EXCELLENCE, INNOVATION, PARTNERSHIPS AND INTEGRITY - OUR NEXT 3 YEARS. Nick Kates, Chair, Dept. of Psychiatry and Behavioural Neurosciences

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1 EXCELLENCE, INNOVATION, PARTNERSHIPS AND INTEGRITY - OUR NEXT 3 YEARS Nick Kates, Chair, Dept. of Psychiatry and Behavioural Neurosciences

2 Plan for today s presentation Our Common purpose values / vision / mission What could we look like 3 years from now Our focus - 3 defining areas How we get there

3 We ve come a long way in 2 ½ years Finances Structural deficit now $340,000 Overall debt now just $500,000 CPP debt eliminated, now running a surplus Addressing longer-standing problems Morale significantly improved A greater sense of cohesiveness Events well attended and enjoyable Productivity increasing grants / publications Recruitment strength in our newer / more junior faculty Our image / reputation / influence is improving Organisational processes are more transparent and efficient Research Office established Leadership Program Subspecialty Programs CaRMS recruitment / Presence in MD Program Faculty Awards & Recognition

4 But that s just a start

5 Academic Productivity & Collegial Scholarship

6 Academic Productivity & Collegial Scholarship Efficient Processes Collegial Environment Partnerships Stable Finances

7 Academic Productivity & Collegial Scholarship Career Pathways Collegial Environment Partnerships Stable Finances Efficient Processes

8 Academic Productivity & Collegial Scholarship 3 Defining Areas Career Pathways Collegial Environment Stable Finances Efficient Processes Partnerships

9 So how do we get there

10 Driven by our values, vision and mission.

11 Value-Based

12 We Value Innovation and excellence Partnerships and collaboration Integrity, transparency & respect Person and family centredness Collegiality and inclusiveness

13 Our Vision

14 To be the most innovative Department of Psychiatry anywhere

15 Innovation What does it mean Thinking differently Challenging the status quo Always thinking about what we can do better Frequent / rapid tests of new ideas Learning from what works and what doesn t work Mutual sharing and support Ideas, Ideas, Ideas Drawing on everyone Drawing on everything An environment to support this / bring people together Shape and Space

16 Our Mission

17 Better health and better care through the prevention and earlier detection and intervention of mental health problems across the life span by advancing and integrating innovative, person and familycentred clinical care, education, research and contributions to policy

18 What does this actually mean

19 The prevention and earlier detection of and intervention with mental health problems across the life span

20 Which means

21 A new approach to Mental Health and Addictions Care Pro-active Recognise and identify problems / intervene earlier Population as well as individual focused Address social and environmental determinants Improving access and transitions (70%) Requires partnerships

22 The integration of mental health concepts and care into the work of other departments, programs and organizations (70%) Build on partnerships Presence Relevance Enabling role CBS? CE&B model

23 OUR OVERALL APPROACH FINANCES STRUCTURES / PROCESSES DEFINING AREAS ENVIRONMENT ACADEMIC PRODUCTIVITY PARTNERSHIPS CAREER PATHWAYS

24 OUR OVERALL APPROACH FINANCES WHAT WE WANT TO LOOK LIKE THREE YEARS FROM NOW STRUCTURES / PROCESSES ENVIRONMENT PARTNERSHIPS DEFINING AREAS ACADEMIC PRODUCTIVITY CAREER PATHWAYS

25 What could we look like three years from now

26 Stable Financial Picture Elimination of our structural deficit and debt New Clinical Practice Plan in place New streams of funding to support specific activities Strong alumni association New Business approach Funding tied to performance Accountability Not status quo Entrepreneurial

27 An environment that supports Innovation and Collegial Scholarship Everyone feels valued and encouraged to contribute A culture of exploration, enquiry and testing new ideas of mutual support, encouragement, caring and sharing that helps each member balance work and family demands that acknowledges and celebrate our accomplishments of respect Regular social and educational events that bring us together in an enjoyable and rewarding way

28 So that we can crate a place that We re all proud to be part of Brings out the best in all of us Anyone in Canada would like to be part of

29 Strong Partnerships and a respected profile Productive partnerships established across the Faculty and University Provide leadership to raise the profile / attitude to MH&A and system issues within the Faculty of Health Sciences Have a strong profile in the community and a track record of productive contribution Internal integration / partnerships SJH (and HHS) and the Department s agendas and activities are consistent and well-integrated

30 Partnership with St. Joseph s Key partner (LHIN) Shared vision / agenda Common activities Interest in academic activity in all settings Eliminate the financial vestiges of the dpph

31 Efficient and Effective Processes All annual processes are clear, timely and transparent Organizational chart reflects new functions Leadership increasingly provided by younger faculty / graduates of our leadership training program Innovative and consistent approaches to communication Effective website and branding Accountability expectations are explicit and monitored CBS well integrated with the Departments directions Psychiatry and Behavioural Neurosciences

32 Clearly defined career paths and support for all members of the department Mentoring program established and effective Clear career tracks and post-residency training for new faculty Annual career reviews lead to choices / succession planning HR / Succession plan, that is linked to Hospital Plans and our financial plan Fewer differences between GPTs and GFTs Accountability / Performance Management

33 Increased Academic Productivity Integrated research groups bringing together colleagues from many different areas Demonstrated increases in research / funding / publications / impact Our work influences (and shapes) provincial and national mental health policy Our priorities are reflected in our educational programs Our educational programs are acknowledged for their innovations High caliber faculty and learners join our Department A thriving K-W Campus / Program A second Centre of academic activity at W 5 th.

34 Academic Productivity 3 Defining Areas Career Pathways Collegial Environment Stable Finances Efficient Processes Partnerships

35 Our 3 Defining Areas

36 In the past Single focus that united the Department Individual Program focus Multiple no focus Hybrid Time to move beyond that

37 Criteria for selecting our defining areas Framework / common focus that could bring together existing work Relevance to the agendas of our partners Potential to leverage existing funding To influence policy To be transformative To do things no-one else can For partnerships Consistent with our mission Strength based Potential core group / Internal leadership (groups rather than individuals) Excellence and innovation already demonstrated

38 Amongst the other strengths we are building on Mid-size / easy travel between locations Well-integrated (respected) with FHS / University / Community / LHIN Tradition of Collaboration with our community / primary care Partnerships Innovation Understanding systems / system linkages Integral linkages with our partner hospitals / the new W 5 th. Facility Excellence in education Integration of clinical and research Child and Youth / Offord Centre / OCHS Our people

39 Our Defining Areas will Provide a Framework Umbrella Not shoehorn programs into one activity Broader areas that cut across our existing programs Shape and space Encourage individual initiatives What happens will depend on the individuals need for innovation / creative thinking This is how many of our programs have grown Opportunities to link with colleagues early

40 Our Defining Areas will Be inclusive and integrative Have the opportunity to link faculty from different programs / divisions / departments / faculties A place for all Focus / partnerships for programs / individuals looking for a focus Will add a richness to all of our discussions and open up new ideas and opportunities Increasingly become the focus of our academic activities Can address issues of relevance to all our work Will be reflected in our educational programs and events Promote identification with the Department Will define who we are

41 Transitions, Access and Partnerships Earlier detection and intervention Youth Wellness Centre Staging Campus mental health Work with primary care Biomarkers? Addictions Transitions Youth Wellness Centre SPOR Project led by CanChild All transitions across our system

42 Transitions, Access and Partnerships Improving access for more vulnerable Populations Within Hamilton Newcomer health City s Neighbourhood initiative Inner City Youth Global mental health Uganda Ontario Child Health Survey / Early Development Instrument Other populations ie - adults with ADHD

43 Psychiatry In Medicine Bring the mental health perspective to colleagues Focused collaborative partnerships Gut Feelings Perinatal / women s mental health Links with cardiovascular disease and PHRI Bariatric medicine / surgery Academic C-L service(s) Complexity Complex conditions Health links / new clinic at W5th Complexity theory

44 Person and Family Centred Care Personalised treatment Personalised treatment Biomarkers Machine learning Engaging patients and families in their own care Person and family engagement in their own care New approaches to education Experience-based design Prevention of violence and the impact of Trauma Prevention of Violence across the lifespan (PreVAiL) Trauma

45 Other programs Integrated with some or all Primary care Addictions Trauma Anxiety PTeR Autism Spectrum Disorders Geriatrics / General Psychiatry Forensics Education

46 Key enablers Buy-in and engagement with our common purpose Willingness to think / do things differently / take risks Communications / Web site A plan Relationship with Hospitals Leadership Partnerships Teams Learning what we each do

47 Implications

48 Implications For current research groups For academic divisions For faculty recruitment and development For educational programs

49 How will this happen

50 The Plan

51 1) What we want the Department to look like Your input Determine for each area how we will measure success Identify the activities in each of the 7 areas that will get us there Driver diagram specific activities to get us there Development of a workplan driven by desired endpoints

52 FINANCIAL STABILITY Primary Drivers Elimination of Structural Deficit New Clinical Practice Plan New funding Streams Secondary Drivers Retirement packages Shift expenses from MTCU to other sources Look for efficiencies Review new model v. overage Finalise new model and circulate Consultation with members Cost analysis Set up Committee Alumni Association Build network of friends / donors Promote priorities that have appeal New Business Approach Promote our products Performance management Tie funding to performance

53 2) Moving our defining areas forward Executive to look at next steps Identify leads for each area will meet regularly A retreat to develop strategic plans for these areas / how do we move forward? External assistance with the retreat Each defining area will also develop strategic goals, objectives and activities to achieve these Work is already underway Continue Bring leads / partners together

54 3) Engaging everyone in the work Circulate a written synopsis of this presentation Synthesise the work of different planning groups Role of academic divisions ED / EI work group Executive Executive to set up a steering committee to guide this work Discuss with division heads Present / discuss the plan with key stakeholder groups Divisions / Research groups Clinical locations Key Department Committees Residents Circulate the workplan Meet with faculty in small groups Other ideas?

55 Over to you..