Community Mobilization Sudbury

Network/coalition name:  Community Mobilization Sudbury

Primary contact:

Stephanie Lefebvre, MSW, RSW
Manager│Gestionnaire
Community Mobilization Sudbury │Mobilisation communautaire Sudbury│Weweni EnjiNagidwendaagozing
tel│télé: 705.885.1628, ext. 201
email│courriel: slefebvre@cmha-sm.on.ca
 

Communities included within your network: Greater Sudbury

Number of agencies involved in your network: 23 as of May 2015

Sectors involved in the network:  Funded by the North East Local Health Integration Network and Ontario Trillium Foundation, CMS includes education, health, emergency services, policing, mental health and addictions, child welfare, aboriginal, francophone, LGBT, municipal social services, housing and  justice sector organizations.

Website address: www.communitymobilizationsudbury.com

 

How did your network start?

Community Mobilization Sudbury (CMS) is a community partnership representing over 20 agencies from across community sectors that is funded by the North East Local Health Integration Network and Ontario Trillium Foundation. Launched in May 2014, the CMS model was driven by partner desires to prevent harm rather than respond to crises once they occurred. The Community Mobilization Sudbury model is based upon a well-established, evidence-informed and evaluated model that originated in Scotland and has since been successfully replicated across Saskatchewan. This risk-driven, collaborative model of community safety and well-being is now gaining support and traction in communities across Ontario and Canada.

In Ontario, similar models are currently operating in Toronto, Waterloo and North Bay and are being developed in other communities including Ottawa, Halton and Guelph.

 

Describe the goals/objectives of your network:

It is recognized that the CMS model is an investment of resources upstream in the coordinated prevention of negative outcomes, rather than a downstream response to harmful incidents once they have occurred. Community Mobilization Sudbury discussions and collaborations result in coordinated interventions to reduce acutely elevated risk. These early interventions have demonstrated their potential to reduce the need for more intensive and enforcement-based responses such as hospitalizations, arrests and apprehensions.

Community Mobilization Sudbury has identified three priority goals:

  1. Individuals and families at acutely elevated risk are connected to timely and appropriate supports. See logic model here.
  2. Human service agencies have greater capacity to respond to situations of acutely elevated risk and prevent negative outcomes for individuals, families and communities. See logic model here.
  3. CMS partners and products influence positive change to improve the conditions that influence community safety and well-being. See logic model here.

 

Describe some of the key activities your network has been involved in?

 

Since May 2014, representatives from CMS partner agencies have met twice a week at the Rapid Mobilization Table (RMT). The RMT is a focussed, disciplined discussion where participants collaboratively identify situations of acutely elevated risk. Once a situation is identified, all necessary agency partners participate in a coordinated, joint response – ensuring that those at risk are connected to appropriate, timely, effective and caring supports. Examples of RMT responses have included: the collaborative development of treatment and safety plans, successful connections to housing and other underlying determinants of health and the provision of creative and culturally appropriate supports (e.g. healing circles).

In addition to the immediate responses to risk undertaken by the CMS Rapid Mobilization Table, data is collected and analyzed in order to identify trends, common risk factors and underlying conditions and contributors to situations of acutely elevated risk. CMS knowledge products are shared widely with community decision-makers and have informed planning activities including the development of a local Managed Alcohol Program/Harm Reduction Home, the Greater Sudbury Health Link, supports and services for individuals with developmental disabilities and broader, multi-sectoral community safety and well-being planning.

 

What success factors can you identify that are helping your network to achieve your desired outcomes?

  1. Leadership support and commitment from partner agencies across community sectors.
  2. Demonstrated impact: 1) individuals are receiving timely connections to community supports and services; 2) partner agencies have increased capacity and a new tool in their toolkit to respond to complex situations of risk.
  3. Trusting relationships among partners – this is critical to ensuring appropriate sharing of information and engaging in collaborative and creative responses to risk.
  4. Taking time to establish a shared vision and values among CMS partners. The CMS values of Honesty, Respect, Collaboration, Courage, Humility and Caring guide how partners work with each other and with those they serve.

     

Has your network faced any significant challenges? What are they and what have you done (or what’s being done) to address them?

The CMS partnership represents a new and innovative model of collaboration. It requires every partner agency to establish their own processes for identifying situations of acutely elevated risk. It further requires demonstrated agency support for responding to situations of risk in creative and coordinated ways. This type of change takes time and requires ongoing support from CMS staff and steering committee members.

 

Do you have any tips for other communities mobilizing around youth suicide prevention, risk management and postvention?

    Celebrate your successes and use multiple approaches for measuring your impact. CMS relies on both qualitative and quantitative information to inform our progress including frequency data, partner interviews, case studies and individual level impact/outcome monitoring.