2009/10 ANNUAL REPORT - Canadian Mental Health Association

More documents

Recommendations

Info

AMBITION 6 Quality Program The CMHA-WECB is committed to creating a culture of continuous quality improvement. The process is driven by Accreditation Canada standards of excellence. It began through the formation of a Quality Council in 2005 and expanded into the formal, comprehensive Quality Program that is currently in place. People are the essence of a good quality improvement program. The annual quality report is a summary of the work and accomplishments of many people across the organization. The number and diversity of the people involved in the quality activities of CMHA-WECB and the Community Care Health Centre make this a remarkable year! We have looked within our organization, our services, the ways we deliver services, the administrative functions that support these services and have reached out to the consumers, their families and caregivers, and our community partners to ask them whether the services meet their needs and how we can improve. Our Goals • A continuous review of processes, proactively looking for areas of strength and areas that could be improved to reduce risk and ensure the safety of our clients. • Transparency and accountability for outcomes of care and service. • Inclusion of internal and external stakeholders in the development of quality improvement processes. • Collection and analysis of data to measure performance, outcomes and quality of care. • Comparing results to peers using standards of excellence and established benchmarks. • Researching and applying best practices. • Communicating the targets, standards and outcomes internally and externally. Our Achievements in the Past Year • Development of a restructured Quality Council, as a Board of Directors Committee, whose role is to provide operational responsibility and leadership by monitoring the productivity of the Branch’s services, review benchmark achievements and provide recommendations to the CEO and staff in regards to improvements to service delivery. This committee reports quarterly to the Board. • Improvement in the Risk Management component of the Quality Program with processes to effectively measure harm and development of targeted strategies to prevent recurrence. This has resulted in a shift away from initiatives exclusively focusing on analysis of error to those targeting events or systems linked to the harm. This component of the program collects, tracks and trends data on serious occurrences, near misses, complaints, privacy issues, medication errors, ethical issues and many other mandatory reporting elements. Analysis of this data has resulted in improvements to reduce risk and prevent recurrence, improve client and employee safety, and improve the complaint resolution process. • The first agency-wide Serious Occurrence/Risk Report was completed in December 2009 and has been reviewed by Directors and staff. This report provides organization wide and program specific information related to risk issues. The report can be used as a resource to identify topics for safety evaluations, areas of improvement, and education needs. Risk issues can be evaluated by program, by category as recommended by the Canadian Patient Safety Institute, or by risk level. • An annual, proactive safety analysis (Failure Mode and Effects Analysis) that focuses, this year, on Discharge Planning for Intensive Case Management. • Delivery of a revised Consumer Survey that focuses on the client’s perception of quality of services and outcomes, and perception of collaborative care rather than overall satisfaction with services. • Addition of family and community surveys to ensure we are evaluating our services from not only the clients’ perspective but from that of the family members, caregivers, and our community partners. • Development Self-Assessments tools to evaluate the function of the Quality Committees. • Improved communication to staff through regularly scheduled quality presentations at unit meetings. • Revision of the quality recognition process to expand the organization’s acknowledgement of the quality improvements initiated by our staff members. “ Quality is not an act but a habit” (Aristotle)
Accreditation Human Resources CMHA-WECB is proud to have received full accreditation status from Accreditation Canada in 2005 and again in 2008. All programs and services provided by CMHA-WECB and the Community Care Health Centre meet or exceed national standards of excellence and meet all required organizational practices for client safety. Organization and Program Scorecards One of the major achievements for the Quality Program, in the past year, is the completion of the Program Quality Scorecards. The challenge for the mental health sector is clear. The use of performance measures and the movement toward achieving established quality benchmarks is becoming part of every organization’s culture of quality improvement. Scorecards focus activities on our purpose, allow evaluation of results, identify activities needed for continuous quality improvement and provide a quantifiable measure of success in achieving established goals. Reporting our key performance indicators on the organization wide scorecard and on individual program scorecards allows everyone in the CMHA-WECB to “own” the quality improvement process and involves changing hearts and minds to integrate quality improvement into day to day activities. Each scorecard was developed using the Accreditation Canada domains of quality, best practice guidelines and standards for programs, mandatory reporting requirements and accountability agreements. Scorecards are updated regularly, quarterly or annually, with a focus on: Integration of strategic planning, management and budgeting into a holistic system Identification of areas of improvement and implementing strategies for improvement Communication of strategies that are actionable Measurement and management of processes and outcomes Clarity of communication Improvement in accountability and transparency 100 80 60 40 20 0 2006 2007 2008 2009 Staff reporting understanding of the Quality Program Target CMHA-WECB grew by 20 new staff in the period April 1, 2009 through March 31, 2010. As a result, our total number of staff members grew from 154 to 174. During the period, we ran 40 competitions; some to replace staff who resigned and some for new positions. There were still two competitions open as of March 31, 2010, which were just in the process of completion. Staff were hired in numerous areas; Management, Administration, Community Support - Intensive Case Management, Early Intervention, Employment Services, Transition House and City Centre Health Care. We participated in the Service Canada Summer Student Program and the Women’s Enterprise Skills Training of Windsor Inc. (W.E.S.T.) Program which supports unemployed women with a special emphasis on visible minority women and immigrant/newcomer women, and women facing difficulties finding employment The budget constraint was a challenge we meet by leaving some positions unfilled. This placed stress on the remaining staff, but allowed us to balance the budget. We left some positions vacant to assist in managing the budget challenges as we had to leave positions without issuing any lay-off notices to staff. Training and Development We began Fundamentals of Case Management Training for our Community Support Workers in September 2009, and completed it in April, 2010. This is a program developed by the Ontario Federation of Community Mental Health and Addictions Programs in collaboration with McMaster University. It aims to standardize case management practice in Ontario. There are ten modules in this program. Staff who complete all ten will receive a certificate. This year, all our staff took a day away from the office to focus on our mandatory training areas and to ensure our continued compliance with Accreditation Standards. Mandatory training includes: Privacy, Ethics and Human Rights to name a few. There were also numerous opportunities for training and professional development, in-house and externally. Some examples include: Introduction to Cognitive Behavioral Therapy, OHA Pandemic Webcasts, ODSP Education, Access to Justice Seminar, Food Handling Certification, Management Effectiveness Profile System Workshop, Seminar on Power of Attorneys, RDSPs, (Registered Disability Savings Plan) Ontario Works, Diversity and Cultural Competence, Performance Appraisals, Non-Violent Crisis Intervention, CPR, Defibrillator and First Aid and HIV and Substance Use Training. Wellness Committee In the 2009-10 reporting year the Wellness Committee became involved in planning staff events for Mental Health Week which is held each year in May. These events included a Kickoff Breakfast, Massage Therapy, Laffs at Lunch, Therapeutic Touch, Reflexology and Yoga. In addition to the Mental Health Week events a variety of Lunch and Learns were also held, topics included: Group Retirement Plan, Basic Protections, Basic Money Management, Savings and Retirement, Portfolio Management and Retirement Planning and Analysis. information on benefits. They also arranged a lunchtime walking group and Weight Watchers at Work. CMHA-WECB Full Time Equivalent Comparison CMHA-WECB Full Time Equivalent Comparison Year FTE's Year 1985 19.95 FTE's 1990 48.25 1995 1985 47.0019.95 2000 1990 65.0548.25 2003 1995 74.5047.00 2004 75.20 2005 2000 97.7065.05 2006 2003 107.8074.50 2007 2004 124.3375.20 2008 138.70 2005 97.70 2009 145.90 2006 107.80 2007 124.33 2008 138.70 2009 145.90 CMHA-WECB FULL-TIME EQUIVALENT COM CMHA-WECB FULL-TIME EQUIVALENT COMPARISON 150.00 140.00 130.00 150.00 120.00 140.00 110.00 130.00 100.00 90.00 120.00 80.00 110.00 2005 2006 2007 2008 2009 100.00 Year 90.00 80.00 2005 2006 2007 72008 Year
Page 1 and 2: 2009/10 ANNUAL REPORT CANADIAN MENT
Page 3 and 4: TABLE OF CONTENTS CMHA-WECB Mission
Page 5 and 6: CMHA-WECB Mission and Vision Vision
Page 7 and 8: Growth and progress The exponential
Page 9: CMHA’s bereavement program. The D
Page 13 and 14: Outreach Services 100 Advocacy Serv
Page 15 and 16: Employment Support Services Employm
Page 17 and 18: Volunteer Services With more volunt
Page 19 and 20: City Centre Health Care 2008 2009 1

2009/10 ANNUAL REPORT - Canadian Mental Health Association

Create successful ePaper yourself

Delete template?

Save as template?