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Judy Langmuir with music therapy clients |
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| Related Pages | ||
| PDF Version of the 2000 Annual Report | ||
| Message from the Chair and President | ||
| Understanding | ||
| Prevention | ||
| Care | ||
| Statistics | ||
| Salary Disclosure Act | ||
| Board of Trustees | ||
| Senior Management Group | ||
| Vision, Mission, and Values | ||
| Financial Statements (PDF Version only) | ||
| How to Reach Us | ||
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Paul E. Garfinkel,
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First, let us emphasize that the
Centre for Addiction and Mental Health exists to provide care for people
who, historically, have received far too little attention. It exists because
the professionals and volunteers who work here care about these people
... some of the most vulnerable in our society.
The work we do, from the programs
we offer to the processes we use to enhance our own effectiveness, ultimately
serve one overriding purpose: to continuously improve the capacity and
quality of services for people affected by mental health or addiction
problems.
Building on our strengths
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William H.
Currie |
The Centre's first 21 months (1998-99)
were a time of building together. This year has been a time of completing
this process as we continue integrating mental health and addiction services.
We brought four institutions together
so that our synergies would improve standards of care, raise levels of
scholarship as well as increase capacity. If we simply continued the same
processes and programs as before, without self-examination, yes, we would
do a good job. But it is unlikely that we would move the markers.
By tending to the fundamentals, we
are creating mechanisms that best support the people we serve, nurture
our partnerships and ensure our accountability.
One key example of our results this
past year has been the progress in developing our Strategic Directions.*
These are the priority areas for future activity, which were set out in
our 1998-99 strategic plan.
In 1999-2000 Strategic Directions
committees, staffed by Centre people from all levels and disciplines,
worked diligently to develop practical work plans that will enable us
to make real strides in each area.
What we do, we measure. In June 1999,
the Centre published its third Balanced Scorecard, a performance measurement
tool that gave an overview of our first year's activities. Future editions
will match our performance against clearly defined targets and the Strategic
Directions.
Client and staff satisfaction are
also measured. Last year, we conducted an employee satisfaction survey.
A task force has been struck to ensure that appropriate follow-up actions
are taken in response to staff concerns. Following the results of the
first annual client satisfaction survey conducted by client surveyors,
clients as well as clinicians will be helping to implement various quality
improvement initiatives. Next year's client survey will tell us how successful
we've been.
In the area of Corporate Governance,
the Centre set up Members of the Corporation, composed of 90 voting members,
including the 20-person Board of Trustees. Its composition of clients,
staff, families and community partners will determine its evolving role.
Establishing an environment of respect
and commitment, to our patients/clients and their families, our volunteers,
partners and to one another, is part of our strategy to attract and retain
staff of the highest calibre. The synergies of the Centre -- with its
shared ideas and expertise and enormous scope, both in Toronto and throughout
the province -- add to the Centre's appeal.
Our ambitious $10 million fund-raising
campaign, Centred
on Hope, is well-poised
to reach its goal. The monies are used for both direct patient care and
innovative research. Our Campaign Chair, the Honourable Michael Wilson,
has been unflagging in his commitment and his effort to fight the stigma
that still stubbornly attaches to addiction and mental illness.
The Centre is making a substantial
investment in technology over three years. During our Y2K preparations,
we revisited our overall hardware and software needs. Our new state-of-the-art
systems will allow us to rigorously analyze our inputs and outputs and
work at peak efficiency to improve the quality of services for our clients
and patients. That, in turn, should free precious resources for programming.
Our extramural research funding has
increased 40 per cent in the last two years, a testament to our people
and the quality of their work. Understanding the importance of research,
the Centre was actively involved in helping set up the transitional program
for the Canadian Institutes of Health Research -- the new key federal
agency for funding Canada's research activities.
While we focused internally on integrating
each of our sites into one stronger entity, we also looked outward, making
meaningful contributions and building on our partnerships in Ontario and
around the globe. While it is impossible to describe all our accomplishments,
the body of this report highlights 12 programs and briefly mentions dozens
more. Here are a few other examples:
-- An Assertive Community Treatment Team (intensive community-based treatment for people with chronic and persistent mental illness) that is funded by, and partners with, Mt. Sinai Hospital, also partners with Hong Fook Mental Health Association. Using a multi-disciplinary team, they work with diverse ethno-racial communities.
-- Through our affiliation with the University of Toronto, the Centre's Psychiatric Outreach program has launched a series of continuing education seminars in collaboration with the Sault Ste. Marie Psychiatric Clinic to help family physicians look after patients with psychiatric disorders and addiction.
-- We assist smaller communities to improve care by sending "fly-in" teams when needed. To improve outreach services, a televideo clinic reaches 12 northern sites to provide one-on-one consultation to clients and training to professionals.
-- The Ontario Tobacco Research Unit (OTRU), which is affiliated with the Centre for Health Promotion, University of Toronto, and housed at our Centre, received an additional $1 million funding from the Ontario Ministry of Health and Long-Term Care. This funding supports enhanced surveillance, evaluation and research under the renewed Ontario Tobacco Strategy. The Centre is a major partner in the consortium of universities and public health agencies that make up OTRU.
-- Internationally, we have been named by the World Health Organization as a Centre of Excellence in Addictions and Mental Health, one of only four in the world.
We have come very far this year.
But we still face many challenges. We have an ambitious slate of strategies
and programs to implement. For example, we have begun a review to assess
the creation of a Centre of Excellence at the Centre's
Queen Street site as a "hub" for the Centre's operations.
This hub will be identified as a state-of-the-art centre for research,
education, prevention and care for addiction and mental health. The new
hub will bring us closer together and greatly advance our work in understanding,
prevention and care.
The Centre is at the cutting edge
of a field in which therapies, medications, research data and standards
have evolved dramatically in the last generation. We live in a society
where three-quarters of the people with addiction and mental illness still
receive inadequate care or none at all. Our task is to ensure that we
help improve the quality of life for these people by enhancing the capacity
and quality of mental health and addiction services.
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* Committing to
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For general information on addiction and mental health:
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This page was last modified on Wednesday, February 5, 2003 9:10 AM
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