Supporting Client Recovery through Improved use of OCAN

Supporting Client Recovery through Improved use of OCAN Assessments Root Causes of the Problem Fishbone Diagram: # Votes per Issue Engaged staff to understand their “pain points” using tools from the Experience Base Co-Design (EBCD) approach. Staff experience was captured using emotional mapping to determine the parts in the OCAN process that triggered the most negative emotions and the reasons why No to refer clients accessing IAR Process • Number and percentage of OCANs completed Too many to complete 4 System Issues: 60% 50% 40% 30% % of OCANS Completed 20% Developing and testing Change Ideas 70% st em be Oc r to be No r ve m be De r ce m be r Ja nu ar y Fe br ua ry M ar ch ly Se pt Au gu Ju ne Ju ay M ril pt Ap st em be Oc r to be No r ve m be De r ce m be r Ja nu ar y Fe br ua ry M ar ch ly Au gu • Test more change ideas • Expand the team to include clients/service users Spread 100% Established a Provincial OCAN QI Network Change Baseline data 2018 -19 Month and Fiscal Year Run Chart % of clients competed OCANs 80% Ju 2017 -18 By March, 2018 the OCAN completion rate was increased by 16% 90% Ju Se Results During IDEAS 15 Use/Training ne 0% Lack of education Using a Driver Diagram 70% 10% Unsure how to address client needs 1 OCAN Tool 80% • Time spent entering OCAN information Not using OCAN in practice Format of the tool not helpful Some questions are vague What is preventing us from fully using OCAN? Shift – special cause variation 90% • Percentage of meetings where OCAN is on the agenda Takes too long to input Client Crisis 100% ay 6 Time consuming, not enough time We are not Process for Diagnosing the Problem 3 Constantly shifting needs Big Aim: By December 2018, improve client outcomes by addressing client identified needs through OCAN Small Aim: By February 2018, Increase the completion rate of OCANs by 10%. Time/Work Load ril Having to input data twice Client Issues M Technical Redundancies 16 Continue to track # OCANs: evidence that changes are leading to improvement Ap Aim Statement Outcome • Staff Perception Surveys 16% Increase 60% Axis Title Oak Centre and CMHA Niagara implemented the community mental health assessment, OCAN, but it is not consistently completed or used to direct client care. Sustainability Measures Percent of Eligible Ocans Completed Problem Statement 50% 40% 30% 20% PDSA 1 10% PDSA 2 PDSA 3 PDSA 4 Supported by: Excellence Through Quality Improvement (E-QIP) Staff Experience with the OCAN Process Staff Perception Improved Negative Emotion Why Frustrated Unfamiliar with technology 5. Time to enter OCAN in computer Spend time completing OCAN, but not using it 8. Use OCAN recovery plans to support client Negative Emotions Process Steps for OCAN Anxious 5 8 OCAN Process Steps ch M ar ry Contacts Name: Ru Tauro, Executive Director Organization: Oak Centre Clubhouse Email: oakcentre@bellnet. ca Phone: (905) 788 -3010 Strongly. . . Disagree Agree Strongly Agree 0% 50% Use OCAN content to structure meetings 100% 22% Clear expectations Measure time it takes to enter OCAN 8 Focus: Client experiences I don’t have enough time to complete OCANs Baseline Current Use of Technology to alert staff 5 ua y Survey Fe br nu ar r Ja em be r ec D N ov em be er r O ct ob be pt em Se Au g us t ly Ju Ju ne ay M Ap ril 0% Problem Diagnosis 0% 20% Strongly Disagree Agree Strongly Agree 0% 40% 60% 80% 65% Positive I Regularly use OCAN Baseline 20% 47% 40% 60% 0% 20% Purpose: To spread learnings to other organizations using OCAN in the province Name: Jennifer Zosky Organization: Community Care Information Management (CCIM) Email: Servicedesk@ccim. on. ca Phone: 1 -866 -363 -2246 (CCIM) Current 40% 60% 70% Positive Name: Ian Masse, Program Manager Organization: Canadian Mental Health Association (CMHA), Niagara Branch Email: imasse@cmhaniagara. ca Phone: 905 -641 -5222 ext. 2101 80%