COMPASSION

HOPEHEALING

2013-2014 ANNUAL REPORT

2013-14 Providence HealtHcare annual rePort 1

Providence Healthcare’s legacy dates back to 1857 when the Sisters of Joseph of Toronto founded the original House of Providence in downtown Toronto as a refuge for the elderly and the homeless. Today, Providence is a leader in providing rehabilitation, palliative care, long-term care and community programs. Providence Hospital o�ers inpatient and outpatient programs to over 5,000 individuals each year; our Cardinal Ambrozic Houses of Providence provides long-term care to 288 residents; and our community and caregiver support programs reach out to thousands in the broader community through services such as our Adult Day Program.

A Welcoming Community of Compassion, Hope and Healing

As part of a sweeping consultation process in 2013, Providence set out to update our Mission and create a new Vision statement for our organization.

including our partners in health care, employees, physicians, volunteers, donors, as well as our patients, residents, clients and families. During our conversations, we heard about the importance of con�rming our Catholic identity, the founding legacy of the Sisters of St. Joseph, and the important role we play in today’s healthcare system in our Mission statement:

Our New MissionProvidence Healthcare, a Catholic healthcare organization, is inspired by

the legacy of the Sisters of St. Joseph of Toronto to be a welcomingcommunity of compassion, hope and healing. We provide rehabilitation, palliative care, long-term care and community programs.

We also heard that we are on the right path for the future, and that we have an opportunity to assert a bold and distinctive leadership position through our new Vision:

Our New VisionProvidence Healthcare will extend our community of expert care beyond our walls. We will give the people we care for the knowledge and con�dence to stay healthy and safe at home, for as long as possible. ValuesProvidence creates a culture that recognizes and engages our employees, physicians and volunteers in alignment with our Core Values. A highlight on the Providence calendar is Mission and Values Day, which

includes the Living Our Values Awards ceremony.

for a Living Our Values Award since the program launched in 2005, and 27 individuals have been presented with an Award.

�is special day is part of an overall strategy to support Providence sta� in providing the best possible care on all levels: physical, emotional and spiritual. In 1993, Providence con�rmed our six Core Values from the healthcare philosophy of the Sisters of St. Joseph. Listed below, our Values point to the behaviours and attitudes that we believe are crucial to accomplishing our Mission:

Sanctity of Life - Every life is a sacred gi� that has meaning and value.

Human Dignity - Everyone has intrinsic value and is worthy of respect.

Compassionate Service - �e needs of every person are attended to with thoughtfulness, understanding and sensitivity.

Community - People of diverse backgrounds gather together with a shared purpose and support each other in hope and celebration.

Social Justice - Each person is treated in a fair and equitable manner, according to one’s needs.

Social Responsibility - Accountability is demonstrated by the prudent use of resources given to us in trust.

PHOTO (Left): The 2013 Living Our Values Award Recipients from L-R: Physiotherapist Peggy Corkum, Clinical Resource Coordinator Manny Atance, and Registered Nurse Parvin Hemati. These Awards provide the opportunity for staff and volunteers to nominate or be nominated for outstanding contributions to the living of the Values.

260people to We engaged APPROXIMATELY

develop our new statements

OVER 170staff members have been NOMINATED

2014/15 Providence HealtHcare Board of directors

Gretchen Van Riesen Virginia West Josie WalshImmediate Past Chair, Board of DirectorsProvidence HealtHcare

Chair, Board of DirectorsProvidence HealtHcare

President and CEOProvidence HealtHcare

virginia West - chairKatHleen Morris - vice chairgretcHen van riesen - immediate Past chairsal Bevanrod BorstMayer * (archbishop’s representative)Maggie Bruneau - chief nurse executiveJoe calderone * (cHco designate) alan cHeatleyfran cooPeryves denoMMeBrian dunndavid finnegandavid garnernHu HuynH * (President, Medical staff association)tai HuynHJ. rodger lesliePatricia McKernanMarK MurPHydr. Peter nord - chief of staffsister anne Purcell * (cHco representative)PaMela sloanJosie WalsH - President

* appointments

senior ManageMent

Josie WalsH - President and ceoMarc Beaudry - vice President, corporate services and chief Human resources officerMaggie Bruneau - vice President, Partnerships and chief nurse executiveJiM elliott - vice President, finance and chief financial officerJaMes fox - vice President, ProgramsBetH JoHnson - chief communications officerHazel MarKWell - director, centre for clinical ethicssr. Mary anne MccartHy - director, Mission and valuesdr. Peter nord - vice President, chief Medical officer and chief of staffJennifer steWart - President and ceo, Providence Healthcare foundation

In the pages of this report, we share news of our progress related to our 2013/14 strategic priorities – Year 4 of our �ve-year Strategic Plan, Time to Shine. We are very proud of what we have achieved in four short years, and we are anticipating a successful close to our plan in 2014/15.

It has been another landmark year for Providence. As part of the most extensive consultation process in our organization’s history, we spoke with hundreds of stakeholders to develop our new Mission and Vision statements, which were approved by our sponsor, the Catholic Health Corporation of Ontario (CHCO), in January 2013.

We continued to work proactively to develop a better model for Providence Hospital that supports improved inpatient and outpatient �ow and transforms the patient care experience. Our work is being recognized on a provincial level and has transferrable learnings for healthcare organizations nationwide.

For residents of the Cardinal Ambrozic Houses of Providence, ensuring quality of life is our primary focus, as we continue to provide them with the highest standards of comfort, care and safety. And for clients of our Adult Day Program, we are providing a safe, warm and caring environment, enriched with meaningful activities and the support that they and their caregivers need.

While making these signi�cant advances, we maintained a balanced budget; we kept our Safety and Quality Promise; and progressed in our work to achieve excellence in Palliative Care. Our success would not have been possible without the tremendous work and dedication of our talented employees, physicians and volunteers. In 2013/14, we completed the framework for succession planning, a guide for retaining and growing internal talent, and identifying the leaders of tomorrow.

At Providence, we understand that we can only be successful if we are contributing to the success of the healthcare system – and that the only path to success is through productive collaboration with our entire community of healthcare partners. We are committed to providing leadership within the system by helping people access and receive the care they need in the most e�ective way possible.

Our donors and supporters are great collaborators in shaping a more e�cient and e�ective healthcare system for tomorrow, as together we are devoting ourselves to the promise of helping people and healing lives.

With our new Mission and Vision statements con�rmed, and Time to Shine nearing completion, we have launched a detailed planning process for our next Strategic Plan. We look forward to sharing news on our progress later in the year.

2013-14 Providence HealtHcare annual rePort 3

�e theme for our annual report this year – Compassion, Hope and Healing – is rooted in our new Mission statement. �ese three words remain unchanged from our previous statement, as they capture the spirit of the work we do at Providence Healthcare and the legacy of our founders, the Sisters of St. Joseph of Toronto.

Compassion, Hope and Healing

PAGE 3 PAGE 5

$88.5 MILLION

$5MILLION

INCO

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$2.6 MILLION

$74.8 MILLIONTORONTO CENTRAL LHIN/MINISTRY OF HEALTH AND LONG-TERM CARE

$7.4 MILLIONINCOME FROM PATIENTS AND RESIDENTS

$2.7 MILLIONAMORTIZATION OF CONTRIBUTIONSTO CAPITAL ASSESTS

$2.9 MILLIONOTHER INCOMES AND RECOVERIES

$.7 MILLION OPERATIONS AND EQUIPMENT

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*$83 MILLION

$49.9 MILLIONSALARIES, WAGES AND PURCHASED SERVICES

$14.4 MILLIONGENERAL SUPPLIES ANDOTHER EXPENSES

$12.5 MILLIONEMPLOYEE BENEFITS

$4.8 MILLIONAMORTIZATION OF CAPITAL ASSESTS

$.9 MILLIONDRUGS

$.7 MILLIONMEDICAL SUPPLIES & SERVICES

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$1.7 MILLIONOTHER MAJOR GIFTS & ESTATES

$1.4 MILLIONEVENTS

$1.1 MILLION CAPITAL CAMPAIGN

$.4 MILLIONINVESTMENT INCOME

$.4 MILLIONANNUAL DONATIONS

$1.28 MILLIONHOSPITAL(49% Tranformation by Design)

$.2 MILLIONHOSPITAL(8% Palliative Care)

$.27 MILLIONHOUSES

$.13 MILLIONCAPITAL EQUIPMENT

$.05 MILLIONADULT DAY PROGRAM

$.7 MILLIONOPERATIONS AND EQUIPMENT

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2014/15 Providence HealtHcarefoundation Board of directors

Robert (Bob) Cronin Jennifer C. Stewart, CFREChair, Board of DirectorsProvidence HealtHcare

foundation foundation

President and CEOProvidence HealtHcare

BoB cronin - chair, 2013-2015cHris couturec. Peter Kilty - immediate Past chairnorMa BeaucHaMPBisHoP JoHn BoissonneauKevin dougHerty - vice chair, 2014-2015lori duffyPaul J. giBBonsMary HolensKialex leMangeorge MacriJoan MaggisanoKulWant s. MannPat MinicucciMargaret Morneau aldo PaganelliMarco Polsinellitony PooleBoBBy sacHdevaKanisH a. tHevarasa, ca, cMalinda tucK cHaPManstePHen voisinJennifer c. steWart - secretaryJosie WalsH - President and ceo, Providence Healthcare

A Message from the Providence Healthcare Foundation Board of Directors

2013-14 Providence HealtHcare annual rePort 5

Every day at Providence Healthcare, our frontline sta� dedicates themselves to providing compassionate and transformative care to the patients, residents, clients and families who count on our team to ccomfort and care for them on their journey. In 2013/14, our community of donors made a signi�cant di�erence; we counted on them and they gave generously to support Providence’s promise to provide hope and healing to all.

Hope Starts Here

Our generous and dedicated supporters contributed $5 million last year, surpassing Providence Healthcare Foundation’s fundraising goals. We are incredibly grateful to our donors, who provide some of the resources necessary to continue Providence’s legacy of care long into the future.

As we look to the future, Providence has positioned itself for the reality that our population is aging rapidly and is committed to remaining responsive to the ever-changing needs of our patients, residents and clients.

For several years now, we have been actively working to develop a better model of patient �ow and care to meet emerging needs. As such, the Foundation has embarked on a $16 million fundraising campaign called Hope Starts Here that will enable Providence to launch a major, yet cost-e�ective remodel

of our Hospital - and spearhead an innovative health care model to safeguard the future. Our commitment to transforming the future of care is re�ected in three key priorities of the Hope Starts Here campaign:

• Transformation by Design: Our model for patient �ow and care that is transforming the physical spaces in our Hospital to support the philosophy of “rehab, everywhere, one patient at a time.” • Palliative Care: By revolutionizing the way that Palliative Care is provided in a hospital setting, we will create a new, home-like environment for patients and families to a�rm and celebrate a life well lived – together. • Investing in our Future: An investment in our most precious asset – our people – through the

creation of a Knowledge Centre that will support sta� education and professional development. Providence can continue to spur the great minds of our sta� so they can meet the challenges of today and tomorrow, and bene�t our patients and their families.

Every positive outcome at Providence begins with one step, one reason for hope, one person. �at hope starts here. It starts with you!

We hope we can count on you to join us on our journey. Please give generously, or get involved as a volunteer and become a Providence Ambassador today!

Visit www.providence.on.ca/foundation to learn more.

PAGE 3 PAGE 5

$88.5 MILLION

$5MILLION

INCO

ME

$2.6 MILLION

$74.8 MILLIONTORONTO CENTRAL LHIN/MINISTRY OF HEALTH AND LONG-TERM CARE

$7.4 MILLIONINCOME FROM PATIENTS AND RESIDENTS

$2.7 MILLIONAMORTIZATION OF CONTRIBUTIONSTO CAPITAL ASSESTS

$2.9 MILLIONOTHER INCOMES AND RECOVERIES

$.7 MILLION OPERATIONS AND EQUIPMENT

EXPE

NSE

S*$83

MILLION

$49.9 MILLIONSALARIES, WAGES AND PURCHASED SERVICES

$14.4 MILLIONGENERAL SUPPLIES ANDOTHER EXPENSES

$12.5 MILLIONEMPLOYEE BENEFITS

$4.8 MILLIONAMORTIZATION OF CAPITAL ASSESTS

$.9 MILLIONDRUGS

$.7 MILLIONMEDICAL SUPPLIES & SERVICES

REVE

NUE

FUN

DS G

RAN

TED

$1.7 MILLIONOTHER MAJOR GIFTS & ESTATES

$1.4 MILLIONEVENTS

$1.1 MILLION CAPITAL CAMPAIGN

$.4 MILLIONINVESTMENT INCOME

$.4 MILLIONANNUAL DONATIONS

$1.28 MILLIONHOSPITAL(49% Tranformation by Design)

$.2 MILLIONHOSPITAL(8% Palliative Care)

$.27 MILLIONHOUSES

$.13 MILLIONCAPITAL EQUIPMENT

$.05 MILLIONADULT DAY PROGRAM

$.7 MILLIONOPERATIONS AND EQUIPMENT

WE WANT OuR PATIENTS TO fOCuS ON HEALING.”

“

2013-14 Providence HealtHcare annual rePort 7

Five years ago, Providence Healthcare faced growing �nancial pressures, patients with more complex needs, and increasing challenges with patient �ow in the healthcare system. A bold transformation was needed to address these challenges. We set out to do it without compromising patient care and safety, continuing to o�er the same services, and increasing the number of people we see in Providence Hospital each year.

Improving Patient Flow

�rough Transformation by Design, the �rst direction in our �ve-year Time to Shine Strategic Plan (2010-2015), we introduced 30 new processes, adjusted our sta�ng models, and closely monitored our progress and sustainment through a detailed Balanced Scorecard.

As signi�cant as the process changes have been, the physical transformation has been equally dramatic. In early 2014, we completed the remodel of the last of six rehabilitation units in our Hospital. Patients now enjoy a more home-like environment, with access to large rehabilitation gyms, modern kitchens and bathrooms to practice home safety, living rooms for socializing, and therapy rooms for practicing real-world activities such as shopping, doing laundry, ironing, etc.

Turn to page 17 for information on how our Foundation is supporting our transformation.

(compared with 69 per cent before the transformation) access to these modern, home-like spaces has been critical to their recovery. Patients are encouraged to practice what they learn during therapy whenever possible, and this is re�ected in reduced lengths-of-stay in our Hospital – an average of 33 days in 2013/14, down from 76 days in 2008/09.

Also in 2013/14 – we brought our outpatient clinics under the leadership of inpatient care managers to create tighter connections between teams, smoother transitions for our patients, and to optimize patient �ow.

�roughout our transformation, patients and families have been involved every step of the way, with positive results. Ninety-four percent of patients said they would recommend Providence to family and friends.

Many of our patients �rst meet sta� from Providence while they are still in acute care hospitals. Our four Patient Flow Coordinators who are in our �ve acute care partner hospitals help identify and expedite patients for rehab at the most optimal time of their recovery journey.

At the other end of the continuum, we work closely with our neighbouring Community Care Access Centres to get patients home safely.

Providence has forged new partnerships with organizations like Variety Village to provide wellness and exercise services for patients who have returned home.

A�er discharge, our Community Health Navigators contact patients to ensure they are settled, safe and connected.

Our target was to reach out to at least 50 per cent of our discharged patients, and we were able to contact 75 per cent by the end of 2013/14.

Providence has weekly meetings with community partners to ensure early and collaborative discharge planning for patients with challenging needs. In addition, collaboration with two health link networks – East Toronto Health Link and Northeast Toronto Health Link – helps manage the health of people with challenging needs.

Providence Healthcare’s success in redesigning patient �ow has created a foundation for our organization to thrive in the future under the new funding model in Ontario. We were able to accomplish this by improving �ow in the system, with fewer inpatient beds, and without compromising patient care and satisfaction – even a�er discharge.

PHOTO (Left): Providence Hospital’s Patient Care Managers L-R Kim Owens, Rahim Kurji, Linda Nasturzio, and Sharon Crossan ensure seamless care from our inpatient programs to our outpatient clinics.

PROVIDENCE HOSPITAL ADMITTED

THE HIGHEST IN OuR ORGANIzATION’S HISTORY,UP FROM 1,759 IN 2008/09

a�er discharge81%With

of patients returning home

patients last

YEAR -2,644

Our Promise to YouProvidence Healthcare’s ‘Safety and Quality Promise’ is a solemn commitment to the people we serve that we will provide the highest quality of services. We do this while meeting the commitments we also have made to our partners in the healthcare system, and remaining true to our Mission. Our approaches and priorities are different for each of the areas where we deliver care, but they are all guided by the voices of our patients, residents, clients and their families – they hold us to our promise.

Providence HospitalThrough Providence Hospital’s inpatient and outpatient programs we support over 5,000 people each year. Our Hospital’s annual Quality Improvement Plan (QIP) aligns closely with our Time to Shine Strategic Plan, and with provincial priorities. With a philosophy of ‘from the Board to the ward’, our QIP initiatives cascade through all levels of the Hospital. We review the performance of these key quality initiatives through regular reports and the quarterly Balanced Scorecard. In our 2013/14 QIP, we achieved all five objectives, which included:

2013-14 Providence HealtHcare annual rePort 9

by reducing the average length-of-stayIncreased patient FLOW

(OUR TARGET WAS 41.8 DAYS)

fROM 48 TO 31.5 DAYS

•

(our target was 80%). We achieved this for moments ‘before patient contact’ in our outpatient clinics

• ImprovedFIMEfficiencyinour Stroke and Neuro Program from .68 to 1.1 (our target was .75). FIM is an indicator for measuring rehabilitation outcomes – this shows excellent quality of care and use of resources

�is reduced inpatient length-of- stay helps create capacity for more admissions from acute care, improves access to our programs and services, and aligns well with health system priorities and targets

• Improvedpatientsatisfaction survey process on our palliative care unit by redesigning the survey, and training sta� on the new processes. Our target was to increase the response rate from 5% to 30% - we achieved 35% • Improvedandspreadafollow-up process for discharging inpatients to ensure they are settled, safe at home, and that they are connected to community supports. Our target was to place follow up calls with 50% of patients on our transformed Hospital units within two business days; we reached 75%

Other successful quality initiatives in our Hospital include:

• Improvedlab-handlingresultsby implementing several process changes to reduce errors and patient harm. As a result, the number of patients sent to acute care as a result of a lab handling error was zero

• OpenedaFallsPreventionClinic for outpatients who could bene�t from a falls prevention and balance program

• Implementedstandardizedscreening for dementia, delirium and depression on all inpatient units

In 2013/14 we surveyed 48% of rehabilitation patients (up from 43% in 2012/13) and of those

In addition, in response to a question asking them to describe their ‘overall experience at Providence’, 97% answered positively. �eir positive experience with us is a direct result of the care and attention we put into our safety and quality initiatives.

Cardinal Ambrozic Houses of Providence

In our long-term care home, our top priority is the safety and well-being of our 288 residents. Our House – Working Together to Achieve Quality is a framework that guides our delivery of best practices in long-term care. In 2013/14 we continued to successfully implement clinical best practices

related to skin and wound care, falls reduction and management, continence care as well as pain management. We have also sustained improvements to the mealtime experience, encouraging residents to rise and enjoy breakfast in the dining rooms (with �oral centrepieces, cheery placemats, daily newspapers, music playing, etc.). Turn to page 13 for more information.

Adult Day ProgramProvidence’s Adult Day Program (ADP) o�ers 24/7 services for families living with a loved one with a moderate to severe dementia. Now, it’s possible for high-risk seniors to �nd care in our ADP through an enhanced program, called ‘eADP’. �e Toronto Central Community Care Access Centre’s intensive case management system identi�es eligible clients for the service, which is helping to reduce unnecessary or avoidable ER visits/ readmissions. Turn to page 19 for more information.

PHOTO (Left): Patient Care Manager Jacqueline Lumsden.

IMPROVED HAND HYGIENE

compliance rates from63% TO 93%

THEY WOuLD RECOMMENDFAMILY

& friendsProvidence to

94%surveyed said

I HOPE MY GRANDfATHER SAW ME DANCE.”

“

Palliative Care is a specialized program at Providence Hospital that focuses on individuals living with a terminal illness and nearing the end of life. Our interprofessional team works with patients and their families to create a care strategy that addresses their unique physical, emotional, spiritual and practical needs. �e focus is on maintaining comfort and dignity through a patient’s �nal days, and �nding special moments to celebrate life.

Excellence in Palliative Care

2013-14 Providence HealtHcare annual rePort 11

In 2013/14, Providence Hospital’s Palliative Care program introduced a number of progressive new initiatives designed to enhance the support we provide patients and their families:

• Iftheywish,wenowhelppatients return home for their �nal days, when possible.

�roughout the process, families felt supported, knowing that if it became too di�cult at home, a bed was ready at Providence.

• Weextendedourabilitytoadmit patients on weekends, giving more options and access to our partners in acute care and our local Community Care Access Centres. We admitted eight patients on weekends last year.

• Wepilotedanewprogramto o�er respite for families caring for a loved one at home. Now, it’s possible for families to �nd temporary relief by having their loved one admitted for a short stay – typically about two weeks – with the goal of returning home.

• Weintroducedanewprocessto consistently collect pain scores for palliative patients, helping us to monitor pain more closely, and keep patients as comfortable as possible during their �nal days. • Wenowreachouttofamilies approximately three weeks a�er their loved ones have died, to check in and see how they are coping.

Future PlansAll these new initiatives have enhanced the care we provide, but the traditional hospital environment where we care for our patients and their families is limiting. To address the issue, Providence Healthcare Foundation is raising funds – part of the $16 million Hope Starts Here capital campaign – to help create a new space for Palliative Care that is home-like and tranquil. �e new design will place emphasis on providing support services for patients, but with a signi�cant emphasis on loved ones and caregivers.

In the near future, with your support, Palliative Care will have its own dedicated entrance, more home-like patient rooms, overnight suites for families, a kitchenette and common rooms for socializing, a children’s play area, and a business centre for families to stay connected to work

and maintain communication with distant friends and family. �ese are just a few of the changes planned that will help patients and their families a�rm and celebrate a life well lived – together.

PHOTO (Left): Shireen Ali (at right, also on our cover) chats with Social Worker Tracey Stober. A photo of Shireen with her grandfather Alfaruk Baksh is in the foreground. The Palliative Care team made it possible for Shireen to perform a special Bollywood dance in the Solarium for Alfaruk while he was a patient.

“I will never forget the look on his face and how his smile lit up the room. It was the first time in many months that he kept his eyes open for such a long period. We are grateful to Providence for that moment to celebrate his life as a family. I will treasure it always,” remembers Shireen.

12Last yearwe were able to DISCHARGE

patients back to theCOMMuNITY.

we were able to connect with IN 2013/14,

92%of families.

I HOPE MY GRANDfATHER SAW ME DANCE.”

I HOPE SHE kNOWS I PLAY fOR HER.”

“

2013-14 Providence HealtHcare annual rePort 13

The Cardinal Ambrozic Houses of Providence is home to 288 people of different backgrounds and life experiences. We strive to create an environment that meets the physical, emotional and spiritual needs of all our residents in a dignified and safe community. Quality of life is our primary focus, with care centred on residents in a way that recognizes and respects their privacy and independence.

Our Home

Approximately 75 per cent of our residents cope with some type of cognitive impairment caused by dementia. Over the past year, we have supported our staff through education and training on new approaches and best practices in therapeutic/restorative care interventions. We also established partnerships with the Behavioural Support Outreach Team (BSOT) at Baycrest, as well as the Psychogeriatric Outreach Programs (POP) at The Scarborough Hospital (General Site).

Once a week, a member of the BSOT team is onsite at the Houses to observe and give recommendations to staff on how to manage challenging behaviours exhibited by a resident resulting from their dementia. Through POP, staff receives assessments and reports with recommendations on how to manage residents who show signs of agitation, aggression, depression, resistance to care, psychotic symptoms or other indications of mental illness. We also opened an interactive Sensory Room for staff and families to use to relax and calm agitated residents.

Another significant enhancement to care at the Houses has been the development of end-of-life protocols, with staff participating in training with external organizations like the Hospice Association of Ontario. For families spending their last days with a loved one at Providence, we opened a new Family Lounge, with a fireplace, club chairs, coffee maker/tea, etc. We now provide Care Packages to families filled with items such as a CD player and CDs with soothing music, toiletries, cozy socks, and electric candles. Staff members also call families within a few weeks of a resident’s death to check in on how the family is coping.

With the increasing acuity of residents, the demand for more staff education is increasing. The Houses of Providence’s Family Council lent their support by working with Providence Healthcare Foundation to create the

Council members sold ornaments and electric votive lights, which were displayed in the Houses’ Great Room during the Christmas season.

The success of all these initiatives are measured in a number of ways, including through the annual Resident and Family Satisfaction Survey, which saw a 47 per cent participation rate in 2013/14. For overall satisfaction, 83 per cent of participants scored the Houses positively, with spiritual and religious care initiatives scoring particularly high.

We recently polled staff and learned that favourite meals in the Houses include ‘Coq au Vin’ and fish & chips,

As a ‘Catholic-preferred’ long-term care home (as designated by Community Care Access Centres), 75 per cent of our residents are Catholic, and our Spiritual and Religious Care Team supports people of all faiths.

Overall, we continued to refine our Quality Program, established a Best Practices Committee that meets monthly, and developed a Balanced Scorecard to help monitor our success in implementing best practices in skin and wound care, preventing and reducing falls, continence care, and pain management.

PHOTO (Left): Norm Dickinson plays the piano for June, his wife of over 60 years, in the Houses of Providence Great Room. Norm, a retired electronics engineer and technical writer, is an active member of the Family Council.

“June has Alzheimer’s. Not a day goes by that I don’t visit her. When I go, I often play the piano for the other residents - but in my heart, I’m always playing for June.”‘Candles of Care’ fundraising

INITIATIVE & RAISED

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B I N G O 416 63

I HELP MY PATIENTS fIND THE ANSWERS.”

“

2013-14 Providence HealtHcare annual rePort 15

Providence Healthcare has created a culture of continuous learning by developing an environment where learning opportunities abound – through new programs where sta� learn about achieving their potential, new ways of communicating more e�ectively with each other, and by enhancing and expanding our dynamic program of online learning, to name a few.

Investing in Our People

I HELP MY PATIENTS fIND THE ANSWERS.”

Learning hours are tracked closely at Providence – on average, employees participated in 3.5 days of learning in 2013/14, which was above target. Many sta� members also pursue learning outside the organization, and Providence helps them do that.

Leadership Development InstituteIn 2013/14, our new Leadership Development Institute launched the �rst phase of a program designed to help employees discover their full potential as leaders. Called ‘Leading Self ’, the program uses a combination of workshops, coaching, book club activities, sharing sessions and a real-life homework project to facilitate emotional intelligence learning, con�ict resolution, and how to make the most of your strengths.

E-LearningTo keep our sta� up-to-date and trained on key policies and procedures, Providence uses online eLearning modules so employees can learn without having to leave their work area.

In 2013/14, participation in eLearning grew considerably through incen-tives to improve course completion rates, surveys to identify knowledge sustainment gaps, and redesigned modules that better engaged sta�. For example, the training modules for Emergency Codes and Fire Safety were both enhanced with video (with sta� actors), fun facts and more dynamic interactivity. �e module for Supervisor Responsibility Training used a storytelling format and lots of

photography, making it more memorable and enjoyable for participants.

Crucial ConversationsIn a health care environment, employees must have the con�dence to raise concerns, and initiate open dialogue with anyone in the organization. Certi�ed Providence sta� members lead two-day courses in ‘Crucial Conversations’, teaching skills on how to speak and be heard (and encourage others to do the same) when the stakes are high and strong emotions are involved with opposing opinions. By 2013/14, over 70 per cent of full-time sta� had participated in this dynamic workshop, o�ered several times per year.

Hope Starts Here Turn to page 17 to learn about plans for the future, and how you can support Providence sta� in developing the leaders of tomorrow.

PHOTO (Left): Dellene Sakaguchi, Practice Consultant and Physiotherapist in the Orthopaedic and Amputee Clinic, was one of 12 employees chosen to participate in ‘Leading Self ’, a pilot project for the first phase of Providence’s Leadership Development.

“I’ve learned that leadership comes from within. Until you have confidence in yourself, you can’t empower others. Leading Self gave me to the skills to help my patients find the answers and make their own discoveries,” says Dellene.

Last year, over $68,000

54were awarded to staff members.

in EDUCATION GRANTSIN ALL,MODuLES WERElaunched last year.

17

PROVIDENCE

a�er modules were assigned.

increase in eLearningcompletion rates in the FIRST TWO WEEKS

SAW Auuuuu 35%

I kNOW I’VE MADE A DIffERENCE”

“

2013-14 Providence HealtHcare annual rePort 17

Through the generous support of our donors, Providence Healthcare Foundation is helping to fulfil our goal to ‘Protect Our Future’, one of the key strategic directions of our Time to Shine Strategic Plan, 2010 – 2015. In 2013, we launched the Hope Starts Here campaign to raise $16 million to transform the future of care and support a dramatic transformation underway at Providence Healthcare.

Protecting Our Future

Transformation by Design: Providence’s new model of patient flow and care (turn to page 7 for details) required the physical transformation of our six rehabilitation units in Providence Hospital. Our new approaches will greatly improve all patients’ outcomes, preparing them to return home safely and sooner, and creating capacity within both Providence and the healthcare system.

Palliative Care: To revolutionize the way Palliative Care is provided in our Hospital setting, we are raising funds to relocate and remodel our palliative unit to be a modern home-like environment for patients and families. These contemporary spaces will help patients stay connected to loved ones during their last days. To learn about our Palliative Care at Providence, turn to page 11.

Investing in Our Future: We are building a dedicated Knowledge Centre and establishing an endowment fund at Providence that will provide

Education Grants to support the healthcare leaders of tomorrow.Our staff members need access to a central, dedicated space that’s conducive to hands-on training, away from the busy units. They also need financial aid to support their continuing education and growth. Your support can help improve their skills and ability to care for current and future patients, keeping them on the cutting edge of care delivery. Turn to page 15 to learn more about learning and development at Providence.

Our Community of Support

We receive an extraordinary level of support from existing and new partners and donors connected to us through our signature events and community groups. In all, 130 volunteers fundraised for Providence in 2013/14. Our signature events alone – which include Cuisine & Cuvée, the Ken & Nancy Shaw Providence Golf Classic and the Silver Ball – raised $1.1 million (net)!

We are very fortunate to have dedicated partners making a difference at Providence. Last year

raising over $5 million to support our patients, residents, clients and their families. Hundreds of donors supported our giving programs, including: our Women in Philanthropy for Providence (WIPP), Business Community Partners for Providence (BCPP) and Men Advancing Philanthropy for Providence (MAPP). We are also grateful to Catholic Charities of the Archdiocese of Toronto, who annually support our work in the Houses of Providence, made possible by the ShareLife campaign.

With each new event and opportunity, word is spreading about Providence,

inspiring hope for the future. Some-times support comes in unexpected ways, such as an incredible, anonymous gift of $800,000 received in 2013/14 from the family member of a grateful patient. But more often, support is nurtured and grown. We strive to lay the path for future donors to follow to build a legacy that will protect and strengthen our future.

PHOTO (Left): Sal Badali started volunteering at Providence 27 years ago. Just twice per week at first, “but little by little,” he recalls, “I started to see a change in the residents, and in me. Their faces lit up when I entered their rooms.” Soon, Sal was volunteering five days per week. “The residents have become family to me; that’s how I know I’ve made a difference.”

As a Catholic Deacon, Sal also assists at daily Mass. He has given generously as a donor, and has been an enthusiastic participant on committees. As an ambassador, he spreads the word about the great work we are achieving at Providence. “The care at Providence is first class,” he adds “the best in the city.”

donation to PROVIDENCE

OVER 1,750CARING INDIVIDuALSCHOSE TO MAKE A

WE’RE THERE fOR EACH OTHER.”

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2013-14 Providence HealtHcare annual rePort 19

Providence Healthcare’s new Vision, in part, is to “help people stay healthy and safe at home, for as long as possible.” As our population ages, and healthcare needs become increasingly complex, it is critical that support for caregivers be an integral part of a sustainable healthcare system. Providence’s Adult Day Program (ADP) has made great strides over the past year to help caregivers in new ways.

Welcome Relief

�e �rst Annual Caregiver Wellness Day brought together close to 50 caregivers for a day of interactive workshops and education sessions. Participants learned about ethical decision-making from a caregiver’s perspective, ‘ambiguous loss’/anticipatory grief (grieving through the loss of someone as they slowly decline - o�ered in partnership with the Alzheimer Society), laughter yoga therapy, and shiatsu for stress management. �e greatest bene�ts for caregivers were the connections made with other caregivers, and the support network developed.

Another signi�cant, positive change for the ADP has been to o�er more hours for caregiver respite. �e Program is now open 24-hours Monday to Saturday, and from 7 a.m. to 5 p.m. on Sundays. ‘Club Members’ participate in a variety of activities while at the modern, warm and welcoming program.

�ese extended hours now make it possible for caregivers to consider weekend respite. Managing time can be especially di�cult for family caregivers of people with an irreversible dementia, so being open additional hours on weekends has been very helpful.

We are able to o�er respite stays of up to six nights, where clients can rest in modern, overnight suites. By the end of the year, there were a total of 887 overnight ‘stays’ at the Program.

Our consecutive overnight respite program allowed our caregivers to get 1848 hours of sleep.

Recently, more families with loved ones su�ering from dementia who are at ‘high risk’ of emergency room visits and re-admissions to hospital are being supported by Providence’s ‘Enhanced Adult Day Program’, or (eADP). Providence works in partnership with the Toronto Central Community Care Access Centre to identify seniors who are particularly frail, marginalized, who live in the community but have limited or no social network, who have high care needs due to complex medical or mental health conditions.

�e eADP relieves pressure on other parts of the healthcare system – such as Emergency Rooms – by helping higher needs seniors who might otherwise not have access to a Day Program due to complex medical needs (foot care, insulin injections, etc.), and that will help them to continue living in their community.

Anyone living in the community with some form of memory loss is eligible for the Adult Day Program. Anyone can make a referral. For $25 Club Members receive a hot meal along with up to 10 hours of care. Call 416-285-3803 for more information.

PHOTO (Left): Clinical Resource Coordinator Marina Gaziani leads a monthly support group for wives caring for loved ones with Alzheimer’s disease or a related dementia. The group meets in Providence’s Scotiabank Learning Centre to discuss the emotional, physical and financial stresses associated with caregiving. Sessions are also held monthly for husbands, as well as sons and daughters.

“We help each other. Some of us have lost our husbands, some have been caregivers for many years, while others are just learning to cope. Knowing you’re not alone is one of the greatest supports, and being able share with women who understand what you’re going through is so important,” says caregiver Shirley Townsend.

26,460

ADP LAST YEAR.

COOKIES WERE BAKED

372 PEOPLE.

Last year,the DAY PROGRAMSERVED (11,928 total visits)

in the

A Year in Review… April 1, 2013 - March 31, 2014

Providence interprofessional sta� Monique Robichaud, Leo Audette, Valerie McWhinnie, Anna Marie Sneath, Jennifer Joachimides and Julia Filinski successfully complete their Lean Health Care Green Belts

From L-R Adult Day Program Manager Elizabeth Davison, labradoodle Monty, and Clinical Resource Coordinator Marina Gaziani appear on Daytime Toronto with host Nicole Stamp

President and ceo Josie WalsH receives a leadership award from

the University of Toronto’s Institute for Health Policy,

Management and Evaluation

STaFF TakE PaRT In Providence’s first-ever Wellness fair

Providence introduces new Wi-Fi zones

Providence Healthcare’s Long-Term Service Awards recognizes 192 recipients, including two sta� for 40+ years of service // Providence scores over 80 per cent on our WorkWell Audit with the Workplace Safety and Insurance Board, recognizing our commitment to health and safety // The Volunteer Service Awards honours 549 volunteers that worked a total of 50,131 hours

Vice President, Chief Medical O�cer and Chief of Sta� Dr. Peter Nord is named co-chair of Ontario’s Rehabilitative Care Alliance // Close to 900 guests enjoy the 12th annual Cuisine and Cuvée at the Evergreen Brick Works, raising $170,000. Originally scheduled for May, the event moves to June due to a massive rainfall in Toronto that �oods the Don River and the venue

(PHOTO) From L-R: Volunteers Wen Zhao and Lily McMahon with Therapeutic Recreationist Tracy Martin (centre)

From L-R: Providence honours 2013 Villani Award Recipient Joan Maggisano and Donors of Distinction Andrea and Bob Chisholm at the annual Donor Appreciation Reception

Women in Philanthropy for Providence (WIPP) Event welcomes author and keynote speaker Sally Armstrong, here with WIPP Vice-Chair Jill Proud

the 19th annual Ken and nancy shaw Providence golf classic raises

an electronic incident Management form is launched to help reduce errors in incident reporting

Pharmacists sean chai-chong, debbie goldberg and Michelle li successfully complete the canadian diabetes educator’s certification Board exam becoming certified diabetes educators

$170,000 (net)

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By year end, Nutrition and Food Services have served approximately 60,000 litres of milk, 15,000 loaves of bread, 29,000 gallons of soup and 26,000 pounds of chicken, to name a few! Dietitians work with 25 ‘model menus’ to create combinations to accommodate 100+ diets for patients and residents. L to R: Marina Kelakis, Maria Lopez, Beatrice Mallari

new medication carts plus a high- security medication cart for Palliative Care roll out across Providence Hospital

Providence receives a Gold Quality Healthcare Workplace Award at the OHA’s Health Achieve Conference // The Innovation Awards recognize sta� for projects and ideas that created measurable bene�ts for Providence // Over $68,800 in Education Grants is awarded to 54 sta� members // The second annual Providence Community Partners Trade Show

Houses of Providence Resident Assistants begin electronically documenting and tracking residents’ clinical information and daily activities with a ‘Point of Care’ module in PointClickCare. // Seven members of Providence Healthcare’s leadership team graduate from the Catholic Health Corporation’s three-phase course “Foundations in Catholic Leadership”

Sun Life Financial Canada President Kevin Dougherty announces a $500,000 investment in support of Orthopaedic and Amputee Rehabilitation through the Hope Starts Here campaign at the 20th annual Silver Ball

The Minister of Health and Long-Term Care Deb Matthews visits Providence to make a funding announcement, allowing the Adult Day Program to extend hours of operation

Providence successfully weathers the ice storm and power outage

Providence unveils our new Vision and Mission statements during Mission and Values Day. The Living Our Values Awards are also presented

Patients, residents and clients celebrate Christmas with parties and gatherings throughout ProvidenceProvidence introduces new

Wi-Fi zones

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results of the value-for-Money audit on rehabilitation by ontario’s auditor general’s office are reported. Providence was one of three hospitals chosen to represent the sector for the audit

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Greening Health Care, a national program that helps hospitals work together to lower their energy costs, recognizes Providence as a top performer for our 9.2 per cent reduction in greenhouse gas (GHG) emissions

Funding Support Provided by

Providence Healthcare3276 St. Clair Avenue East, Toronto ON MlL 1W1TEL: 416-285-3666 www.providence.on.ca

PROVIDENCE HEALTHCAREA member of Catholic Charities of the Archdiocese of Toronto, supported by ShareLife. We belong to a system of 16 Catholic healthcare providers across Ontario, sponsored by the Catholic Health Corporation of Ontario (CHCO). Our shared origins can be found in the Congregations of Sisters who founded our organizations as Ontario’s health care pioneers. As sponsor, CHCO continues the legacy of the Sisters by ensuring that the Catholic identity, Mission and Values strengthen and enrich healthcare delivery in our province.