Health Outcomes Through Collaboration

Sarah

Health System Strategy: Building Care Communities Under Patients First, the role of LHINs expanded to include stronger collaboration with primary care and public health. Direct recognition of the importance of primary care and public health in improving the health of the population Need for integrated health systems that are designed to support patients, making it easier for them to access the right supports Sarah

Importance of Social Determinants of Health in Planning for & Addressing the Health of the Population Sub-Region Leadership Tables Sub-Region Well-Being Tables

Community Health and Wellbeing

Vulnerable – Complex Care Community Mobile Primary care Medical/Harm Reduction Van Care Continuity Primary Care in Soup Kitchen & Shelters Primary Health Care Hub/CHC Traditional PCP

System Alignment Rapid Access Addiction Clinics (RAAC) Community Paramedicine Initiatives Mental Health and Addictions Specialized Outreach Services (SOS) Overdose Prevention Sites Supervised Injection Sites (ROW Public Health- Dr. Hsiu-Li Wang) The Guelph RAAC – First Collaborative Quality Improvement plan (with HQO), initially launched with no new funding, all in-kind from partners Partnership with MCYS on building acute and post-acute / diversion supports for kids in significant MH distress – joint performance, collectively investment planning Opioid Action Plan and work with public health based on cross-system engagement ie,  include pieces like imbedding  concurrent addictions/MH workers with Police Bill

Investment in Mental Health & Addictions Care for Every Stage of Life 1 MORE SERVICES: Immediate actions to reduce gaps 2 BETTER ACCESS: No wrong door to one integrated system 3 HIGHER QUALITY: Improving client experience & outcomes Improving Care for Kids in Their Communities Reducing Wait Times Children / Youth Providing Care for Children and Youth Who Need It Most Enhancing Care for Indigenous Children and Youth Improving Promotion, Prevention and Early Intervention Helping People with Anxiety and Depression Expanding Access to Supportive Housing Enhancing Addictions Treatment Services for Youth and Adults Giving Caregivers More Support Increasing Care for People in Crisis Hiring More Mental Health Workers in Schools Supporting Students’ Mental Health Literacy Hiring More Mental Health Promotion Workers on Campus Youth Wellness Hubs Providing Faster Access to 24/7 Help and Crisis Counselling Enhancing Mental Health and Addictions Services for Indigenous People Enhancing Help for Diverse and Priority Populations Helping People with Mental Health and Addictions Issues Stay Out of the Justice System Strengthening the Province’s Community Mental Health and Addictions System Creating Provincial Mental Health and Addictions Core Services An Evidence-Based Funding Allocation Model Ensuring This Investment Delivers Results (i.e. data) Improving the Quality of Community Services Enhancing Governance

Driving System Improvements Client-Focused and Appropriately Resourced Elements of System Renewal Enablers of System Renewal

–Current Investments – Structured - Psychotherapyured Psychotherapy Bounce Back Improving Access to Psychological Therapies Online Self-Management Tools OTN will procure evidence-based online mental health tools, including therapist-assisted CBT Link to primary care as a referral source and loop back with patient outcome report where relevant Will supplement Bounce Back (paper-based work books) with online options CMHA ON to expand Bounce Back province-wide starting October 2017. Provide CBT-informed, guided self-help program (workbooks + phone coaching support) Link to primary care as a referral source and loop back with patient outcome report CAMH, Waypoint, Ontario Shores, and The Royal to provide in-person (individual or group) CBT: 3-year demonstration project with hospital- trained clinicians providing individual and group CBT in primary care and community agency settings; also remotely via OTN Expected Reach 2017/18 3,000 2018/19 7,350 2019/20 8,000 Total 18,350 Expected Reach 2017/18 3,000 2018/19 14,000 2019/20 30,000 Total 47,000 Expected Reach 2017/18 4,100 2018/19 18,500 2019/20 Total 41,100

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