HelpSeeker- CONVERGE Case Study.pdf
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The Converge Mental Health initiative in Calgary aims to eliminate waitlists for mental health supports by creating a more coordinated and accessible system through collaboration among various stakeholders. Key findings highlighted the demand for mental health services, with significant numbers facing unmet needs and lengthy waitlists due to capacity issues, inefficient referrals, and funding disparities. Recommendations include the development of a data strategy, tracking navigation activities, and a public campaign for transparency in the mental health system to effectively address the identified gaps.
![Insights
Project interviewees echoed the frustrating experience of wait times, describing practices like
administrative appointments or preliminary appointments being required prior to the actual first
appointment with a mental health practitioner.
“One place I went to, the intake interview took 40 minutes out of a full hour session and they said
when I was done [...] ‘well if you need another one, you'll have to make a new appointment and go
through all of this again [...]. So this is basically a waste of time.”
Referrals are inefficient. Needs aren't met. Coordination is clunky.
➔ Despite digital advancements, accessing the system requires referral management
hampers and timely service and creates bottlenecks and lax capacity at the same time.
➔ Waitlists for initial appointments suggest administrative tasks that could be low-hanging
improvements in the intake process.
➔ Many processes and technologies can be introduced and revamped to improve access,
equity, and impact of care.
➔ Language, regional, or other barrier-related access imbalances that decision-makers
should prioritize.
“The use of technology would
eradicate delayed responses
from the mental health
service provider to a certain
extent, and it will also be
more convenient and
accessible. Service Provider
6](https://image.slidesharecdn.com/helpseeker-convergecasestudy-221024144852-06d1731d/85/HelpSeeker-CONVERGE-Case-Study-pdf-7-320.jpg)
HelpSeeker- CONVERGE Case Study.pdf
- 1. CONVERGE Mental Health Case Study Summary Zero Waitlists for Mental Health Supports in Calgary, AB Submitted to: Gena Rotstein Sep 29, 2022
- 2. About CONVERGE CONVERGE Mental Health, a collective of 70 individuals and organizations, has proposed a bold vision to reimagine the mental health system, from one that delivers fragmented and often dehumanizing service through disjointed infrastructure to one that promises no wait lists, more access points, and greater coordination. Key Project Partners Hunter Family Foundation (HFF) is a private family foundation operating in Calgary, Alberta, Canada. One of the HFF funding pillars is Mental Health. Karma & Cents is a family philanthropy advisory that supports the Hunter Family Foundation as the catalyst and backbone of the CONVERGE effort. HelpSeeker Technologies supports social impact leaders on the front lines of solving the world’s most complex challenges looking for breakthrough data-led solutions. HelpSeeker Technologies supported CONVERGE to map the mental health system to identify innovative, strategic, and tactical opportunities to implement rapid solutions to address priority concerns in Calgary and the surrounding area. This approach will allow CONVERGE to scale out initiatives at the national level and advance iterative improvements (plan, develop, design, test, review, launch, evaluate, modify, scale). 1
- 3. Approach A multi-pronged approach was completed over the course of 10 months to generate the data and insights to support the solution design and recommendations to CONVERGE stakeholders. Data Sources ● 89 Respondents to Service Provider Survey (Social Network Analysis) ● 455 Respondents to User Survey ● 4 focus groups with service providers ● 6 1:1 interviews with people with lived and living experience ● Funding Allocations to mental health and addictions charities ● Literature review on best and promising practices ● Mapping of existing mental health services Highlights Calgary Demand Trends ➔ For the Calgary region, about 540,000 people will have mental health needs at some point, of which 340,000 are related to addiction in 2022 population numbers. ➔ Just over 1 in 5 people ages 12 or 61,000 people had unmet mental health needs. Another 64,000 had partially met needs. 2
- 4. Service Mapping Service mapping of mental health supports used public information identified 397 services in the broader Calgary area, of which 292 were within the city. Compared to provincial averages, specific programs were identified to be potential gaps. Of these, additional gaps were identified for populations including Indigenous, newcomer and those with housing instability. These gaps become more pronounced when cross-referenced with other population characteristics such as gender/sexuality and age to show gaps in the continuum. 3
- 5. Funding The mental health care system relies on government and philanthropy as main sources of funding, which can create a disconnect from the end users. 132 key charities that were identified as providing mental health related supports in Calgary, whose revenues totaled $347M in 2019 and the amounts provided by diverse sources. Investments are not even across cities or populations, which suggests the need to create transparent demand/supply calibration opportunities to ensure local needs are met. Per capita allocations to mental health charities by selected populations in major cities (CRA, 2019) Waitlists & Referral Network Analysis Waitlists are caused by a lack of capacity, limited acuity-based referral alternatives, limited case management staff, and funding shortfalls. ➔ 41% respondents reported that their organization currently has a waitlist with an average of 72 individuals on these lists waiting an average of 303 days, and as long as 5 years. ➔ Counselling, general mental health and initial assessments are services most affected by waitlists, along with services for adults, youth and families. 4
- 6. Of note, 39% of service providers do not track the success of referrals to other organizations- which hampers coordination. From the data we had, we discovered that the referral network itself was a key bottleneck in the system. Referrals and referral processes are a pain point due to lax capacity, fragmented referral, and other concerns. These referral challenges contribute to waitlists and uneven supply/demand calibration across the network of supports. Social network analysis aims to comprehend a community by mapping its relationships as a network and identifying essential persons, groups, and associations. Referrals operate within a hub and spoke model, with organizations such as Alberta Health Services and Calgary Counseling Centre playing central roles in referrals. The structure is strongly suggestive that there are missed opportunities for referrals between organizations that aren’t central. 5
- 7. Insights Project interviewees echoed the frustrating experience of wait times, describing practices like administrative appointments or preliminary appointments being required prior to the actual first appointment with a mental health practitioner. “One place I went to, the intake interview took 40 minutes out of a full hour session and they said when I was done [...] ‘well if you need another one, you'll have to make a new appointment and go through all of this again [...]. So this is basically a waste of time.” Referrals are inefficient. Needs aren't met. Coordination is clunky. ➔ Despite digital advancements, accessing the system requires referral management hampers and timely service and creates bottlenecks and lax capacity at the same time. ➔ Waitlists for initial appointments suggest administrative tasks that could be low-hanging improvements in the intake process. ➔ Many processes and technologies can be introduced and revamped to improve access, equity, and impact of care. ➔ Language, regional, or other barrier-related access imbalances that decision-makers should prioritize. “The use of technology would eradicate delayed responses from the mental health service provider to a certain extent, and it will also be more convenient and accessible. Service Provider 6
- 8. Solution Design Based on the solution sprints completed over two days in person (providers, people who have experience) and online (funders, decision makers), components of the solution were identified. Data-Driven Public Conversation 1. A data strategy that outlines what, where, and how data will be collected and reported in an interactive dashboard. 2. A communications strategy that pulls this data together in a cohesive, digestible way for public consumption (similar to the Pink Ribbon campaign for breast cancer, or COVID updates from the Government of Alberta). 3. Uncovering the true cost of the system. Leakage of funds due to the “bad” referrals, individuals on multiple waitlists and the social/human cost of being bounced around. Navigation Efficacy 4. A system of tracking and managing navigation-related activities, including how many referrals are made, as well as the details of those referrals (i.e. source organization, target organization, time spent, client demographic, client state, outcome of the referral). 5. A real-time feed of the availability and eligibility criteria for different mental health services that is integrated into navigation tools across different touchpoints (such as wellness desks, websites, libraries, etc). This allows people who are seeking help to see what is available, and self-navigate to a service with a shorter wait list. 7
- 9. Actions Resulting from this work, Helpseeker recommends the following strategies for the Converge Mental Health Coalition to undertake. These recommendations may be directed for the Converge Leadership, or for others within the coalition to conduct. ➔ Identify and prioritize provider reporting standards that encourage effective mental health system navigation. ◆ CIHR is currently developing a national standard around program delivery specifically in the Youth Mental Health; Converge is developing in partnership with Helpseeker and RA2 a mental health taxonomy and ontology that can be applied for anyone intersecting with the Mental Health Sector (practitioners, funders, technologists, researchers, etc.) ➔ Pilot initiatives to consistently monitor wait list length, wait list properties, client properties, and time spent navigating with a select group of agencies. ◆ Capitalize for Kids is working on something similar in Ontario. As part of the Converge activities, it might be helpful to have them run with this. ➔ Assess service-provider capacity to support data collection and information sharing, and develop a strategy to build that capacity. ◆ Converge contracted to begin the first phase of this work. George Alvarez Engaging other foundations, like GBF and other organizations like Kickstand and CASA to roll this out at a government level along with grassroots agencies to embed an info sharing strategy will critical for wholesale adoption. ➔ Create a public “state of the system” campaign to enhance transparency of the needs of the mental-health system, backed up by existing data and evidence. ➔ Conduct economic analysis of the leakage in the system around waitlists, bad referrals and lost productivity of caregivers. 8
- 10. Dr. Alina Turner Co-Founder, Co-President 403.827.8722 alina@helpseeker.org 9