Staff Approved

COM Primary Care - MH Counseling and Treatment Full Time Equivalents 2.3 2.3 2.3 2.3 Not Approved by LHIN Staff COM Health Promotion Education - General Geriatric Service 6,091 6,165 6,165 6,165 Approved with Monitoring COM Health Promotion Education - Psycho-Geriatric Individuals 0 930 930 930 CSS IH COM - Caregiver Support Group Sessions 136 136 136 136 Total Costs $411,315 $438,664 $444,358 $444,358

Comments MSAA Indicator Status N/A Balanced Position N/A Actual to Forecast Volunteer model. Within limits. Percent Admin On Track N/A Volumes / Individuals On Track

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:03 AM Planning 1. Access to mental health services - Education and referral to appropriate mental health services such as Whitby Mental Health Services Team. Continued partnership with Durham Mental Health Services, and through the Safely Home program with the Durham Regional Police Services. 2. Availability of long term care (LTC) services - Education and support of caregivers allows for longer care at home, thereby reducing the demand on acute care and ALC hospital beds. Research by M. Mittleman (NYU) indicates that placement is delayed by a year and a half when families have accessible support. Link to study results. Partnership with CCAC on education regarding long term care placement: how to prepare, what to expect, respite services that can delay placement. 3. Integration of services along the continuum of care. AS Durham is continuing to take the lead in reviewing potential integration, common accountability agreement, shared services or amalgamation with the other Central East LHIN AS Chapters.

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:03 AM Canadian Mental Health Association-Durham Branch Our Mission: Working on behalf of, and with our Branches, CMHA, Ontario promotes mental health and advances excellence in the delivery of mental health services through knowledge transfer, policy development, advocacy and the inclusion of consumers and family members in decision-making. Our Vision: Mentally healthy people in a healthy society. Address: 60 Bond Street West Oshawa Phone: (905) 436-8760 Web: http://www.ontario.cmha.ca/branches.asp?fn=searchresults&BranchID=8&search=GO, Primary Contact: Linda Gallacher, Phone: (905) 436-8760, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $5,571,983 $5,697,353 $5,822,722 $5,822,722 Non LHIN Funding $1,216,248 $1,787,626 $1,653,000 $1,653,000 One Time - All Sources $0 $0 $0 $0

Total Revenue $6,788,231 $7,484,979 $7,475,722 $7,475,722

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $5,487,922 $5,849,479 $5,822,722 $5,822,722

Admin Expenses (LHIN) $1,793,842 $1,490,000 $1,500,000 $1,500,000

Percent Admin 32.69% 25.47% 25.76% 25.76%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: Administration and Support Services Visits 74,323 145,299 153,301 160,701 LHIN Staff Approved

COM Primary Care - MH Assertive Community Treatment Full Time Equivalents 73.0 78.0 78.0 78.0 Not Approved by LHIN Staff Teams Residence Days 48,003 68,985 68,985 68,985 COM Primary Care - MH Counseling and Treatment Approved with Monitoring Individuals 4,872 1,626 1,666 1,666 COM Primary Care - MH Forensic Group Sessions 5,391 30 30 30 COM Primary Care - MH Social Rehab./Recreation Total Costs $5,437,914 $5,697,353 $5,822,722 $5,822,722 COM Primary Care - MH Vocational /Employment Comments MSAA Indicator Status COM Case Management - Mental Health N/A Balanced Position COM Clinical Management N/A Actual to Forecast COM Consumer Survivor Initiatives - Peer/Self Help N/A Percent Admin On Track COM Information and Referral Service - Mental Health N/A Volumes / Individuals On Track COM Primary Care - Nursing Clinic COM Res. Mental Health - Support within Housing Planning

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:04 AM CMHA Durham’s strategic and operating contribution to the CE LHIN IHSP and improvement of care and service coordination Identified strategic objectives in the CMHA-Durham Strategic Business Plan 2008 are presented below in the context of their alignment with the LHIN’s Strategic Directions and IHSP. • Transformational Leadership CMHA Strategic Objective 7: Continue to thrive as a leading mental health care provider in a changing healthcare environment - 09/10: Board, CEO, and staff participation on almost a dozen CE LHIN planning groups (IHSP - Regional Networking Groups for specific populations) - 10/11: Attract medical resident(s)/family physician(s) to work with our agency CMHA Strategic Objective 3: Enhance our profile through partnerships in public education increasing the community’s understanding of MH issues within the LHIN framework. (IHSP Public Health/Health Promotion Action - Health Promotion and Illness Prevention - Reduce Stigma/Discrimination) 09/10: MH education seminar for the Oshawa Community Business Association • Quality and Safety CMHA Strategic Objective 4: Continue to promote/support an organizational culture that values the health & safety of clients, staff and volunteers (IHSP - Knowledge Exchange – CQI Standards; Consistent Data Collection Methodology and Outcome Measures) - 09/10: Review Accreditation Canada (AC) Standards, assess agency compliance (including Practices for Patient Safety) and identify areas for improvement - 09/10: Provide annually all aspects of mandatory safety training for staff - 09/10: Ensure all programs/departments have current Logic Models and quality indicators monitored by Quality Council CMHA Strategic Objective 5: Build upon/promote culture of a learning organization (IHSP - HHR recruitment, retention/training strategy; Knowledge Exchange – CQI Standards) - 09/10: Track education of managers and provide professional development - 09/10: Continue providing front-line staff competency/skills training in many areas - 09/10: Evaluate Supervision/Performance Tools; Individual Development Plan - 09/10: Identify/disseminate Best Practices across all service activities - 09/10: Commitment to staff wellness through planned wellness events CMHA Strategic Objective 6: As an equal opportunity employer, the agency attracts and retains highly competent staff to position the agency as a provider of quality services (IHSP - HHR recruitment, retention and training strategy) - 09/10: Implement and update the Compensation Plan, use of core competencies - 09/10: Provide at least 2 Diversity training sessions for staff each year, develop Diversity Policy, and assess agency with CMHA Diversity Lens (IHSP - Cultural Competency Action - Cultural Competency Strategy) • System and Service Integration (see Partnership & Integration chart on page 2) (aligns with IHSP Interdisciplinary team approach to care) CMHA Strategic Objective 1: Build upon and further develop the agency’s culture of an integrated, multi-service systems approach throughout the organization and community CMHA Strategic Objective 2: Continue to develop and promote and strategic partnerships (including integrations) and linkages with the broader healthcare sector

• Fiscal Responsibility CMHA has always and continues to live within its means and at the same time goes to great lengths to ensure efficient access to quality services through attention to its strategic priorities, data collection, partnerships, and commitment to cost effective service CMHA Durham fulfilling its obligations under sections 16(6) and 24 of the LHSIA • Section 16(6) – engagement of diverse persons and entities in planning, priority setting and delivery of services See Schedule A: Description of Services – Client Populations; Diversity training identified in CMHA Strategic Direction 6 • Section 24 – identification of integration opportunities that will provide appropriate, coordinated, effective, and efficient services See chart on page 2 for existing integrations and bottom of page three for a list of some of upcoming integrations. As the LHIN organization moves forward, seeking out integration activities among its service providers, it is imperative that the starting point is well identified, that documentation of prevailing partnerships and integrations exist and that detailed community service maps are developed showing logical paths through these integrations and aptly interfacing with the

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:04 AM acute MH&A care component of the CSP. CMHA-Durham is committed to being part of appropriate client-centred integration. Results of Integration Activities (existing, proposed, and in the future) Many of CMHA-Durham’s integration activities result in direct positive impact on service wait times (both in the community and in the hospital sector (ED & ALC)), quality of service, and potential for cost savings if offsets are addressed (see Outcome Data in Section iv, below evidencing the value in CMH investment) Some integrations deal with health in a holistic way across health sectors and non-health sectors, thus enhancing quality of service and outcomes.

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:04 AM Whitby Mental Health Centre-CHMA Our mission is to assist individuals suffering from serious mental illness achieve the earliest and most successful community reintegration at the most independent level through comprehensive assessment, consultation, treatment and rehabilitation. Address: 700 Gordon Street Whitby Phone: (905) 430-4055 Web: http://www.whitbymentalhealthcentre.ca/CoreValuesMissionVision.htm, Primary Contact: Glenna Raymond, Phone: (905) 430-4055, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $131,065 $152,126 $155,473 $155,473 Non LHIN Funding $0 $0 $69,621 $74,685 One Time - All Sources $0 $0 $0 $0

Total Revenue $131,065 $152,126 $225,094 $230,158

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $131,311 $184,173 $225,094 $230,158

Admin Expenses (LHIN) $0 $0 $0 $0

Percent Admin 0.00% 0.00% 0.00% 0.00%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: COM Case Management - Mental Health Visits 895 807 2,600 2,600 LHIN Staff Approved

COM Crisis Intervention - Mental Health Full Time Equivalents 1.7 2.9 2.5 0.0 Not Approved by LHIN Staff Individuals 80 150 181 181 Approved with Monitoring

Comments MSAA Indicator Status N/A Balanced Position N/A Actual to Forecast N/A Percent Admin On Track N/A Volumes / Individuals On Track

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:06 AM Planning

Youth Case Management • On a small scale, this program is an example of what is desired by the IHSP as it typifies the type of service delivery and support that is central to the achievement of an improved coordination of care/services in the local health system through the engagement of individual agencies, families and the youth in the planning and service delivery processes. This focus and format of intervention has resulted in services to youth that are often the most disadvantaged – those with SMI’s – and, on an individual and systemic level, actively supports the philosophical and strategic directions of the health care system.

Forensic Transitional Case Management • Focuses specifically on increasing the throughput of forensic units by assisting appropriate individuals discharged from secure beds in obtaining and maintaining support in community placements

Mental Health Support Unit • This position furthers the integrated approach of community partners working together towards specific client outcomes. • It also focuses on providing care in the communities where our residents reside. • It focuses on ‘providing the right care’ at the ‘right place’ at the ‘right time’.

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:06 AM Community Care Durham-COPE Community Care Durham (CCD), established in 1977, is a multi-service registered charitable organization. We provide Home Support, Respite (Caregiver Relief) and COPE Mental Health services for adults and their caregivers who have needs related to physical disability, aging and/or mental health. Our services are provided free of charge or for a minimal fee and are administered through nine service locations across Durham. Address: 419 King Street WestSuite 605 Oshawa Phone: (905) 404-2224 x 25 Web: http://www.communitycaredurham.on.ca/, Primary Contact: Brent Farr, Phone: (905) 404-2224 x 25, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $3,512,432 $4,366,479 $4,479,565 $4,479,565 Non LHIN Funding $1,916,562 $1,473,273 $1,349,677 $1,289,717 One Time - All Sources $28,575 $63,572 $0 $0

Total Revenue $5,457,569 $5,903,324 $5,829,242 $5,769,282

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $5,428,994 $6,132,847 $6,042,242 $6,032,282

Admin Expenses (LHIN) $1,284,871 $1,590,441 $1,346,296 $1,323,377

Percent Admin 23.67% 25.93% 22.28% 21.94%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: Administration and Support Services Visits 128,047 132,292 135,460 135,584 LHIN Staff Approved

COM Primary Care - MH Psycho-geriatric Full Time Equivalents 8.2 8.2 89.4 89.4 Not Approved by LHIN Staff COM Primary Care - MH Social Rehab./Recreation Service 39 0 0 0 Approved with Monitoring COM Case Management - Mental Health Hours 35,835 35,790 37,356 37,780 CSS IH COM - Case Management Individuals 8,853 8,702 10,312 10,534 CSS IH COM - Comb. PS/HM/Respite Services Attendance Days 16,300 15,955 16,005 16,005 CSS IH COM - Day Services Group Sessions 1,018 1,011 940 940 CSS IH COM - Foot Care Services Meals 82,030 83,425 83,425 83,500 CSS IH COM - Meals Delivery Total Costs $5,428,994 $6,162,247 $6,042,242 $6,032,282

CSS IH COM - Respite Comments MSAA Indicator Status CSS IH COM - Service Arrangement/Coordination N/A Balanced Position CSS IH COM - Social and Congregate Dining N/A Actual to Forecast CSS IH COM - Transportation - Client N/A Percent Admin On Track CSS IH COM - Visiting - Social and Safety N/A Volumes / Individuals On Track

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:04 AM Planning How our plans contribute to the IHSP and improve coordination of services: In 2004-05 the Board of Directors, along with staff, LAC volunteers, clients and members from the community at large, met to develop a vision of what the organization could/should look like in the next few years. An overall Strategic Direction was established: "To continue to be a leader in the management, governance and delivery of quality service". From this overall direction, five Strategic Initiatives were developed along with Priority Goals for each initiative. Our resulting Service/Operating Plans incorporated these action plans. The Board of Directors approves the Service/Operating Plan (inclusive of Strategic Plan Update) annually.

Meeting our obligations regarding community engagement and integration: In subsequent years, stakeholders have reconvened to review the Strategic Directions and Priority Goals and further discuss implementation plans for the upcoming year. This type of review is ongoing. Much work has, and will continue to go into, providing the CE LHIN with input into their planning and engagement process and IHSP by numerous staff within CCD, thus establishing appropriate and supportive partnerships. Local service sites, client assessment and multi-service provision, seven standing Local Advisory Committees (meeting monthly), combined with centralized board governance and finance and administration, have made CCD a functional cost-effective model of integration for community support service delivery for both urban and rural communities. The previous elimination of separate boards and administrative structures for each CCD local office provides efficient use of LHIN funding, and other financial and human resources.

Results of these activities, impact on the community and service delivery They align with the goals of the IHSP and Provincial Aging at Home Strategy by: increasing client access to services, helping to prevent premature admissions to long term care facilities, supporting the care recipient to age at home with quality of life respecting choice and maintaining dignity, helping to prevent caregiver burnout, and promoting consumer health and well being. Community Care Durham works cooperatively with other health care providers to implement integration initiatives to reduce services barriers in the health care system. CCD currently partners in over 90 integration activities, as well as supporting approximately 50 committee connections for CCD staff.

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:04 AM Durham Mental Health Services Durham Mental Health Services assists vulnerable adults in Durham Region with emotional/mental health problems so that they might attain the best possible personal growth and live independently in the community. First priority is to serve people with serious mental health problems. Address: 519 Brock Steet South Whitby Phone: (905) 666-0831 Web: http://www.dmhs.ca/, Primary Contact: Rob Adams, Phone: (905) 666-0831, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $4,513,278 $4,614,827 $4,716,376 $4,716,376 Non LHIN Funding $535,103 $463,746 $463,746 $463,746 One Time - All Sources $0 $0 $0 $0

Total Revenue $5,048,381 $5,078,573 $5,180,122 $5,180,122

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $4,585,953 $4,682,827 $4,784,376 $4,784,376

Admin Expenses (LHIN) $837,642 $794,213 $850,887 $850,887

Percent Admin 18.27% 16.96% 17.78% 17.78%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: Administration and Support Services Visits 70,013 65,290 65,290 65,290 LHIN Staff Approved

COM Primary Care - MH Diversion and Court Support Full Time Equivalents 81.0 81.7 81.7 81.7 Not Approved by LHIN Staff COM Primary Care - MH Dual Diagnosis Service 4,978 23,156 23,156 23,156 Approved with Monitoring COM Case Management - Mental Health Residence Days 16,042 15,983 15,983 15,983 COM Consumer Survivor Initiatives - Family Initiatives Individuals 1,896 2,720 2,720 2,720 COM Crisis Intervention - Mental Health Group Sessions 3,762 3,207 3,207 3,207 COM Res. Mental Health - Short Term Crisis Support Beds Total Costs $4,583,404 $4,665,827 $4,767,376 $4,767,376

COM Res. Mental Health - Support within Housing Comments MSAA Indicator Status N/A Balanced Position N/A Actual to Forecast N/A Percent Admin On Track N/A Volumes / Individuals On Track Planning How DMHS’s Strategic & Operating Plans contribute to the LHIN IHSP Action Items: 1. Service Delivery

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:03 AM Regional Networking Groups: Participates on ? Concurrent Disorders Network ? ACTT Advisories ? CE Network of Specialized Care ? Durham Advisory Committee on Homelessness Up to Date Inventory of Programs and Services: Participates in ? Basket of Service Charter Development Youth Early Intervention Strategy: ? Member of CE LHIN YIS Committee ? operates crisis response line for all age groups (including children & youth)1-800# ? Youth Court Diversion worker ? 2 transitional aged youth case managers ? TAMI Coalition (in highschools) provision partner Consistent Data Collection Methodology and Outcome Measures: ? CRMS implementation ? mentor for MIS Mentoring program with MOHLTC ? switched to electronic record keeping through global use of laptops ? participated in e-referral pilot ? One Mail health system – ready to participate live Common Intake and Assessment: ? participates in common intake and assessment system with CMHA-Durham ? plan to further expand the centralized intake and referral system ? plan to enhance discharge planning processes with CMHA-Durham, CE CCAC, Schedule 1 hospitals, CE Corrections Centre, and WMHC Shared Resources and Service Coordination: ? shared office space with Pinewood, Courts, ACTT, Cormack Station, Durham Regional Housing Authority ? Crisis Team backup for ACTTs ? operates integrated Child and Youth Crisis Line 2. Knowledge Exchange Knowledge of Best Practice Initiatives: ? MOHLTC standards integrated into programs ? policy manual based on MOHLTC standards supported by procedures and guidelines for all programs Knowledge Exchange – CQI and Standards: ? incorporating best practices from federal Mental Health Commission and provincial Human Service Justice Coordinating Committee ? participated in accreditation processes for other agencies ? adopted principles from federal Drug & Mental Health Court and provincial Child & Youth Services Youth Court Diversion Reduce Stigma and Discrimination: ? TAMI Coalition ? frequent community education & training ? membership on cross-ministry networking groups ? Ontario Not -For-Profit Housing Association ? joint mental health awareness events ? Stand Up for Mental Health promotion & development 3. Health Human Resources HHR Recruitment, Retention and Training Strategy: ? joint training & education events ? hostel training plan with Region of Durham ? MIS & CDS Mentor agency ? Durham Region Local Training Board ? DREN ? Durham College placements and member of advisory groups ? IT mentoring for CRMS training Interdisciplinary Team Approach to Care: ? shared crisis clients with WMHC, DRPS, COPE, Ministry of the Attorney General, Child & Youth Services Durham ? shared caseloads with COPE ? member of Frail Elderly Alliance ? Concurrent Disorders Network Charter member ? transfer payment agency for Dual Diagnosis Network

LHSIA Obligations: Engagement by Health Service Providers Actual Strategies and Results 1. Participation in a leadership role in LHIN initiatives: Integrated planning with the LHIN on ? Durham West Collaborative ? Early Youth Intervention ? Concurrent Disorders ? Human Services and Justice ? Board-Board Engagement ? Frail Elderly Alliance ? Basket of Services Committee 2. Reconvened Mental Health Alliance for Durham Region MH providers: ??communication between local area providers ?? awareness of system needs and activities 3. Implementation of Community Engagement Strategy, with dedicated human resources: ? ? penetration into targeted community with ? circle of known stakeholders ??media coverage to ?awareness of community mental health services with public 4. Participated in joint planning meeting with Durham LHIN mental health partners November, 2008: Discussion about and linkages further developed with respect to current CAPS submission Planned Strategies and Anticipated Results 2009/10- 2010/11 • Development of a regular strategic planning cycle and opportunities: Development of a dynamic strategic plan that is coordinated with those of other LHIN funded mental health services

LHSIA Obligations: Identifying Integration Opportunities Actual Strategies and Results 1. Assertive outreach to primary care physicians: ??referrals from offices ? ? awareness by family Drs & staff about DMHS services ??client awareness of

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:03 AM services 2. Assertive outreach to other primary care mental health providers (cross-system support): ??Working relationships developed with UOIT Campus Health Centre ? OPG Darlington 3. Training to support providers in other agencies with a significant mental health caseload: ? Durham Hospice ? Wrap-Around Durham ? Ontario Works ? Durham Alternative Secondary School ? Distress Centre Durham ? Durham Rape Crisis Centre 4. Joint services provided with other agencies: ?integration of services with ? MHSU (DRPS & WMHC) ? Concurrent Disorders Network ?Telehealth Ontario(in progress) ? Dual Diagnosis Network, Common Intake & Assessment (CMHA-Durham) ? Region of Durham ? Cornerstone Community Association ? Schizophrenia Society of Ontario ? Youth Crisis Response (CHIMO, Kinark & Frontenac) ? intake at Schedule 1 hospitals ? Pinewood ? COPE ?TAMI Coalition Planned Strategies and Anticipated Results 2009/10- 2010/11 • Continuing development of interagency programming: ? number of formal and informal partnerships

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:03 AM Lakeridge Health Corporation-CMHA Working together for excellence in healthcare. In general, the Mission refers to how an organization will achieve its vision statement. It is a high-level set or list of actions that it will undertake. It is important that it is easy to interpret consistently, and that those in the organization can live by it. Address: 850 Champlain Ave.,Unit 100 Oshawa Phone: (905) 576-8711 x 4426 Web: http://www.lakeridgehealth.on.ca/, Primary Contact: Kevin Empey, Phone: (905) 576-8711 x 4426, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $6,397,197 $6,527,278 $6,661,331 $6,661,331 Non LHIN Funding $324,885 $221,838 $221,838 $221,838 One Time - All Sources $0 $0 $0 $0

Total Revenue $6,722,082 $6,749,116 $6,883,169 $6,883,169

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $8,517,416 $8,932,696 $9,066,749 $9,066,749

Admin Expenses (LHIN) $0 $0 $0 $0

Percent Admin 0.00% 0.00% 0.00% 0.00%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: COM Primary Care - Addictions Treatment-Problem Gambling Visits 65,420 65,118 66,818 66,818 LHIN Staff Approved

COM Primary Care - Addictions Treatment-Substance Abuse Full Time Equivalents 88.1 92.7 92.7 92.7 Not Approved by LHIN Staff COM Primary Care - Addictions Withdrawal Mgmt. Service 27 0 0 0 Approved with Monitoring COM Primary Care - Initial Assessment and Treatment Residence Days 7,757 8,650 8,650 8,650 Planning Individuals 8,162 5,950 5,975 5,975 COM Primary Care - MH Community Clinic Attendance Days 4,927 3,500 6,550 6,550 COM Primary Care - MH Concurrent Disorders Group Sessions 2,136 1,088 1,088 1,088 COM Primary Care - MH Early Intervention Total Costs $8,517,416 $8,932,696 $9,066,749 $9,066,749 COM Primary Care - MH Eating Disorders Comments MSAA Indicator Status COM Case Management - Mental Health Total entity funding issue. Total organization is required to balance under CFMA and Balanced Position COM Case Management Addictions - Substance Abuse LHSIA. COM Clinical Management N/A Actual to Forecast COM Crisis Intervention - Mental Health N/A Percent Admin On Track COM Medical Resources N/A Volumes / Individuals On Track

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:05 AM COM Residential Addiction - Treatment Services-Withdrawl Management Centres Planning Lakeridge Health is very pleased with the role of its mental health and addiction services (Pinewood Centre) in relation to the IHSP, including: • Active participation in numerous LHIN led initiatives, including: MHA Network, Disordered Eating Steering Group, Youth Early Intervention Steering Group, Clinical Services Plan - Mental Health; Durham West Collaborative. • Leadership in development of two Concurrent Disorders Networks. • Since mental health and addictions is a Priority for Change under the IHSP, the program has incorporated the “enablers” and developed objectives accordingly (eg. E-health, safer environments etc.), as listed above. In addition system outcomes are also described above. • Goals and objectives listed above that are focused on younger and older populations, diversity, reduced spread of infectious disease and primary care access through withdrawal management.

The achievement of Lakeridge Health’s obligations under the Health Service Integration Act are defined under the scope of goals and objectives above through: a) integrated planning (several LHIN-led steering groups; consultation through CAPS process) b) coordination (MHA Network, CD Network, other networks for CTO Program, ACT Advisory, Eating Disorders Network etc) and c) service delivery (all programs work in constant harmony with other providers and a new (Oct 08) Occupational Therapist position is shared between Early Psychosis Team and CMHA Durham – ACT Team.).

The Pinewood Review (CAMH, March 2008) included several examples of how well the program is engaged (and providing leadership) on local, regional and provincial levels.

There are numerous integrations that the program has achieved with partners; including: a) CD Network of Durham, and new CD Network of CE LHIN b) CTO Program with CMHA, WMHC and DMHS c) Early Psychosis Intervention Program with CMHA d) Clinical service with the Youth Centre e) Court diversion services with Durham Mental Health f) Sharing Psychiatric resources with CMHA – Durham g) Metabolic clinic consultations with WMHC h) Numerous education and harm reduction strategies with Public Health, including needle exchange objective that includes John Howard Society i) Affiliation agreements with educational institutions, particularly UOIT, Durham College and Queen’s University j) Durham TAMI Coalition

As part of the current CAPS submission, consultation and input session were conducted with staff, consumers of service and a formal discussion with peer agencies on November 5, 2008. There was unilateral support for all goals and objectives.

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:06 AM United Survivors Support Centre A peer support agency focused on individual empowerment for all those who have experienced mental health or related problems. As a self help group, members are assisted in meeting the challenges of today's society through: peer support, groups, education, referrals and sharing of information that is relevant to mental health. Daily activities are posted and revised as appropriate to membership needs. USSC offers a computer lab consisting of 4 internet accessible computers. Opportunities for skills development include reception and canteen positions. Programs included One on One Training, Healthy Living, Cooking Classes, Stress Management and Computer Tutorials. Activities include Euchre Tournaments, Bingo, Bowling, Cribbage, and organized excursions. All programs and activities are the result of membership consensus and reflect the needs of the current participating membership.

Address: 12 Elgin Street East Oshawa Phone: (905) 436-8772 Web: http://www.informdurham.com/details.asp?RSN=9275, Primary Contact: Candy Williams, Phone: (905) 436-8772, Email: [email protected] Finance Funding 2007/08 2008/09 2009/10 2010/11 Base - LHIN Allocation $230,405 $235,589 $240,773 $240,773 Non LHIN Funding ($30,000) ($30,000) ($30,000) ($30,000) One Time - All Sources $0 $0 $0 $0

Total Revenue $200,405 $205,589 $210,773 $210,773

Admin Expenses 2007/08 2008/09 2009/10 2010/11 Total Expenses (LHIN) $200,462 $205,589 $210,773 $210,773

Admin Expenses (LHIN) $122,984 $99,831 $99,831 $99,831

Percent Admin 61.35% 48.56% 47.36% 47.36%

Performance Functional Categories Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11 Legend: Administration and Support Services Visits 2,492 2,542 2,542 2,542 LHIN Staff Approved

COM Crisis Intervention - Mental Health Full Time Equivalents 1.0 1.0 1.0 1.0 Not Approved by LHIN Staff Individuals 2,492 2,542 2,542 2,542 Approved with Monitoring Group Sessions 172 190 190 190 Total Costs $230,462 $235,589 $240,773 $240,773

Comments MSAA Indicator Status N/A Balanced Position N/A Actual to Forecast N/A Percent Admin On Track N/A Volumes / Individuals On Track Planning USSC strategic and operating contribution to the CE LHIN IHSP and improvement of care and service coordination. USSC goals, partnerships and activities

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:02 AM aligning with the LHIN Strategic Directions and the CE LHIN IHSP are outlined below.

Transformational Leadership - Planning & Coordination Partnerships (provincial) (aligns with Knowledge Exchange) with the Centre for Addiction and Mental Health, Canadian Mental Health Association – Ontario Division, Ontario Federation of Community Mental Health and Addiction Programs, Ontario Peer Development Association (USSC represented on Board) and Addictions Ontario with CSI representatives from the 14 LHINs (USSC represents the LHIN) - Planning & Coordination Partnerships (CE LHIN) - CE Consumer Survivor Initiative Network coordination and collaboration efforts to be conducted through (will improve Health Promotion and Illness Prevention and with Scarborough partners (Hong Fook) Regional Networking Groups for specific populations): offering and receiving of peer support at an organizational level, addressing consumer survivor issues at a regional level, regular conference calls/meetings between CSIs establishing internet network between agencies utilization of questionnaires and focus groups with all other Mental Health & Addiction stakeholders in the Durham Region (The Durham Mental Health & Addiction Alliance) Durham Advisory Committee on Homelessness Feed the Need Committee Quality and Safety Accreditation (aligns with CQI Standards) as CMHA Durham goes through their third accreditation process they have committed to supporting USSC in moving towards its own accreditation process (it is recognized that both organizations are pioneering new ground in this, as presently accrediting bodies have not taken on consumer initiative organizations) Partnership with Region of Durham – through funding from the region, USSC supports homeless people with bus passes and vouchers Patient Council in partnership with WMHC work towards ensuring quality service and safety for clients USSC aligns with the IHSP (Reduce Stigma/Discrimination) in its continued commitment to address issues of stigma in the community through education and raising awareness of Mental Health in the community. This is accomplished through sustaining fund raising activities, and conducting public speaking activities in the community. And in so doing achieve greater consumer survivors confidence and independence and help people in understanding mental illness The Human Resources and Financial Committee recognize the value and contribution of USSC staff and volunteers to quality and service and continue to seek funding to secure additional staff to support program provision - System and Service Integration Culture of Recovery Project (LHIN-Wide) – Wellness Recovery Action Planning (WRAP) Collaboration across LHIN’s 4 Consumer Survivor Initiatives Provides opportunities for consumer/survivors and consumer-operated services to access and integrate evidence-based self-help wellness education and tools by offering Like Minds Peer Support Education to prepare consumers/survivors for volunteer and paid employment roles in mental health and addiction system Comprehensive education strategy (train the trainers) where facilitators are trained in facilitating WRAP groups and Pathway to Recovery Groups.

Data supports reductions hospital admissions and lengths of stay The plan will bring the 4 LHIN CSI together as a network in an initiative of peer support embracing notions of recovery and moving away from survivor notions Durham Human Services & Justice Coordinating Committee Peer Support Partnership with CMHA- Durham Branch Communities in Action (aligns with Health Promotion and Prevention of Illness) (partners: COPE, CMHA, WMHC, Durham Region, DMHS) (funded through MHP) Manufacturing Technology Centre Café (Employment Innovations Fund (partners: CMHA, WMHC, Community Living (AP)) Fiscal Responsibility Back Office Partnerships CDS support from CMHA-Durham Branch Outcome data from Connections Program (see section d. below) (aligns with Consistent Data Collection Methodology and Outcome Measures)

USSC fulfilling its obligations under sections 16(6) and 24 of the LHSIA

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:02 AM Section 16(6) – engagement of diverse persons and entities in planning, priority setting and delivery of services. Our services are provided in English and the vast majority of our clients speak English. For clients requiring communication in another language, efforts are made to find appropriate support. Section 24 – identification of integration opportunities that will provide appropriate, coordinated, effective, and efficient services See integrations identified above under strategic and operating contributions to the LHIN. Results of Integration Activities (existing, proposed, and in the future) USSC integration activities result in direct positive impact on wait times for both community and hospitals services, resulting in better care for clients and significant cost savings for the system including hospital congestion, quality of service, and potential cost savings.

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments. See over 9/21/2010 11:58:02 AM