waypoint annual report 2014

Annual Report2013-2014

improvement

collaborative

interest kindness

harmony

integrity

professional

communicate

dignity

competency

accountability

caring

respect innovation commitment

ethical

progressive

service

knowledge

empathy

understanding belief

amélioration

harmonie

intérêt

innovation

gentilesse

intégrité

professionnel

dignité

communiquer

compétence

soin

responsabilité

engagement

éthique

croyance

serviceconnaissance

compréhension

progressif ampathievalues

valeurs

collaboration

good things happen here

advancing understanding

improving lives

améliorer la vie

avancer la compréhension

il y a du bien qui se passe ici

We are a Catholic hospital committed to providing excellence in specialized mental health and addictions services grounded in research and education and guided by faith-based values.

Mission

VisionAs an inspired organization, we will change lives by leading the advancement and delivery of compassionate care.

INNOVATION

ACCOUNTABILITY

ValuesCARING

RESPECT

We will treat every person with compassionate sensitivity.

We will be ethical, transparent and responsible for our actions and results.

We will be creative and discover and apply new knowledge.

Table of Contents

Executive Message page 1

People We Serve page 2

People Who Serve page 6

Grand Opening page 10

Corporate Performance page 12

Partnerships page 16

Research and Academics page 18

Financial Summary page 21

2013-2014Board of Directors

Betty ValentineRoger Robitaille, Vice-ChairCatharine BaylesDr. Edward ConnorsKathy FinneyFred FloodJohn McCulloughTracey RynardDoris ShirriffAlison VallanceTony VipondDr. Trevor Young

, Chair

500 Church Street Penetanguishene ON L9M 1G3500, rue Church Penetanguishene (On) L9M 1G3www.waypointcentre.ca

We will recognize the inherent worth of every person and treat them with courtesy.

Annual Report 2013-2014

Executive Message

Carol LambiePresident and CEO

Betty ValentineChair of the Board

Annual Report 2013-2014 1

Waypoint WOW Moments showcase success and appreciation to those involved. How fitting then for one of our provincial forensic program patients to simply say “Wow” when he entered the new Atrium building in May for the first time!

Once again the last year had so many of these remarkable moments as good things continue at our hospital. Our main priority was the extensive operational planning for the move into the new building and readying patients and staff for this major milestone. Thanks to our redevelopment partners and staff we met substantial completion for building construction on time last November.

In this report you will read about the results of the Client Experience Survey and Employee Engagement Survey. While it has been a tremendously busy time in the last few years as clinicians and staff increased their understanding of recovery, culturally competent care and therapeutic interventions, these efforts were reflected in the survey responses. Congratulations!

We are pleased to launch a new 2014 - 2019 Strategic Plan at our June Annual General Meeting that continues the Clinical Services Plan focus on the best patient experience. Other areas of focus include our leaders’ commitment to the well being of our staff as change continues as well as building on last year’s successful launch of the Waypoint Research Institute.

We would like to close with our ongoing appreciation to everyone who continues to walk with us on the Waypoint journey. Every staff member has been touched this past year by the redevelopment project and we thank all of you for your contributions, efforts and patience. Our partners have provided support and guidance so necessary in today’s climate of collaboration. With the preparation needed for the move into the new Atrium Building and our goals for engagement, our patients, clients and their families have played a key role in our success. Thank you all!

Having a choice, both for patients and staff, is a common refrain being heard about Waypoint’s Therapeutic Intervention training.

After months of research and evaluation the Crisis Prevention Institute’s (CPI) Non-Violent Crisis Prevention was selected to support our restraint minimization plans.

Creating a safe and caring environment is a theme embedded in Waypoint’s Clinical Services Plan. Waypoint’s Therapeutic Intervention Training program

enhances and formalizes the crisis management training used in the past, and supports the focus on recovery and trauma-informed care in a culture of restraint minimization.

The program focuses on how to defuse challenging and disruptive behaviour before incidents escalate to crisis situations.

“We wanted to ensure Waypoint's own unique needs and history were brought to the training”, says Deborah Duncan, Vice-President Regional Programs. “Using our own staff

as trainers and coaches allowed us to do that.”

Adrian Brammer was one of those trainers. Adrian has worked at Waypoint for more than 25 years as an RPN, all of it in the provincial forensic division, treating some of the province’s most vulnerable and mentally ill men.

After participating in the train-the-trainer program, Adrian spent months training his peers and speaking about the benefits of the change in practice.

“When I was first asked about

2 Waypoint Centre for Mental Health Care

For the first time in a long time I feel like I have options.

We will provide expert services that foster healing and inspire hope.People We ServePeople We Serve

Therapeutic Intervention is about keeping our staff, patients and clients safe in any situation while balancing the responsibilities of care. The program benefits include improved communication, increased staff confidence, creating a safe, caring and respectful environment and a supportive atmosphere.

The implementation engaged 14 employees to train all 1200 of their peers. In addition to these trainers, another 50 staff were trained to be coaches on the units, leaders for the program and a source for information for their colleagues.

This model not only led to a very successful program implementation, it has helped sustain the enthusiasm and dedication to using the techniques taught in training. Waypoint’s approach was also recognized by the Crisis Prevention Institute (CPI). “Very few organizations have even dared to start where you have started,” said Kendra Stea, CPI Director of Client Services. “If the early signs of success are any indication of the future, the future is certainly bright here at Waypoint.”

Therapeutic Intervention Training


People We Serve

Continuing the close working relationship we’ve had for more than a decade, Waypoint worked with the Patient/Client and Family Council to promote Mental Illness Awareness Week, and further the understanding of mental illness.

The Council is also a key partner in facilitating our annual Client Experience Survey.

Patient/Client Family Council

being an instructor, I was glad to be a part of it,” he said. “I am a huge believer in security and safety and although I did not know anything about the course offered through CPI, I knew it had to be better.”

“As it turns out, a lot of what we were teaching was very similar to what we were already doing. This program assists us with dealing with crisis situations and helps us get through our shifts without getting hurt. With a focus on verbal diffusion, it might actually improve things.”

“Mental health is being looked at all over the world and how we deal with mental health patients is under the microscope; this course and others like it are being taught in institutions all over the world”.

The program went live on October 3, 2013. The implementation of the Therapeutic intervention training has already proven to be a positive story for people we serve.

trainers teaching the program to their colleagues

coaches on the units as leaders and a go-to source for the program

staff trained over the course of 9 months

the reduction in physical restraint use in the last two years

14

50

1200

36%

People We Serve

With 27 referral forms, 15 intake portals and an out-of-date website, people faced obstacles when accessing care and services at Waypoint. Some didn't know where to call or which form to fill out.

That all changed this year as Waypoint established a Central Intake Office, often referred to as the “New Front Door Project,” an initiative highlighted in the Clinical Services Plan. Using Lean methodology, the hospital moved to one form, one phone number, one fax number and an easier to navigate website where the form can be found with a click of the mouse. It's easier for patients and a big improvement to accessing care at Waypoint.

During a North Simcoe Muskoka Local Health Integration Network Care Connections presentation, Barrie family physician Dr. Leah Skory said about the process “I didn't have to worry about where to refer the patient because they used a central intake process. The referral form was simple to fill out.”

Hearing from our patients and clients about how they feel about the care we provide is essential to our quality improvement plans.

With the help of peer support workers and volunteers, a total of 184 inpatients and 135 community clients provided their feedback on our care and services in our Annual Client Experience Survey.

The great news – we saw a 40 percent increase in patients who said they would come back to Waypoint if they needed care in the future. The improved scores can be attributed to the implementation of the Clinical Services Plan and the Recovery philosophy, which is grounded in patient/client and family centred care, and puts patients in the driver’s seat taking charge of their wellness. Culturally competent care scores also increased by more than 20 percent.

The feedback from the survey shows Waypoint has made steps toward improving the patient experience, including a 14 percent increase in the food quality, and 63 percent of respondents say they feel there are enough activities offered. That's a ten percent increase over last year.

The overall satisfaction rate this year was 77 per cent, meeting the established goal. For 2014, Waypoint is striving for overall satisfaction to reach 83 per cent.


Access to Care Client Experience Survey

People We Serve

Collecting patient information only once, easily at its source, and providing access to information when and where it is needed is the vision for Waypoint’s Information Systems Strategic Plan. Implementing an Electronic Health Record will help us get there.

The implementation in December of the Admission, Discharge, Transfer (ADT) module from Meditech was the first step in this project. The ADT provides fundamental patient demographic and registration information required by all programs as the patient is admitted, transferred and ultimately discharged.

“The electronic system is really going to improve patient care and safety,” Janet Harris, Executive Vice President Clinical Services said of the initiative. “Sometimes reading handwriting can be difficult, and can lead to medication errors. The electronic health record will be easier to read and will allow clinical staff to spend more time caring for the patient than looking through a mountain of paperwork for the patient's care history.”

Not only meant to make work more streamlined for staff and patients, the program simplifies the charting process and standardizes the system across the hospital, something staff felt was very important.

The final stage of the electronic health record implementation will occur in the next two years, striving for an entirely paperless hospital by 2016.

Moving into a new building will prove to be a major transition for the patients from the Forensic Programs, and we’ve spent the past year getting them prepared.

Patients attended information sessions where they heard about room layouts and storage areas and saw videos of their new units during and after construction.

Their families were also given information and shown visuals at the annual Family Picnic, and were invited to the Grand Opening events where they could tour the Atrium Building and talk one-on-one with the staff.

Newsletters, bulletin boards and photos were distributed around the hospital to further inform the patients of the move.

Patients were asked for input on many details including how they would like to celebrate after they move in, if they wanted their beds made before they arrived and even how they rated the food. Their feedback led to some changes, including more choices at meal time.

Patients’ voices are heard and through their engagement, the hospital continues to improve services.


Patient EngagementElectronic Health Record

The accomplishments of our employees, physicians, volunteers and students support superior patient/client care and help us meet our corporate objectives. Recognizing this work presents an opportunity to further enrich a positive work environment.

Waypoint’s Recognition program, launched in 2010, is a component of the broader Human Resources Strategic Plan. The program celebrates loyal service and contributions to our Mission and Vision

through living our values of care, respect, accountability and innovation.

“Waypoint employees are intrinsically linked to Waypoint’s entire Mission, and make invaluable contributions to a caring and respectful healthcare environment,” says Rob Desroches, Interim Vice-President of Human Resources and Organizational Development. “Waypoint truly has the most talented people and we are proud to celebrate their achievements.”

Opportunities for formal and informal recognition exist in the program. The Long Service Award Luncheon celebrates employees with 25, 30, 35 and 40 years of service as well as those who have retired in the previous year. Celebrations are also held at the program level for those who have reached 5, 10, 15 and 20 years.

Employees who demonstrate a significant contribution to the hospital’s Mission, Vision and Values may be recommended for a Core Value Award.

We will promote a safe, positive and innovative workplace where staff and volunteers are engaged and individual and collective achievements are celebrated.

People Who ServePeople Who Serve


People Who Serve


Nominees and recipients are celebrated at the annual Celebration of Excellence.

Other formal recognition events include the Volunteer Appreciation Banquet and professional weeks such as Nursing Week, Social Work Week and Housekeeping Appreciation Week.

Feedback indicated a 96.7 percent satisfaction rate for the 2013 Long Service Award Luncheon, while the 2013 Celebration of Excellence had an 84 percent satisfaction rate.

Not only are efforts in enhancing Waypoint’s recognition program contributing to a positive work environment, they are also translating into other prestigious accolades. For the second year in a row, Waypoint was honoured with a gold level Health Care Quality Workplace Award.

The Ontario Hospital Association and the Ministry of Health and Long-Term Care’s HealthForceOntario’s award recognizes efforts to improve the quality of work life, which in turn improve quality of the care and services to patients.

“As an organization, we are always seeking new and innovative ways to engage with our staff and hear their voice,” said Carol Lambie, President and CEO. “This approach contributes to an environment that maximizes the health and wellbeing of everyone here and ultimately leads to quality patient outcomes. We are very proud to receive the gold level Quality Healthcare Workplace award for the second year in a row; it means we're on the right track.”

Retirees

employees at years

employees at years

employees at years

Core Value Award nominations

Core Value Award nominees

-year Service Milestone Awards

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Working in the new purpose built state-of-the-art Atrium Building will be an adjustment for Waypoint staff, but not because the expert care they provide will be different. It’s the environment and technology that have significantly changed.

Learning about these aspects of the province’s newest forensic mental health hospital took place over a four month period, before patients moved in. The systems were first mastered by a small group of “super users”, clinical staff who learned every aspect of the units and more, then passed on that expertise to their peers.

Peer training helped strengthen the teams, connecting their experience to the advanced systems in the building. Learning from their coworkers is not a new initiative for the health care field, and it has proven to be a positive way to train at Waypoint.

More than 1200 staff also attended Global Orientation. Eighty sessions were led by the Orientation and Training Team over three months. The three hour sessions introduced the building, showcased the many features and ended with a tour, a first-time look at the building. In total 14,805 hours of training were provided.

While many hours were dedicated to these efforts, in the end our clinicians were prepared to care for the people we serve in a new environment.

People Who Serve

In a year focused on operational and transitional readiness for the Atrium Building, staff members still took the time to provide their feedback in the Employee Engagement Survey. With a nearly 50 per cent response rate, the real story is in the satisfaction rates, with Waypoint’s overall employee engagement score increasing by five per cent. Eight of ten survey themes also showed increases.

The hospital saw a four per cent increase to 67 per cent of respondents who say they are “proud to tell others I am part of this organization.”

Rating the hospital as a good place to work rose by five per cent and staff who feel they have similar values to the organization improved by ten per cent. Nearly 75 percent of those surveyed feel they are treated with respect and another five per cent increase was realized for staff who feel they can provide input to the senior team.

The results show Waypoint’s commitment to continuing to make our hospital the best place to work.


Employee Engagement SurveyGlobal/Clinical Orientation

People Who Serve

When Psychiatrist-in-Chief, Dr. Jamie Karagianis arrived at Waypoint in 2012, he hit the ground running; meeting with physicians one-on-one to engage them in their future at the hospital.

This past year, the focus has been on ensuring physicians carry out long careers caring for Waypoint patients. This year, three psychiatrists were recruited and there are now 50 physicians with privileges at Waypoint.

“We are stabilizing the medical staff and focusing on recruitment and retention with some success as indicated through the Physician Engagement Survey results,” Dr. Karagianis explains. “We want to recruit people who are motivated to go somewhere new and exciting, and we’re making our working environment a place where they desire to stay.”

The Physician Engagement Survey results were impressive in 2013, with 81 per cent of the respondents saying they are proud to tell others they work at Waypoint, and 100 per cent feel there is quality nursing support.

Waypoint’s volunteers have had a busy year. Not only did they continue to donate nearly 3500 hours of their time to support patients and clients, they also launched the new Gift Shop in the Atrium lobby.

The process began with insight from the Waypoint Volunteer Association, looking at ways to increase funding for patient activities. A student supported the process doing market research, surveying patients, volunteers, staff and visitors in order to find out what retail services would be a positive addition to Waypoint.

The Gift Shop is operated by volunteers, and all funds raised go toward patient programming. It has been such a success that the first day yielded more than $300 in sales. This adds to the $11,000 the volunteers raise each year through the Bingo program.

“I’m so proud of our volunteers who treat every customer with care and respect,” Judy Payne, Volunteer Resources Coordinator said of the Gift Shop. “One of our volunteers spent a lot of time helping a patient pick out the perfect ring; it meant the world to the patient and it really demonstrated caring.”


Physicians Our Volunteers

grand openinggrand opening10 Waypoint Centre for Mental Health Care

Sitting in the front row beside Deb Matthews, Minister of Health and Long-Term Care, Deana Abbott's hands were shaking. She looked around nervously at the crowd, about to take the stage at Waypoint’s Grand Opening of the Atrium Building to talk about her past, her present and her future.

With her peer support worker beside her, she walked the steps that led to the stage, and spoke her first words, “my name is Deana Abbott and I’d like to share my story with you.”

It was a story that captivated the audience as she spoke; her voice was filled with eloquence

and poise. Deana spent three months in the criminal justice system, found not criminally responsible of an offence in 2006, and was admitted to the Brébeuf Program for Regional Forensics. She resisted treatment for up to two years, and it only took one doctor and a team of caring staff to get her to focus on her recovery and strive for more.

“I got a job as a Peer Support Worker and began to work at the Market Square and Hero Centre, using my lived experience to relate with and support my peers. I began to facilitate groups and do one-on-one support with clients in the

provincial forensic system, all while I was on a detention order and still an inpatient.”

Soon after, Deana enrolled in Georgian College’s social work program while still a patient at Waypoint, and is now working toward earning her degree in criminology with hopes of becoming a lawyer. In eight years Deana transformed her life, and it started right here at Waypoint.

“I am living proof that forensic program buildings don’t have to be where a person’s dreams end; it can be where our dreams begin and life becomes rich and full of opportunity.”


We will foster a culture of accountability by leveraging best practices and informed decision-making.

Corporate PerformanceCorporate Performance

More than Just a Building

After three years of construction, Waypoint’s newest addition, the Atrium Building was finally complete this year.

The Atrium brings the hospital one step closer to a fully integrated campus and offers much more space in the inpatient areas for group and individual therapy, bright patient activity centres and larger patient rooms, as well as a new central entrance, lobby with gift shop, cafeteria, pool, gym and office space.

The project was made possible through a partnership with Infrastructure Ontario and the Ministry of Health and Long-Term Care. The 350,000 square foot facility replacing the Oak Ridge and Brébeuf buildings met substantial completion in late November.

A celebration of this major construction milestone was held on December 6 with staff, construction partners and community partners, and was capped with a ceremonial key exchange.

In the months following substantial completion, the work switched from construction to operational readiness. Nine planning teams, plus the Patient Move Team worked on every aspect of the move, including details of how to move the patients.

In February, we opened our doors to more than 2000 members of the community over three days for the official Grand Opening events.

On February 20, we hosted the first Shine the Light Fundraising Dinner in the Atrium Building, welcoming nearly 200 guests to be the first to see the new space.

Local and provincial dignitaries, community partners, staff, volunteers and patients joined us on February 21 for the official ribbon cutting, hearing remarks from many including an

Aboriginal welcome song and blessing of the new building.

The third day of events was open to all community members to tour the space and discover a little of what modern mental health care is all about.

corporate performance


We’ve always prided ourselves in providing modern, compassionate mental health services to patients in our care. Now we will get to do it in a facility that is built to our requirements and uniquely suited to the purpose.

Getting ready for the Atrium Building

Deb Matthews, Minister of Health and Long-Term Care

Dr. Brian Jones, Vice-President Forensic Programs

I know this building is light-filled. I know it is bright. I know it is designed with love and constructed with love and compassion that will serve this patient group to get the very best care possible.

In celebration of the Grand Opening for the Atrium Building, Waypoint hosted its first fundraising event on February 20, the Shine the Light Fundraising Dinner.

Thanks to our sponsors and supporters, the event was a tremendous success. Tickets sold out within weeks and nearly 200 guests were treated to an exclusive sneak preview of the Atrium Building, a seven-course gourmet dinner prepared by Waypoint’s own Red Seal chefs and an enlightening keynote address by Lieutenant-General Roméo A. Dallaire (retired) about his struggles with mental illness, post traumatic stress disorder and addiction issues.

Funds being raised at Waypoint go directly to support the hospital in its efforts to provide exceptional specialized mental health care for patients and enhance regional mental health services. Our events are also an opportunity for the hospital to share our story, raise awareness of mental illness and showcase the generosity of sponsors and our community.

To celebrate that generosity, we are also launching a Founding Donors campaign. Founding Donors are those who have made donations to our hospital through financial gifts, sponsorships or fundraising event participation since Waypoint was incorporated as a public hospital in 2008. As we work towards the next fundraising project goals, everyone who makes a donation or supports our fundraising events in the next year will become a Waypoint Founding Donor, one of the original philanthropists of our hospital.

With the new forensic mental health hospital and campus expansion close to completion, Waypoint set out in early 2013 to develop the vision for the remainder of the hospital. A new 30 year Master Plan was approved by the Board in September, 2013.The plan focuses on the short and long term needs of our regional hospital programs, transitional housing, academic partnerships and continuing our role as a community resource. Board members, staff, volunteers, patients and families, community leaders, and partners helped form this new vision which we are confident will further our Mission, Vision and Values well into the future.

Thank you to our Shine The Light Fundraising Dinner Sponsors

TD Bank GroupFengate Capital ManagementIntegrated Team SolutionsMink InsuranceMiller ThomsonCatharine Bayles, RBC Dominion Securities Inc. Hicks MorleyEllisDonHoneywellMental Health Commission of CanadaCannon DesignSyscoMaacon Construction



Waypoint Kicks Off Fundraising Program

New Master Plan

Britt McKerrow, Relationship Manager, TD Bank Group

Waypoint is improving lives and working to reduce the stigma associated with mental illness, TD Bank is proud to be a founding donor. We know good things will continue to happen at Waypoint.

Waypoint, like all hospitals in Ontario, annually measures how we are finding new and better ways to serve patients, increase satisfaction, ensure we are fiscally responsible and ultimately achieve better clinical outcomes. Aligned with our more comprehensive Quality, Risk and Safety Plan, the annual Quality Improvement plan helps us document and review current performance in a variety of areas.

Last year Waypoint increased patient satisfaction, met the majority of targets for restraint minimization and reducing the number of patients waiting for discharge to an alternate level of care. A new Central Intake Service launched in September 2013 is receiving positive feedback and is helping to improve access to care and reduce wait times.

Work continued throughout the year on several Information Systems Strategic Plan initiatives. Automation of the pharmacy was high on the list with a new automatic packager and barcoding system up and running in October; followed swiftly by the implementation of Meditech`s Admission, Discharge, Transfer module of the Electronic Health Record in December.

Thanks to the efforts of our information technology, human resources, scheduling and leadership staff we were able to move to one staff scheduling system across the hospital.

Waypoint was also pleased to collaborate with Royal Victoria Regional Health Centre, Orillia Soldiers’ Memorial Hospital, and Muskoka Algonquin Healthcare on the first Advance Maintenance Management System, a significant support for us in meeting Accreditation Canada's requirements for equipment safety and management.

June 2014 marks another significant milestone for Waypoint as the 2014-2019 Strategic Plan titled “Good Things Continue” is launched. The plan builds on Waypoint’s first plan launched in May 2011 under the hospital’s new name and promise statement of “Advancing Understanding. Improving Lives.” With staff, patient and stakeholder input, a change to our People We Serve direction was made to reflect the formal adoption of the recovery philosophy and our plans to walk with our patients as partners in their mental health and addiction journey. The launch of the Waypoint Research Institute in June 2013 and a refreshed Research and Academics Plan now aligned with the Clinical Services Plan are also reflected as efforts to use research to support better patient outcomes at Waypoint continue.



Quality Improvement Plan

Refreshed Strategic Plan

Information Systems Strategic Plan

health. With title sponsorship from Catharine Bayles, RBC Dominion Securities Inc. and the support of our partners, the hospital was able to bring 200 students, 150 patients/clients, and over 250 community members into a conversation about mental health.

More than a dozen community partners took part in the event: Ontario Shores Centre for Mental Health Sciences, Patient/Client and Family Council, North Simcoe Muskoka Community Care Access Centre, Kinark Child and Family Services Simcoe Program, CHIGAMIK, Midland Police Services, Ontario Provincial Police, Midland Cultural Centre, Grounded Coffee Co., Canadian Mental Health Association, 7th Fire, Penetanguishene Secondary School, Midland Secondary School, St. Theresa's High School, Catulpa Community Support Services, and the North Simcoe Family Health Team.

Waypoint launched a collaborative Art Project in the fall of 2013 as a community outreach and advocacy initiative.

Patients, staff, volunteers, artists, and members of the community are taking part. The Project was developed in partnership with Quest Art, the Midland Cultural Centre and a team of local artists. From seasoned professionals to beginners, all are welcomed to be a part of the Waypoint Art Project and its visual legacy. The first large-scale mural created by the Waypoint Art Project will be unveiled in June 2014.

In recognition of Mental Health Week, Waypoint hosted “Three Voices”, a community outreach and advocacy event designed to raise awareness of mental


We will be an effective partner, seeking out opportunities to improve care and services, build knowledge and enhance system capacity and sustainability.

PartnershipsPartnerships

Waypoint continues to play a leadership role in regional health system planning and in the last year, joined local service providers on three important projects.

Matching the client need with the most appropriate, least restrictive service is the goal of the standardized tool called LOCUS, Level of Care Utilization System. With one-time funding from the North Simcoe Muskoka Local Health Integration Network, Waypoint supported the training of staff across all of North Simcoe Muskoka's acute care mental health and addiction services.

The second project is a collaboration of community mental health providers in North Simcoe to provide a weekly mental health walk-in clinic for individuals age 12 and up, families and couples who are not in immediate crisis.

Arising from a recommendation in the Care Connections Crisis Management and Community Resources Steering Committee, the clinic provides opportunities for immediate problem solving and therapeutic interventions as well as assistance connecting with other services as required.

As part of the Simcoe Muskoka Service Collaborative, Waypoint offered training on the Transition to Independence Process (TIP) model. TIP is designed to help transition age youth (14-24) deal with changes and transitions; engaging them in making progress towards their desired future.

Continuing leadership at the provincial level, Waypoint President and CEO Carol Lambie joined her counterparts from the Centre for Addiction and Mental Health, The Royal and Ontario Shores Centre for Mental Health Sciences for a “Queen’s Park Day” on November 26, 2013.

Government representatives and their staff had a chance to meet with leaders from the four hospitals to review information about the joint Mental Health and Addictions Quality Initiative (MHAQI). The MHAQI is an innovative and standardized approach to measure critical performance indicators of mental health care in key areas.

The meetings at Queen’s Park also included discussion about the next 4-10 years of the province’s mental health strategy, Open Minds, Healthy Minds, and increasing the understanding of government officials about the role of speciality mental health hospitals in supporting the residents of Ontario.

partnerships


Care Connections PlanningWaypoint advocates Queen’s Park for mental health

at

We will advance a research strategy to increase integration of research excellence with clinical services and improve clinical care.

Waypoint has nearly a 40-year history of conducting world-renowned, award-winning research supporting forensic mental health practices and being utilized across the globe to shape assessment and treatment strategies. The award winning team publishes its work and presents internationally on a regular basis.

Last June, following the successful three-day PCL-R educational event, these achievements were celebrated as Waypoint entered a new era

of mental health research, launching the Waypoint Research Institute.

“The institute integrates the research team together with knowledge translation and education to enhance our existing research excellence, further improving clinical services and providing for better treatment and care for patients and clients,” said Dr. Howard Barbaree, Vice-President of Research and Academics.

The Institute expands the

research focus into four theme areas: Risk Factors and Assessment, Treatment and Transitions, Policy, and Knowledge Translation. The strategy aligns with Waypoint's Clinical Services Plan and includes strong partnerships with other researchers, academia, hospitals and organizations.

Projects currently underway include a Therapeutic Climate Study and the development of clinical outcome measures.

We will advance a research strategy to increase integration of research excellence with clinical services and improve clinical care.

Research and Academics Research and Academics


Colloquium Series research citations

peer reviewed publications

external committees/initiatives

formal presentations

research and academics


The formal adoption of the recovery philosophy, enhancement of culturally competent care and implementation of restraint minimization has brought organizational culture change. The Therapeutic Climate Study is a five year examination of the therapeutic atmosphere and readiness level of staff and patients for the adoption of a least restraints approach to care.

Understanding service effectiveness is important to improve healthcare quality. Using data from the interRAI-MH, a set of outcome indicators will be derived for each Waypoint program based on established outcomes with a goal to improve how programs and clinical staff understand, monitor and meet patient needs.

Waypoint continues to coordinate the Ontario Forensic Directors Group Evidence-Based Practices in Forensic Mental Health Task Force working towards a standard set of empirically-supported guidelines for provincial forensic hospitals.

Knowledge translation work includes development of a hospital-wide plan to integrate mental health and addictions treatment for all patients and clients, and standardized measurements for Therapeutic Recreation.

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General Operations

Expenses 2014 % 2013

Salaries, wages and benefits $96,669,641 83.26% $92,616,032

Municipal Taxes 23,400 23,400

Transitional Expenses 7,115 945,512

Professional care supplies and expenses 1,362,807 1.17% 1,348,062

Administration and physical operating expenses 16,855,445 14.52% 12,303,806

Amortization and loss on disposal of equipment 1,180,879 1.02% 894,734

Total $116,099,287 99.97% $108,131,546

Revenue

Ministry of Health and Long-Term Care $106,749,024 92.33% $104,570,200

Recoveries 2,044,520 1.77% 1,544,108

Special Program Funding 520,113 554,745

Donations 86,444 2,677

Deferred contributions - Transitional 7,115 945,512

Other Revenue 6,208,502 5.37% 2,524,658

Total $115,615,718 99.47% $110,141,900

Surplus (deficit) from general operations ( 483,569)$ $2,010,354

Other income

Deferred contributions - Redevelopment 245,978 245,978

Total $245,978 $245,978

Other expenses

Amortization of Capital 426,413 351,503

Total $426,413 $351,503

Excess (deficiency) of revenue over expenses ( 664,004)$ $1,904,829

Summary of financial position

Current operating assets $44,580,098 $40,453,483

Restricted assets 27,604,627 25,739,456

Property, plant and equipment (amortized cost) 291,347,656 22,172,308

Total $363,532,381 $88,365,247

Current liabilities $24,866,895 $17,358,048

Long-term liabilities 304,558,061 36,238,546

Net assets 34,107,425 34,768,653

Total $363,532,381 $88,365,247

Financial Highlights (year ended March 31, 2014)


110 years of Good Things Happening at Waypoint

waypoint annual report 2014

Documents

partnerships page

academics page

new building

corporate performance

grand opening page

financial summary page

new knowledge

new atrium building