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I stumbled upon an article called Lesson's learned in developing community mental health care in North America (2012). It grabbed my attention because Eric Latimer from the Douglas Mental Health Centre in Montreal has for years been looking at mental health policy and how it relates to "the ground" and visioning future approaches we might be heading towards.

 

This article (found in files below) provides an overview on mental health service policy in "North America," though strangely does not include Mexico. Not to get picky, its just that it does a good enough job explaining the unique dynamics of two countries, Canada and the US.  

 

Eric Latimer and Robert Drake, explain the context of these policies and how implemented within the context of the evolving - Canadian universal access to health care and the US's fee for service care systems.  The "fee for service" approach is the best way I can describe the US approach at the moment. Anybody who has looked at how much time and energy goes into US mental health organizations, efforts at program billing would appreciate that. I'm a little haunted the same system is creeping into Canada.

 

The lesson's learned on good practice are in the categories of:

  • team based care;
  • the recovery model;
  • peer support;
  • noting high expenses to government if care of people with severe mental illness is neglected;
  • the need for effective implementation and supervision of new practices.

Canada's universal access is noted for having substantial institutional/provider barriers to good practices in contrast to the less uniform but more innovative US practices.

 

For me thinking about ACTT in the Canadian context, I question that the ACTT model and its fidelity measures that we are implementing does not effectively support clients to integrate more easily into the community. Did the US billing system for care set up ACTT as the sole provider, rather than framing client outcomes more closely to helping people to integrate their unique activities and needs within their community? How can the ACTT model strengthen a client's view of themselves, their experience of "recovery, living life" over their life span?  

 

To me, this means ACTT, intensive case management, peer support, hospitals, housing providers, nursing homes, families etc. need somehow to step out of our self fulfilling purpose's to a broader visioned approach of citizenship.  This societal approach to understanding the person and their context, would also hone our focus on evidence informed interactions with the people we are helping, shifting expectations.

 

Ronald Labonte makes an important point in the context of “empowerment” where both client citizenship and personal agency are being advocated for, and the clients themselves needing the direct service and care. He notes: 

The two pillars that allow service delivery to be empowering are, first, that is offered in a supportive, non-controlling way and, second, that is not the limit of the resources offered by the agency.  The combination of these two pillars has been referred to as “developmental casework.”  In contrast to more traditional forms of casework or case management, “developmental casework is developmental, with an explicit goal the development (empowerment) of the individual receiving the support, and the creation of links between these individuals.”  This approach builds towards community organizing and coalition advocacy – and hence the political elements of empowerment at the structural level remain explicitly…people have the right, here and now, to support in the face of difficulties… (pg 61)

Health Promotion & Empowerment: Practice Frameworks (1993)

 

 http://www.globalhealthequity.ca/electronic%20library/Labonte%20Health%20Promotion%20and%20Empowerment%20Report.pdf

 

My Framing of ACTT as often operating in a bubble of care does not really capture the day to day work of teams, which are closely supporting people and working to bridge with family, friends; family doctors; housing, education, and welfare providers but it does capture a trend. For sure teams have their unique settings, time and capacity, team style and philosophy.  They also have a core purpose to have a helpful relationship with the client, to be a bottom line of support. 

 

I also hear of many teams working in partnership with other organizations or taking a social role valourization http://www.socialrolevalorization.com/ approach. It's just that we need to hear more stories or share more knowledge on how we are putting meat to the bones of the idea of recovery and its many manifestations. 

 

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Further to talking about the context of ACTT in Ontario, below is information about Ontario's Mental health strategy's renewed focus on supporting people 

 

Ontario’s mental health strategy: implementing the plan………………………………… into our everyday systems of care

 

TVO's The Agenda, discussion on Ontario's 10 year strategy looking at what we need to do to implement and actually make it happen is worth a listen.  The show captures the on the ground dynamics, first looking at the youth mental health strategy, but where it get's most interesting in my mind is talking about the future directions focused on the adult strategy to support adults living with persistent mental health challenges and needing intensive supports in the community.

To get to that section, go  27 minutes into the show.

Talking a renewed direction for Community Mental Health in Ontario

 

For Background on the new Advisory Group for the next phase of the strategy please go to CMHA Ontario article below:

http://ontario.cmha.ca/news/ph...0750789#.VIrOazHF8xM

I have found that our efforts to support individuals in their recovery process to access services as well as strengthening their participation and citizenship in the broader community they live in, needs to approached both from one to one practice with the individual, along with what most of us on the front-line call, keeping an eye on "the system."  

 

Managers/Directors are usually more connected and engaged with that system in guiding or negotiating organizations through it. Keeping perspective of how our local systems work, in relation to broader national contexts, helps us on the front line to understand the how's and why's of the local systems we are grappling/living in.

 

I discovered this article,Integrating Service Delivery Systems for Persons with a Severe Mental Illness, which helped me get a better sense of how program initiatives get started, function and a little twisted.  Gary Cuddeback and Joseph Morrissey explain the history of US national program initiatives of community services for people living with severe mental illness, with an lens of bridging the evidence of the efforts for system integration with what are the outcomes for the clients these systems serve.

 

Attached below is the document, you need to go to chapter 26, to see the article, (sorry for the awkward access, best I could do)

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This ATR pilot is relevant to the broader network of ACT teams and LHINs working in Ontario who are considering utilizing it.  

While we cannot claim to have had highly systematic implementation with teams, a strengthened implementation process' and guidelines to guide decision making would be helpful for further consideration of ACTT’s recovery and transition efforts with clients.

Framework of health systems guidance conceptss13012-015-0365-3-1

The above graphic Framework of health systems guidance concepts and the explaination of components of the analysis tool  Appraisal of Guidelines for Research and Evaluation for Health Systems (AGREE-HS) (version 1) listed further below, I think is helpful for considering utilizing the ATR further.   The authors  describe the development of the tool in  Health system guidance appraisal—concept evaluation and usability testing -Denis E. Ako-Arrey1, Melissa C. Brouwers1*, John N. Lavis2, Mita K. Giacomini3 and on behalf of the AGREE HS Team, have framed  the development of this tool as a draft. 

See the article here Implementation Science 2016, 11:3  doi:10.1186/s13012-015-0365-3 The electronic version of this article is the complete one and can be found online at: http://www.implementationscience.com/content/11/1/3

 Beta version of the AGREE for Health Systems (AGREE-HS) tool

 

Process principles

1. Priority

The guidance is properly aligned with current health system priorities from the perspective of topic, jurisdictional focus (e.g., all low- and middle-income countries, sub-Saharan Africa), health system level, and population. The expression of the need and origin of the mandate for the guidance is clear.

2. Relevant

The guidance recommendations are relevant to, appropriate to, and valid for the health system challenge, system or sub-system needs, the target population(s), and the setting in which they will operate.

3. Timely

The recommendations are available in a timely manner in relation to when the policy decisions are made or timely in relation to the health system issue being addressed.

4. Comprehensive

The guidance is comprehensive and covers all relevant/appropriate (direct and indirect) health system levels (e.g., district), sub-systems (e.g., mental health), and sectors (e.g., acute care)

5. Systematic

Systematic processes are applied in developing the guidance according to a specific plan and/or explicit methodologies.

6. Transparent

A transparent and reproducible approach in the development and reporting of the guidance is demonstrated.

7. Evidence-based

The best available and ideally most contextually relevant evidence informs the recommendations.

8. Participatory

The health system guidance team is comprised of multidisciplinary/multi-sectoral membership and includes those with an interest, stake, or responsibility in the development, implementation, and evaluation of the recommendations.

9. Ethical

The recommendations are considered within the lens of an ethical framework and align with applicable ethical principles and values (e.g., equity, equality, human rights, liberty, efficiency, autonomy, dignity, beneficence, etc.). The guidance adequately promotes fairness and equality in terms of age, ability, culture, gender, socioeconomic status, religion, occupation, language, ethnicity, race, or sexual orientation among the target population.

10. Outcomes oriented

The guidance describes all the anticipated effects/outcomes as well as the appropriate indicators, performance thresholds, targets, and standards that can be used to measure the effects/outcomes.

11. Interests managed

A declaration of competing interests from the guidance developers (e.g., financial, academic, professional, etc.) is identified and the strategies to manage them are described. It is also clear that the views of any funding body involved have not influenced the development process of the guidance.

12. Clearly presented

The recommendations are clear, user-friendly, succinct, unambiguous, and presented in a readable and consistent format, with key recommendations easily identifiable.

13. Up-to-date

The recommendations are current and the evidence (e.g. systematic reviews) on which they are based is considered up-to-date.

Content

14. Defined problem

The health system challenge and its causes are clearly articulated; specifically, the nature, causes, and magnitude, frequency or intensity of the problem, and the populations and jurisdictions that are affected are clearly described.

15. Operational options

The recommended “solutions” are operationalized sufficiently with the conceptualization, operational guidance, and the mode of delivery of the options clearly stated.

16. Effectiveness

Evidence of recommendation’s effectiveness are described including methods used, context where tested, and results.

17. Resources

The inputs to and/or the costs of the implementation processes (amounts, frequency, duration) are described and are commensurate to the health systems issue; specifically, money, time, infrastructure, administrative capacity, information, equipment, supplies, health care professionals, training, etc. are considered.

18. Cost-effectiveness

The recommendations are attentive to value for money considerations with relevant cost-effectiveness evidence of recommendations described.

19. Benefits/harms weighting

Descriptions and/or judgments of the potential intended and unintended consequences (positive and negative) of the guidance on the population and/or the system are provided.

20. Dissemination plan

Methods for communicating guidance are clearly described and framed within an overall dissemination strategy.

21. Assessment plan

This involves high-level recommendations for assessing the structure and process of the implementation process as well as an assessment of the outcome/impact of the guidance to determine whether the course of action was a success or failure.

22. Updating plan

Recommendations for periodic updates are made and the procedure to update the guidance is provided with explicit timelines on anticipated review, appropriate expiration date of the guidance, and an explanation of the rationale for the proposed time frames.

Context principles

23. Feasible

The guidance recommendations are realistic and the actions are pragmatic. The guidance describes facilitators and barriers for implementation.

24. Affordable

The guidance recommendations are affordable within the financial structure and budgetary allocations of the health system.

25. Flexible

The guidance is flexible and adaptable to the expertise of the user and the varying local conditions in the context where implementation will take place.

26. Socio-cultural alignment

The recommendations adopt a socio-cultural perspective and are robust under societal and cultural scrutiny.

27. Political alignment

The political acceptability of the recommendations is considered, and the degree of alignment with political interests and commitments are described.

28. External alignment

Determinants of health system performance that lie outside the formal architecture of the health system but will influence the performance of its functions are considered and described (for example, judicial system, social system, recession, corruption, state of the economy).

29. Transferable

A description of the degree to which recommendations are transferable to other similar or different regions and contexts is provided.

30. Sustainable

The anticipated sustainability and maintenance of long-term outcomes is described.

Implementation and evaluation plan

31. Implementation plan (end users)

This involves the development of a strategic plan by end users at the local level to describe the process of moving the recommendations into action. The plan may include a description of inputs, services, and activities that are required for implementation; identification of the strengths, weaknesses, opportunities, and threats to the implementation process; and allocation of responsibilities and duties. Designing an implementation strategy will facilitate adherence and compliance to planned activities and enhance efficiency.

32. Evaluation plan (end users)

A strategy for the monitoring and evaluation of the implementation strategy/process and/or outcomes of the guidance in a way that determines whether the changes observed in relation to the health system challenge being addressed can be attributed to the guidance is provided. There are also recommendations for an impact evaluation to look at the short- and long-term deeper primary and secondary changes that resulted from the guidance as well as corresponding challenges.

 

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Huge thank you Bill. I started checking my EENet notifications at 4:30 AM (because that is entirely normal on a Saturday morning right?) LOL   Everybody that knows me, knows that my day starts in the 'middle of the night'. It is a joke around most tables that I sit at. 

Anyhow.....my mind was swirling because I am trying to figure out some outcome measurements and ways of data collection for this huge Enhancing and Sustaining Peer Supports that I am one (of two) system leads on.  It is my new full time job since July 2015. (We have 40 new paid peer support positions (most full time) all dispersed within our Mississauga Halton LHIN funded mental health, addiction, housing community agencies and also hospitals.

Myself and another (Team Awesome) (guess who came up with that name?? LOL) are tasked with the overall peer support systems sustaining piece.  It is like rowing the boat and building it at the same time. The whole initiative is innovative/emergent and more about 'social change' in a medical-clinical model.  Trying to balance and source/create quantitative and qualitative that will stay true to what is truly empowerment in recovery and the organic nature of peer support when it is more formalized into equitable paid positions 'knitted' into the circle of care and team dynamic within multiple agencies is a tall order.

Peer support, lived experience advocacy, family empowerment has been around for ages but trying to actually 'formalize' it into a 'model' that can 'stand the test' of  somewhat rigid research, evidence, data collection etc., and finally create a 'model' that is both a structure but also has malleable borders  to allow for iterations/growth and applicability keeps my brain busy. (Best practices, emerging practices, promising practices, grey literature, white literature, blah blah blah)

So...your posts and references always help me. I am trying to source sound bites to 'keep the dogs at bay' to give us enough time to actually do this properly in a functional way.  Being a lived experience/family advocate at systems level for a decade helps BUT transforming all that into a formal job position really accentuates the medical/clinical. Oh well, social change and emergent work has never been easy so I believe it 'takes a village'.  Thanks for being part of my village. (Or maybe I am part of YOUR village) LOL

Betty-Lou Kristy

Lived Experience/‘Family’ Advocate- Mental Health, Addiction, Trauma & Bereavement

PROVIDING EVIDENCE from community to systems level policy, planning & governance

Well, thanks for the mutual encouragement then and village it is, in all it's blessings good and bad.

Are you going to the national conference of peer support in March?

I do hope you are given some evaluation/management type team resources  in some kind to help pull together as so many roles/functions needed to lead.  Sorry to fuss.... just that in the art of implementation resources are critical and evaluation experts often have a team approach where the numeral data expert, plays with the writer, plays with the indicator development expert.  

I would think Peer groups in Ontario would already be using some version, rather than reinventing the wheel and for comparative efforts.

So many versions of what "peer" is.  Is there an inventory out there of Peer programs in Ontario and better still USA? to look at models?   I've been trying to find out about Peer Run, psychiatric boarding homes, got a few leads but....

sorry to keep asking questions, Bill

Hi Bill...

Yes I am going to the national peer conference. It is at the end of April, here in Toronto.

I hear you loud and clear regarding evaluation/management team. My director does have background in health research and we are now getting to the stage of getting some attention on how peer support is emergent social change within the health field of clinical/medical model.

Myself and the other lead "Team Awesome" , have explored some preliminary methodologies, evaluation & governance that will fit;

Constellation Governance Model What is it?
The Constellation Model of Collaborative Governance is a complexity-inspired framework designed to 'hold' collaborations within dynamic systems. It supports multi-organization partnerships and networks within complex systems. The Constellation Model is a strategy for pursuing social change in a dynamic universe and there is a transferable 'essence' of the model when it needs to be adapted.

Theory U What is it?
Learning, Leadership, Innovation, Transformational Change
Strategic planning towards sustainability requires engaging in profound change, an inner shift in peoples values, aspirations and behaviors guided by their mental models, as well as an outer shift in processes, strategies and practices.

Theory of Change What is it?
A theory of change (TOC) is the product of a series of critical-thinking exercises that provides a comprehensive picture of the early- and intermediate-term changes in a given community that are needed to reach a long-term goal articulated by the stakeholders. It is a tool for developing solutions to complex social problems by conducting “backwards mapping” to identify the preconditions necessary to achieve that goal.

Developmental Evaluation Model What is it?
Developmental Evaluation supports innovation development to guide adaptation to emergent and dynamic realities in complex environments. Innovations can take the form of organizational changes, policy reforms, and system interventions.

Now we are working with a consultant who specializes in emergent work. We only have her short term but she is helping us to land the initial outcome measurements and indicators which would be relevant to build on for evaluation.

Your are correct...there is a lot of info out there but it is everywhere and different interpretations. Not a "one size fits all" . Even the last full literature review was way back in 2009.

Lots to explore....

Here is a word cloud I created with input from our paid peers....(because you know me and my passion for colour and visuals)

Peer Input POSITIVE Word Cloud from Core Skills Input

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