LEADERSHIPOVERVIEW

The Windsor-Essex Compassion Care Community is being led by a coalition of partners that cross all aspects of civic, service and community life who want to build a better future by being a better community. The mission of our Coalition is to build, administer, strengthen and sustain community assets and capital on behalf of citizens to improve collective citizen and community quality of life. To this end, we will: 1.Reach out across whole geographies to support entire populations; 2. Undertake population and outcome surveillance to narrow the equity gap within populations; and 3. Optimize assets to make progress on community aspirational goals.

It is based on a simple but big idea: That communities can work smarter with what we have to improve support for aging, disabled and marginalized populations andoptimize cost/resource use (short-term) building the high quality places where people want to live and jobs want to locate (medium-term) to catalyze human development and whole population well-being (longer-term).

Citizens, sponsors and partners share leadership and are supported operationally through the WECCC Project Management Office. We:

  • Serve geographically defined communities across the county of Essex, including and the towns within the county, and the city of Windsor
  • Are vision, mission, values-based and outcome-driven
  • Make creative use of existing assets and capitalize on people’s drive to create new knowledge and give back to their community to advance outcomes as opposed to having financial or grant-making capacity
  • Have support from a broad range of private and public champions across multiple sectors and levels of government as well as volunteer and philanthropic contributions
  • Prioritize and support a range of “doable demonstrable” projects
  • Focus on experimentation and taking intelligent risks in order to: Measure, Learn, Adapt, Report
  • Have a professional secretariat/management (backbone support)

IMPLEMENTATION

Guiding Elements

  • Not to and for community, but of the community
  • Relationship-building
  • Structure that is fluid, nimble and flexible
  • Advisory process will be responsive and iterative
  • Ability to reach into groups to make the connections
  • Ability to influence use of resources and/or people
  • Ensure that we incorporate celebration and support of early wins
  • Want to avoid going in and taking over
  • Focus of governance is on community-wide progress and outcomes
  • Be curious and open to learning about what’s most important and from the best of what other communities are also doing.

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Leadership Functions

“COLLECTIVE LEADERSHIP. It is not a leap of faith to view leadership as something that an entire community does together. In such a setting, everyone is challenged to learn; no one needs to stand by in a dependent capacity. Accordingly, organizational members willingly seek feedback, openly discuss errors, experiment optimistically with new behaviours, reflect mutually on their operating assumptions, and demonstrably support one another.”(Raelin, 2006)

Structure / Role / Process
Citizens’ Table / Public input and oversight / Has input on priorities and sets the agenda. Acts as a sounding board for all new plans. Validateshigh level strategies.
Sponsors’ Group / County-wide, intersectoral oversight and adaptive leadership / Meets following the Citizens’ Table. Reviews outcomes and rate of progress (county-level), and brainstorms new ways to improve. Ensuresbuy-in from major public institutions and manages collaborative relationships. Input on organizational alignment and strategies. Policy influence and advocacy
Coalition Tables (Pilot Sites) / Community (pilot) oversight and entrepreneurial leadership / Reviews site specific population outcomes and equity, and brainstorms new ways to improve. Ensures buy-in from community and manages collaborative relationships. Influences community (re)investment based on value gain.
Hospice Board of Directors / Fiduciary governance and financial accountability for PMO operations / Responsible for management and oversight of WECCC budget as per terms of specific funding agreements. Direct reporting relationship with funders
Project Management Office (PMO) / Backbone support organization / Day to day operational management – all aspects of pilot implementation. Guides vision and strategy; supports aligned activities; establishes shared measurements; helps advance communications, policy and mobilize funding. Reporting relationship to Citizens and Sponsors Groups
Partners (Programs and Services) / Governance, operations, programs and resources that contribute to community outcomes / Program and service governance continues to follow normal rules and procedures. Responsible for administrative leadership. Reporting relationship to their own Boards
Partners (Associations and groups) / Community service and talent that contribute to community outcomes / Association continues to follow normal processes

Relationship Between County-level Governance and Local Coalition Tables


Functions

  • Oversee pooled community assets and talents to optimize community quality of life
  • Receive progress reports and monitor interactive outcome dashboards (compared to baseline data)
  • Manage expectations, monitor and help strengthen core community elements (neighbourhoods, distress outreach, care model, feedback);
  • Oversight of PMO and community implementation priorities;
  • Encourage leadership and empowerment across people, organizations, and community
  • Identify and tackle root problems to remove barriers;
  • Help to raise public profile and awareness and build alignment with broader civic engagement and community building initiatives;
  • Recommend community-wide actions relating to advocacy; investment, funding and fund-raising

Membership Criteria

  • People with connections, experience, and high visibility and credibility in the community
  • Able to commit time and energy
  • Representative of community, sectors, and agencies
  • Transparent and inclusive of cooperating agencies in order to emphasize importance of communication between agencies

Community Sponsors

Sectors Represented / Sponsor Organizations / Contact / Phone / Email
People needing care; Care partners;
Volunteers / Dave Cook
Nancy Adams /

Community Associations / Interfaith Advisory Committee[1] / Dr. Norman King
Anne Shore / (519) 253-2000 ext. 3443 /

Life After Fifty / Calvin Little / (519) 254-1108 /
Alzheimer’s Society / Sally BennettOlczak / (519) 974-2220 ext. 223 /
Unifor 4441 / Dino Chiodo / 519-258-6400 ext 444 /
Canadian Mental Health Association1 / Claudia den Boer Grima / 519-255-7440 ext. 209 /
Community Service / Labour Sponsored Community Development Group / Anna Angelidis / 519-254-4824 /
Downtown Mission / Ron Dunn
RukshiniPonniah / 519-973-5573 ext. 250
519-256-5000 /

Assisted Living Services Southwestern Ontario / Lynn Calder / (519) 969-8188 /
The Hospice of Windsor-Essex County / Carol Derbyshire
Lina Sabatini / 519.974.7100 /
Family Services Windsor-Essex / Joyce Zuk / 519-966-5010 ext. 18 /
Social Services / Community Living Essex / Lynne Shepley / 519-776-6483 ext. 232 /
NGO Non-Profits / Multicultural Council of Windsor-Essex County / Camila Alves / 519-948-3443 /
New Canadian’s Centre of Excellence Inc / IoleIadipaolo / 519-258-4076 /
Pathway To Potential / Adam Vasey / 519-255-6545 ext. 6953 /
United Way1 / Lorraine Goddard / (519) 258-0000 ext. 1156 /
Health / Leamington District Memorial Hospital1 / Cheryl Deter
Terry Shields / 519-322-2501 /

Community Care Access Centre / Lori Marshall / (519) 258-1088 Ext7223 /
Hotel Dieu Grace Hospital1 / Janice Kaffer / (519) 257-5100 ext. 74120 /
Windsor Regional Hospital / Steve Irwin / 519-564-4902 /
Municipal / County of Essex / Brian Gregg / 519-776-6441 ext. 1325 /
Education / University of Windsor1 / Jane Boyd
Laura Lewis
Dr. Gordon W.F. Drake / 519-253-3000, ext. 2098
519-253-3000, ext. 2002
519-971-3646 /


Greater Essex County District School Board1 / Clara Howitt / ​519-255-3200 ext. 10255 /
St. Clair College1 / Patricia France
Veronique Mandal / 519-972-2701 /

Accountability

  • Governance Tables (citizens, sponsors and coalitions)are accountable to the community through their Terms of Reference and their partnership agreements. All Tables receive regular updates from PMO, and advisory groups.
  • The PMO is accountable to the LHIN via the Hospice Board for the deliverables under the terms of its funding agreement; to other funding agencies under the terms of specific grants; and is subject to oversight from the Sponsors’ Table for its functions and operations
  • No changes are contemplated to existing oversight and accountability mechanisms governing inputs or individual components within the community such as funding, resources, programs, etc

Meeting Schedule

  1. Citizens’ Table meets three times a year (open membership beginning April 2016)
  2. Sponsors’ Group meets bi-monthly (April to Dec in 2016; 3 times a year beginning 2017)
  3. Coalition Table meets bi-monthly (starts with each pilot launch) – population hub oversight

Tenure

  • The duration of the pilot phase (until 2019)

Conflict Resolution

  • Agreed upon conflict resolution policy/procedures
  • Could be ad hoc to Steering Committee

Success Measures

  • Provide oversight of community progress onshared outcomes that matter to citizens and communities. Within each population hub, the aspirational goal is to achieve at least 5 to 10% year over year progress on each of the identified shared community outcome measures identified below within 2 years of pilot implementation– using feedback to continuously improve.
  • The evaluation team will establish baseline population data to enable evaluation of the initiative.
  • In partnership with Bruyere/OHRI Ottawa and Nova Scotia, the initiative is building and piloting a predictive tool to more accurately identify at a population level the groups of citizens in the county.By implementing a more comprehensive and standardized way to identify groups by level of dependency, we can reach them earlier to match them with a more optimized program of care, and better track shared outcomes at a community level.
  • Progress from baseline will be measured for 8 shared outcomes that cross all systems, all sectors, and all care settings

Citizen/Family Outcomes

1.Self-reported experienceof people needing care

2.Self-reported quality of life of people needing care

3.Self-reported quality of life of caregivers

Population/Community Outcomes

4a.Equity of Access:

  • Reduce access gap between population level need and those in care

4b.External Equity:

  • Reduce outcome gap between the average for the total community population in need of care and defined subgroups

4c.Internal Equity:

  • Reduce the outcome gap between citizens in the lowest socio-economic quartile within a defined subgroup and the average outcomes for that group

5.Safety:

  • Change in adverse events measured by year over year change in adverse events per defined population subgroup (e.g. falls, medication errors, unmanaged pain, pressure ulcers, etc)

6.Self-reported Community Well-being

  • Well-being of neighbours, family members, students and trained volunteers involved in WECCC, as per the International Well-being Index

Societal Outcome: Sustainable Cost/Resource Use

7.Prevention

  • Reduce sub-optimal resource use by 5 to 10% year over year for targeted priority populations (e.g. avoidable hospitalizations, avoidable hospital readmissions within 30 days, days spent in any acute care or rehab institution in the last 30 and 90 days of life, deaths in the community including Long Term Care Homes, downstream care, etc )

8.Population-level costs

  • Change in county-level population cost-resource use measured by year over year change in total and average cost/resource use across all health care sectors per defined population subgroup

A number of process and output measures will also be tracked – see separate evaluation plan for details.

An integrated Knowledge Transfer and Exchange (KTE) process allows citizens (in all their multiple roles) to take see the real contribution they are making to shared community, population and public outcomes. Integrated patient/family self-reported experience and outcome data combined with assessment outcomes and agency utilization data will be analyzed to reveal population-shared outcomes by level of need groups and patterns of care at a community level.

Progress and Improvement Focus

Evaluation

Members of all tables will be asked to complete a baseline community survey. Qualitative data will be collected at regular intervals throughout the implementation process. The first data collection point is a focus group scheduled for Fall 2016.

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[1] Sponsorship agreement with this agency is under development.