The Concurrent Disorders Transitional Support Partnership (CDTSP) is a network of 21 agencies including four hospitals, a community health centre, a withdrawal management system, shelters, addictions stabilization programs and community-based services.
Each agency contributes “space” in CD-specialized programs, which, taken together, offer a range of services that persons with a concurrent disorder and complex needs require.
List of Partners
- Across Boundaries
- Centre for Addiction and Mental Health (CAMH)
- City of Toronto Women’s Residence
- Community Resource Connections of Toronto (CRCT)
- COTA Health
- Fred Victor Centre
- Jean Tweed Centre
- Madison Avenue Housing and Support Services
- Native Child and Family Services of Toronto
- Progress Place
- Salvation Army Maxwell Meighen Centre
- Sherbourne Health Centre
- St. Christopher House
- St. Joseph’s Hospital
- St. Michael’s Hospital
- St. Stephen’s Community House
- Street Haven at the Crossroads
- Toronto Withdrawal Management System (managed by St. Michael’s Hospital)
- Turning Point Youth Services
- UHN – Toronto Western Hospital
- WoodGreen Community Services
Lead Agency Role
The lead agency, Fred Victor Centre, assumes responsibility to Concurrent Disorders Support Services (CDSS) and the partnership for:
- Hiring and staff supervision.
- Budget development and oversight.
- Administration.
- Program development.
- Relations with the funding body.
It helps considerably that Fred Victor Centre, located in downtown Toronto, is quite familiar with the services required for persons with a concurrent disorder.
Role of the Lead Agency
For those agencies considering it, the lead agency role is not to be underestimated. If we draw upon this experience as well as more established programs, we can see that the lead agency role:
- Attracts visibility: The lead agency is responsible for managing and supporting the partnership and developing an (often-times) innovative program. While it receives credit in the community and funding body for success, it is possible that it could suffer disapproval (not in this case!) for a disappointing outcome.
- Requires expertise, credibility and excellent community-liaison skills: The lead agency must be seen as able to understand and provide appropriate service to the population served while being open to other agencies’ values and approaches. As the lead agency’s or partners’ staff may not be as accepting as the representatives of the partnership, ongoing internal and external promotion/ discussion may be necessary.
- Requires tolerance for ambiguity: While the lead agency assumes responsibility for an integrated program, it is still a partner. It does not receive preferential service. Technically, the program belongs to the partnership. While this distinction may tend to fade over time – due to expansion of the partnership and continual incorporation of the program into the structure of the host agency – it is still important, as it continues to underline partner responsibility and ownership.
- Consumes limited agency resources: The lead agency is responsible for for the office space, equipment, supplies, data collection resources and support personnel necessary to carry out the program operations. The need for staffing and other essentials are usually underestimated, with the consequence of “borrowing” from other programs. Application for additional funding to meet current need or expand is typically extended and time-consuming.