AGENDA Date: Mar 27, 2017 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON M3B 2R2 Agenda Item Details Call to Order Welcome Welcome Approval of the Agenda Motion Required Approval of the Minutes of Previous Meeting Motion required approving minutes for Jan 30, 2016 Business Arising from Previous Minutes Review of the Action Items from January Board Meeting: • Caryl to post Program overview presentation on the website - completed • Governance Committee to work with Aura and Exec Committee to pursue new Board members and approach Jane and Patricia about renewing Board membership for second term - ongoing • Jane to connect John with Hugh Pattison about the bylaws – completed • Caryl to send out calendar invites for the Board Meeting dates – completed • Carrie to locate contract for the last Strategic Plan - completed • Board members who would like to join the Strategic Plan working committee to contact Jane – completed • Board members should submit names of contacts who do strategic planning work to Jane or Aura - completed Governance and Nominations Committee Discussion on whether the QRE Committee should become a sub-committee of the Board - John Quality, Research and Ethics To be carried forward Founder Patricia Arato Charitable Reg No. 13306 5227 RR0001
Transcript
AGENDA Date: Mar 27, 2017 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON M3B 2R2
Agenda Item Details
Call to Order
Welcome Welcome
Approval of the Agenda Motion Required
Approval of the Minutes of Previous Meeting
Motion required approving minutes for Jan 30, 2016
Business Arising from Previous Minutes
Review of the Action Items from January Board Meeting:
• Caryl to post Program overview presentation on the website - completed
• Governance Committee to work with Aura and Exec Committee to pursue new Board members and approach Jane and Patricia about renewing Board membership for second term - ongoing
• Jane to connect John with Hugh Pattison about the bylaws – completed
• Caryl to send out calendar invites for the Board Meeting dates – completed
• Carrie to locate contract for the last Strategic Plan - completed
• Board members who would like to join the Strategic Plan working committee to contact Jane – completed
• Board members should submit names of contacts who do strategic planning work to Jane or Aura - completed
Governance and Nominations Committee
Discussion on whether the QRE Committee should become a sub-committee of the Board - John
AGENDA Date: Mar 27, 2017 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON M3B 2R2
Fund Development Committee Report on Fund Development committee and strategies – Ky WTR, ICare – Carrie Discuss Board members experiences when they make the
thank you calls to donors
Executive Report Motion Required: To approve Executive Report Update on MOH Visit – Aura Update on Heart & Stroke and Toronto Rehab
Other Business Operational Deliverables 2017/18 – Aura Budget Review 2017/18 – Silvia
Finance Report Finance Update for 2016/2017 – Silvia
Investment meeting update - Silvia
In Camera Session
Meeting termination Motion Required
Date of the next meeting April 24, 2017 @ 18:00
Items included in this Package Agenda Minutes for Jan 30 Executive Report Operational Plan Finance Report
Minutes of the Board of Directors Meeting Of the Aphasia Institute Monday, Jan 30, 2017
Present: Jane Brenneman Gibson Patricia DiNicolantonio Silvia Gomes George Kopulos Moira Dean Valerie Chavossy Camilla Todesco John Gayle Teleconference: Ky Pruesse
Topic Discussed Outcome/Action 1. Call to Order Jane called the meeting to order at 6:00 p.m.
2. Approval of
Agenda
Motion to approve the agenda
Moved: George Kopulos Seconded: Ky Pruesse
Carried 3. Approval of the
Minutes of the Previous Meeting
Motion to approve the minutes of Nov 30, 2016
Moved: Valerie Chavossy Seconded: Moira Dean
Carried
4. Business Arising from Previous Minutes
All action items were completed
5. Staff Presentation Rochelle provided a program overview Action: Caryl to upload the presentation on the website
6. Governance and Nominations
Jane and Patricia terms as Board members are ending this year. Their terms can be extended for another 3 yrs.
After reviewing the updated skills matrix, it was decided that there should be recruitment of two more board positions -to fill in the gaps which were identified in the following areas: In-depth HR person; risk management skills and creative arts.
Action: Governance Committee to work with Aura and Exec Committee to pursue new Board members and approach Jane and Patricia about renewing Board membership for second term
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Topic Discussed Outcome/Action
John to make a presentation at the next Board meeting to determine if the QRE committee should be made a subcommittee of the Board.
Action: Jane to connect John with Hugh Pattison as he is knowledgeable about the bylaws.
Action: John to connect with Vince (QRE Chair) if required
7. Fund Development Committee Update
Ky provided an update on Fund Development:
Donor Cultivation Events The next donor cultivation event is scheduled for March 8. The staff exec committee will make a final decision this week as several of the donors are not available to attend.
ICARE $5,200 has been raised to date. The family members group will have a bake sale on March 14 & 15. Proceeds from the ICARE fundraiser help fund transportation costs, outings, holiday party etc.
Annual Appeal We have raised $38,668 to date exceeding what we did last year. About half the new donors come from WTR
WTR The communication strategy team is working on the WTR messaging. Our goal this year is $81K
Action: Ky will ask Board members to volunteer to attend the event
8. Executive Report Motion to approve Executive Report.
Carried Action: Caryl to send out calendar invites for the Board Meeting dates
9. Finance Report Silvia presented an overview of the Financial Report that was included in the Board Package
Motion to approve the Q3 Financial results for submission to Central LHIN
Moved: Valerie Chavossy Seconded: Ky Pruesse
Carried
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Topic Discussed Outcome/Action
10. Other Business 2017/18 will be the final year of the Strategic Plan.
A small Strategic Planning working committee of 3 or 4 members will be formed to review the strategic plan. Henry volunteered to join the committee.
Aura will contact Lynn McDonald who worked with us on the last plan to see if she is interested in working with us again. Board members should submit names and contact information of individuals who do strategic planning work with non-profits to Jane or Aura.
Action: Carrie to locate the last contract Action: Board members are encouraged to read the strategic plan Action: Any other Board member who would like to join the committee should contact Jane Action: Board members should submit names of contacts who do strategic planning work to Jane or Aura
11. In Camera Session
12. Next Meeting Date Monday, March 20, 2017
Meeting Termination The meeting was terminated at 7:50 pm
By my signature, I hereby confirm that these minutes accurately reflect the business conducted at the Jan 30, 2017, Aphasia Institute Board Meeting.
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Executive Report to the Aphasia Institute Board of Directors – March 2017 Vision Statement There are no barriers to living successfully with aphasia Mission Statement Give hope to people with aphasia and their families by developing and sharing innovative solutions that reduce language barriers to full life participation
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Executive Report: March 2017
Acronyms A list of acronyms to assist you as you navigate this report: AAH Aging At Home ALC CAMS
Alternate Level of Care Communicative Access Measures for Stroke
CAPS Community Accountability Planning Submission CCAC Community Care Access Centre Central LHIN COLA
Central Local Health Integration Network Cost of Living Allowance
CSS Community Support Service CSS Network HRDC
Community Support Service Network Human Resource Development Canada
H-SAA Hospital Service Accountability Agreements HSF Heart and Stroke Foundation H-SIP Health System Improvement Pre-Proposals
Health System Improvement Project IHN Important Health Notice IHSP Integrated Health Service Plan M-SAA Multi-Sector Accountability Agreement MOHLTC Ministry of Health and Long-Term Care OAHPP Ontario Agency for Health Protection and Promotion OCSA Ontario Community Support Association OHA Ontario Hospital Association OHRS/MIS Ontario Healthcare Reporting Standards / Management Information
System OSN OSS OTF
Ontario Stroke Network Ontario Stroke System Ontario Trillium Foundation
OTN The Ontario Telemedicine Network SCA™ Supported Conversation for Adults with Aphasia SHKN Seniors Health Knowledge Network SNAGA Health Service Needs Assessment and Gap Analysis TRI Toronto Rehabilitation Institute WERS WTR
Web Enabled Reporting System Walk Talk ‘n’ Roll
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Executive Report: March 2017
This report is respectfully submitted by the Executive Staff Team:
Aura Kagan, Executive Director and Director of Education and Applied Research Catherine Brookman, Consultant Executive Leadership, Research and Program Innovation Carrie Harrison, Director of Finance and Operations Rochelle Cohen-Schneider, Director of Clinical and Educational Services
Prepared with administrative support from Caryl Pereira
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Executive Report: March 2017
Updates related to:
Strategy
Operational Plan
• The status of the annual operational deliverables arising from the strategic plan will be provided in Q4.
• The executive staff team have started working on the operational plan for 2017/18 including opportunities for all staff to have input
Finance and Operations (including agency related –LHIN, human resources) Finance • Please refer to the Financial Report included in the Board Package
Operations
• The Volunteer survey and Staff survey have been completed, results will be shared with the Board in April
• Staff performance appraisals are underway; reflection of this past fiscal year and goal setting for the upcoming year
• Summer student grant was submitted to Human Resources Development Canada (HRDC), awaiting approval
External Relationships
Ministry/CLHIN
• Chantell Tunney, Senior Director, Planning, Integration and Community Engagement at the LHIN visited the Aphasia Institute
• Aura had a meeting with Adrienne Spafford (Policy Advisor to Kathleen Wynne) and Dara McLeod from the Ministry of Health (MOH). The meeting went very well and they have agreed to arrange a next meeting at the highest civil service level within the MOH
Heart & Stroke Foundation • A teleconference took place in mid-March with senior staff from the Heart and
Stroke Foundation, the Canadian Partnership for Stroke Recovery and the Toronto Stroke Network to discuss alignment between the Aphasia Institute’s operational plans and current stroke priorities
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Executive Report: March 2017
Communications
• The communication working group that is part of the Fund Development Committee
has completed the WTR communication strategy and most of the communication pieces
• The communication working group is reviewing the Building Bridges draft, for release in March
Revenue Generation/Fund Development (including fundraising, donor cultivation)
• To date, the ICARE campaign has raised $6,500 of the $7K budgeted • Donor cultivation “Family Night” will be October 25 • Planning is underway for a “Toastmaster” donor cultivation event in May or June Training and Education • The Full Training Institute took place March 6 – 10 with 19 attendees from Canada,
USA, Mexico, The Netherlands, and Denmark. Revenue: $30,000+ • The Your Life workshop for Activationists and Recreationists took place on March
23rd. Participants learned the basics of SCA™ and how to run a successful storytelling program for residents with communication disorders
• Knowledge Exchange Webinar Speaker Series - This spring’s series kicked off March 27th. Our presenters come to us from the U.K. and Canada. They’ll be presenting on topics that include stroke and depression, stroke in young adults and partner training for people with aphasia and their significant others
• We are leading four 3-hour SCA™ workshops at Spectrum Healthcare for up to 70 PSWs. These workshops will take place at their Markham and Toronto offices later this month. Revenue: $2,250.00/session or $9,000.00
• We are piloting an SCA™ webinar for SLP Students at Boston University in April. Along with teaching the basics of SCA™ we will teach the students how to use an aphasia-friendly resource
• Our Annual Year-End Resource Sale is currently running until the end of March • We are launching a new resource. The Talking to Your Doctor Toolkit is a new
therapy tool that Speech Language Pathologists can use, based on the Talking to Your Doctor resource
Direct Service General • Another group for clients with Primary Progressive Aphasia (PPA) has been
completed. We have learned a great deal by having a focused approach on the specific and different needs of this population
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Executive Report: March 2017
• A new Introductory Program has started. The trend of younger people needing to access our programming continues. Support groups for families are being impacted e.g., we now have parents of these young people attending
• Our art instructor is going on Maternity Leave. We have posted the position internally and have made a successful hire
Students • A new Communications Disorders Assistant (CDA) student will be starting a 7-week
placement
Volunteers • Volunteer training for a new cohort took place • Long standing volunteers are invited to take refresher training courses
Research and Project Updates
Communicative Access Measures for Stroke (CAMS) • The CAMS online tool was launched to a wider audience in February; support has
begun for new users interested in the tool • Steps are being taken to seek funding support for further development and
maintenance support of the tool • A research article about the CAMS survey development and evaluation was revised,
following reviewers’ feedback, and resubmitted
SCA-Acute • Recruitment is in progress with the participating hospital unit. Research team spoke
with a group of hospital staff in February and received a few more participants. Additional efforts will be made to further engage staff
• Measures to obtain family input on the acute care experience are in progress; we are recruiting from among the Aphasia Institute’s family members, as well as reaching out to some SLPs on our contact lists on an individual basis for support
Institute for Clinical and Evaluative Sciences (ICES) • The project has been completed and preparations are underway for a follow-up call
with ICES advisors to clarify steps taken during the analysis and to project possible options for future projects
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Executive Report: March 2017
Basic Outcome Measurement for Protocol for Aphasia (BOMPA) • Development of the tool is in its final stages prior to initiating a research trial on
reliability
Conferences and Presentations • An internal research workshop took place in early March for the Aphasia Institute’s
program staff, presented by Nina Simmons-Mackie, Ph.D. together with Aura. The workshop introduced concepts on how to turn their observations/questions into research questions
• Aura, together with Nina Simmons-Mackie, delivered a roundtable presentation at the AphasiaAccess Leadership Summit in Orlando, Florida, March 16-18. The roundtable presentation discussed conversational interaction as an Activity of Daily Living, to promote system change and SLP involvement
submitted a poster to the AphasiaAccess Leadership Summit about program learnings in the Primary Progressive Aphasia groups conducted in recent months. Lorraine Podolsky represented the group to present the poster at the summit
Awards • Aura and Nina Simmons-Mackie were presented with the Audrey Holland Award at
the Aphasia Access Leadership Summit in March 2017 – the highest recognition that the organization could bestow to honour distinguished contribution to the Life Participation Approach to Aphasia
Upcoming Events
Month Board Meeting Board Education Events to attend
April 2017 Board Meeting April 24
May 2017
Volunteer Celebration May 11 Volunteer Training May 18 & 26
June 2017 Board Meeting June 19
Walk, Talk ‘n Roll June 11
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Executive Report: March 2017
July 2017
Town Hall July 18
August 2017
Volunteer Training Aug 11 & 18
September 2017 Board Meeting Sept 25
Annual General Meeting – Sept 25
October 2017 Board Meeting Oct 23
Family Night Oct 25
November 2017 Board Meeting Nov 27
Volunteer Training Nov 10 & 17 Town Hall-Nov 22
December 2017
Holiday Party Dec 9
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Aphasia Institute
ANNUAL OPERATIONS PLAN
(FISCAL 2017/18)
Feb 10, 2017 Page 1
Prepared 2017 by the Executive Staff Team with administrative assistance from Caryl Pereira
Feb 10, 2017 Page 2
CONTENTS
BACKGROUND …………………………………………………………………………………………………………………..…………………......4 TABLE 1: EXAMPLES OF HIGH LEVEL ACTIONS RELATED TO YEAR FOUR DELIVERABLES (Fiscal 2016/17……..…6 TABLE 2: BUDGET IMPLICATIONS FOR YEAR FOUR ..…………………………....................................................................16 TABLE 3: RELATIONSHIP BETWEEN OPERATIONAL FOCUS AREAS AND STRATEGIC GOALS ……...........................26
Background
Feb 10, 2017 Page 3
The Aphasia Institute’s current strategic plan covers a four-year time period ending March 31st, 2018. The decision to extend the plan from three to four years was made by the Board of Directors at the end of 2015. This planning document provides an overview of our key operational deliverables for the current year within the context of the 4-year strategic plan. Following the outline below, we have organized information in tabular form with some columns repeated in order to make the information easy to access.
As with the strategic plan, focus on these key operational goals and directions does not mean that this is all that we will do. What it does mean is that we are clearly focused on our priorities.
We have consulted with staff and welcome your input and feedback; once we have agreed on the final version, we will proceed to involve our stakeholders in implementation to the greatest extent possible. Our current MSAA agreement has been extended to March 31, 2018, and will be available on our website. This operational plan assumes that all MSAA deliverables will be met and goes beyond these in relation to our own strategic plan.
We propose to focus on the following broad areas as part of Year Four of our current Strategic Plan. These areas are in line with what we see as essential to sustainability of the Aphasia Institute and take into account what we want to achieve over the next few years. The main areas are as follows with tables below providing operational deliverables and metrics, examples of high-level actions, as well as congruence with strategic directions and enabling factors:
1. Maintain and further develop strategic approach to revenue generation for sustainability and growth 2. Develop next strategic plan (undertaken by the Board of Directors in collaboration with executive staff team with consultation
with staff members and key external partners) 3. Maintain high standard of direct service and continue to align this with agency synergy related to research and education 4. Grow education and resource activities and revenue with focus on knowledge exchange and in line with MOH/LHIN stroke
priorities where possible 5. Focus research and evaluation on demonstrating the value and quality of our services (clinical, training, products) and on
improving stroke and aphasia patient experience 6. Prioritize increasing the efficiency and effectiveness of internal systems that relate to the above
Note: Assumption is that a communication strategy (internal/external) is involved across all relevant operational deliverables
Sustainability of our vision and mission continues to be a major focus. This clearly necessitates the generation of increased annual operational revenue and realistic planning for the longer-term. We estimate that for long-term sustainability, the agency should aim for generating an additional $500,000 annually. Our challenge is to do this in a way that:
Feb 10, 2017 Page 4
• Is congruent with our mission and vision from the perspective of our internal stakeholders (clients with aphasia, families, volunteers and staff) and does not detract from our direct service delivery
• Avoids staff and volunteer burnout, and • Allows us to meet the service delivery obligations that are part of our MSAA with the Ministry of Health and Long-Term Care. ACRONYMS ARC – Aphasia Reference Collection BOMPA – Basic Outcome Measures Protocol for Aphasia BPR - Best Practice Recommendations CAMS – Communicative Access Measures for Stroke HSF- Health Services Funding KE – Knowledge Exchange LHIN – Local Health Integrated Network MOH – Ministry of Health and Long Term Care MoU – Memorandum of Understanding MSAA – Multi-sector Service Accountability Agreement OSN – Ontario Stroke Network QRE – Quality, Research, and Ethics Committee SCA™- Supported Conversation for Adults with Aphasia SPOR – Strategy for Patient-Oriented Research TRI – Toronto Rehabilitation Institute WTR – Walk, Talk ‘n Roll event OTHER DEFINITIONS ParticiPics – Website Repository - pictographic data base and pictographic resources (booklets, templates) Social Enterprise - All revenue generating activities under the areas Education/ Training and ParticiPics
Feb 10, 2017 Page 5
TABLE 1: YEAR FOUR OPERATIONAL GOAL, DELIVREABLES AND METRICS WITH EXAMPLES OF HIGH LEVEL ACTIONS
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
Area 1: Continue to build on strategic approach to revenue generation developed jointly by executive team and Board
• Significantly reduce our ‘worst case’ budget deficit projection by identifying and acting upon a clear deficit reduction strategy including mitigation strategies: o Mitigation strategies presented to the Board in April 2017
as part of the budget approval process
• Generate a total of $255K by year end to supplement our base funding via focus on the following:
• Fundraising Events – overall target is $118K
o WTR – target is $81K o Annual Appeal – target is $30K o I Care – target is $7K
• Donor Cultivation * Continue with small donor cultivation
events and individual engagement of specific donors • Follow up on Planned Giving strategy – with Board leadership • Investigate setting up a Foundation • Continue to identify key “funding” opportunities related to
education and research *
FUND DEVELOPMENT • Fund Development Committee with representation
from Board and staff continues to focus on internal fundraising strategy in addition to being a working group. Strategy includes events and donor cultivation
• Track donation levels of donors who have been
approached in various ways with definition of success including maintenance of current donation level
• Executive Team continues to meet weekly to focus
on donor cultivation strategies
Form an advisory client/family working group to assist with WTR and Annual Appeal “matching” strategy • Quarterly report on activities related to some/all of
the following: Government, Foundations, Corporation, Individual Donors
EXTERNAL REVENUE GENERATION • Pursue current negotiations with MOHLTC • Executive Team will develop a strategic
plan/process related to Revenue Generation/Social Enterprise that will build on our work with PUBLIC
Feb 10, 2017 Page 6
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
• Social Enterprise (SE) – overall target is $137K by year end o Education and training – target is $107K o Pictographic resources products –target is $30K
See Area 4 for details on SE activities with revenue potential
*= not included in budget forecast
• Pursue opportunities for research funding with
TRI and possibly other sources SOCIAL ENTERPRISE • Continue on with focused marketing campaign for
education and resources using our personal relationships within our professional networks (e.g., with local, provincial and national stroke leaders; North American university educators) - See Area 4 for details on SE activities with revenue potential
Area 2: Provide input to development of next strategic plan undertaken by the Board of Directors
Strategic Plan for 2018 – 2021 (or 22) completed by March 31st 2018
• Hire consultant to work with the Board and executive staff team
development of strategic priorities and objectives
Area 3: Maintain high standard of direct service and continue to align this with agency synergy related to research and education
• In response to clients’ needs we will focus on the following : o Primary Progressive Aphasia (PPA): Based on last year’s
pilot work, we will continue to offer this program: Develop clinical partnership with the Alzheimer’s
Society to ensure that when PPA clients and families are discharged from our service, they have the support they require
o “Talking to Your Doctor” Kit: Offer a six-eight week
PPA & TALKING TO YOUR DOCTOR PROGRAMS • Investigate submitting a request for base funding
to further support the PPA population, depending on PPA pilot results
• Present “Talking to Your Doctor” at ASHA conference
Feb 10, 2017 Page 7
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
program to clients one-two times per year resource Analyze pre-and post-survey results related to use of
the tools and resources in real-life Document specific stories related to this program Develop a presentation for future conferences
• Capture the impact of our direct service by measuring client outcomes using the following measures: o Client Satisfaction Survey o Basic Outcome Measure for People with Aphasia
(BOMPA), (in final stages see Area 5) o Assessment for Living with aphasia (ALA): Develop
protocol for administration for clinical use and future research opportunities
• Fostering research and education skills and opportunities
for staff in research and education in line with our synergy ( see Area 6)
• Continue to move our Health Quality Agenda in line with
Health Quality Ontario (HQO)and the Excellence Care for All Act:
o Develop/revise Client Survey o Provide Qualitative and Quantitative results on client
outcomes (e.g.: BOMPA, Assessment for Living with Aphasia (ALA)
o Follow up with Health Quality Ontario ( to discuss opportunities as per Dr. Josh Tepper (CEO of HQO) recommendation
• Continue to meet the Central LHIN and other funder
contractual obligations and provide reports as required
MEASURING OF CLIENT OUTCOMES • Engage clients, staff, volunteers and QRE for
input and feedback on the client satisfaction • Continue to enter additional relevant clinical data
into our client electronic record HEALTH QUALITY AGENDA • BOMPA – input measurement data into client
electronic record, analyze data reports • Develop framework for ALA implementation • Client Survey – engage key stakeholders (staff,
clients, volunteers and QRE) to define the purpose of the survey and the key survey questions.
Feb 10, 2017 Page 8
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
Area 4: Grow education and resource activities and revenue with focus on knowledge exchange and in line with stroke priorities where possible
• Using personal relationships within our professional networks to promote the following initiatives
o “ Show on the Road “ Create a marketing brief to be part of ongoing
communication with stakeholders In person, approach 2-3 colleagues to pitch the idea
o Student Webinar Develop and implement a webinar for students
teaching them about SCA and Communicative Access
Offer this webinar to 2-3 Universities as a pilot project
• Investigate potential new audience for training and
resources o Develop a proposal and approach one to two
organizations to offer training e.g., Alzheimer’s Society • Utilize the learnings from the direct service programs ‘to
bring new products to market: o Run Compass Program (Intensive) as a pilot program o Create one new bundle (10 images) to add to
• Continue to build on our relationships (e.g.) to help increase sales of training and products
o Focus on areas that are priorities for LHIN,
Ministry of Health, and Stroke Link to the stroke and aphasia Best Practice Recommendations
o Increase and diversify customer base by focusing on new consumer target groups; all of Canada, USA, Long Term Care, Community Service Partners, Retirement Homes, MOH Compliance Officers, PSW, Activationist/Recreationist
• Our ability to influence programming on aphasia
will be enhanced by invitation to participate on Canadian Stroke Congress Program Committee for Rehab Stream if invited again
Feb 10, 2017 Page 9
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
ParticiPics in response to external or internal requests
• Maintain focus on increasing participation in our knowledge exchange opportunities via online/distance education
o Conduct two online series with four speakers per series
• Investigate the usability/interest of converting resource booklets into a PDF interactive format o Create client and clinician survey o Analyze survey results
Update the package of materials for SLP trainers (Train the Trainer program) to enhance their materials
o Create 6-8 new role-plays based on the Talking to Your.. series
o Develop educational structure for creation of new video clips to demonstrate use of SCA strategies with production schedule to be determined based on staff resources and funding
• Investigate the potential of marketing and selling the on-
line Archive webinars: o Develop operational process to have the “rights” to sell
the archive webinar
• Participate in HSF webinar ( May 2017) to share information about Products and Services of AI
o Engage Heart and Stroke Foundation (HSF) as a distribution channel for Education and Resources
• Target Aphasia and Speech-language pathology
conferences
• Participate in update of aphasia section on
StrokEngine time permitting– they will continue to post links to our website
• Follow up with AphasiaAccess as part of on-going
conversation re take over and support of the Aphasia Reference Collection (ARC)
• Optimizing all opportunities e.g. Introducing new
contacts to the full range of Aphasia Institute products and services
Feb 10, 2017 Page 10
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
o Submit at least two posters and/or presentations to two peer-reviewed conferences Submit at least one article to peer-reviewed publication
• Grow customer database by 5%
o Develop strategy and process to target and engage “new customers”
Area 5: Focus research and development on demonstrating the value and quality of our services (clinical, training, products) and on improving stroke and aphasia patient experience
• Develop research agenda for the year with input from Quality, Research and Ethics Committee (QRE)
o Draft plan submitted to QRE Chair - By March 15th 2017
• Internal research focused on the following two projects
o SCA ACUTE project complete data collection and analysis phase
o Basic Outcome Measure for Aphasia (BOMPA) tool Modifications after internal trialing on completed
tool Initiate small reliability study with participants from
the Ontario Aphasia Centres Interest Group (OACIG)
• Maintain relationship with our current research consultants and collaborators including: o Professor Nina Simmons-Mackie o Charles Victor (ICES) o Dr. Jeff Hoch (Health economist) o Dr. David Whitehurst (Health economist)
• Maintain regular contact with national research
team involved with SCA ACUTE study e.g. email updates and requests for input as appropriate
• If external researchers are willing to work with us,
Feb 10, 2017 Page 11
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
• Develop research strategy to utilize systematically collected outcome data as per Area 3 above
o Relevant demographic and clinical information entered into our client data base so available for research purposes
o Pre-post intervention data analyzed and used as pilot information for presentations and projects By year end
• Initiate discussion on next steps in working with ICES
• Facilitate completion of other internal and external
research projects approved by our Quality, Research and Ethics Committee over the course of the year
o Reports on completed project available On-going
• Research Knowledge Exchange Activities o See Knowledge Exchange section (Area 3 above)
• Maintain and develop external research network
connections o Participate in at least two research related activities
with external organizations
consider submitting a grant to CIHR for a small project as follow up to our first project with ICES
• Continue to work on sustainability of our research
agenda • Continue discussions with TRI Foundation.
Continue to build our internal research capacity via staff development e.g. Group research meetings for staff
• Investigate possible research grant opportunities
with organizations or individuals • Aura to sit on research committees for the
following during this year o AphasiaAccess – Research and Education
Committee o HSF Canadian Partnership
for Stroke Recovery (KT Advisory Committee) o Canadian Stroke Congress Rehab Program
Committee (if invited)
Area 6:
• Continue to implement annual KE plan for staff, based on prior years input received from staff
• Develop tool “checkoff list” to ensure relevant knowledge is transferred to staff filling in for
Feb 10, 2017 Page 12
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
Prioritize increasing the efficiency and effectiveness of internal systems that relate to the above (in relation to ‘enabling goals’ in strategic plan
o Focus on 1-2 opportunities for learning in the area of storytelling and narrative to be offered to all staff
• Continue to encourage staff to participate in educational
activities that may meet their personal goals and that of the agency
o At the end of the fiscal year all staff’s educational activities will be collated as a report
• Continue to cross-train staff to support staff vacancy
(holidays, maternity leave, sick leave) o Develop a proactive plan to cover two maternity leaves o Hire for SLP maternity leave, will shadow current SLP o Cross train “bookkeeping” functions to additional staff
• Continue to develop staff and volunteers in a team learning environment
o Continue with Volunteer Working Committees o Review the volunteer demographics to ensure the skills
and experience are meeting the changing demographics of the client population
o Mentor and coach staff to become leaders of various committees e.g., Walk Talk ‘n Roll
Fostering research and education skills and opportunities for staff in line with our synergy
o Assign and mentor at least one staff person who shows an interest in research activities
o Assign and mentor at least one staff person who shows an interest in curriculum development, education and training
o Hold at least two research meetings with staff
• Continue to develop additional Revenue Generation
maternity leave • Cross train administration staff on how to make a
bank deposit, and enter in client payments into the client electronic record
• Volunteer Committee examples:
o One new Volunteer Committee focus on Clinical
o Grow interest in volunteer recruitment via: facebook posting 1x per month, enhance the Aphasia Website Volunteer section
o Volunteer directed seminar o Continued creation of volunteer mentor-
based learning for new volunteers
• Work in the area of IT is on-going and, depending on budget constraints, will be working with IT consultants to support various activities including for example:
o Focus on developing robust analytic tools for online store and website
o Consider software tools for cheque processing and woo commerce integration from store to accounting software
o Examples of enhancements for the electronic record: enhance demographics for both the volunteer and client
o Upgrade CAMS (this is a priority as
Feb 10, 2017 Page 13
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
expertise and capacity in staff o Staff to continue working with and learning from others
e.g. Board members/external experts e.g. Public Inc. o Continue working with appropriate staff on
communication skill in development of written material for key events e.g. newsletters and support material both hard copy and electronic
• Increase and Diversify Revenue – see Area 1 above
Increase Professional Training Fees • Develop Efficient and Effective Information Management
and Technology o Develop IT work-plan/framework to facilitate proactive
management of systems and capacity needs o Look at various integration software tools –increasing
efficiency, reducing duplicate work o Provide education /support to IT staff to support
enhanced comprehension and awareness of IT management components
o Continue with data enhancements in the client electronic record
o Upgrade software as required (client electronic record, CAMS, Microsoft Windows)
• Complete Engagement surveys (volunteers, and clients)
• Create and implement new engagement survey for
member
• Expand on Exec continuity plans (micro level)
technical language within a year’s time may not support CAMS)
o Upgrade electronic client record as required
• Implement a “test” site to ensure the integrity of the backup of the client record software Continue to protect program staff time to:
o be involved in research activities and to work with the Director, Applied Research
o Learn about curriculum development and education by continuing to work with the Social Enterprise Team and with the Director, Clinical and Educational Services
• Discuss best use of our limited resources in
relation to social media with Fund Development and Communications Committee (explicit objective in Strategic Plan that has proved to be a challenge
• Analyze results of Client, and Volunteer engagement surveys and bring forward to QRE and Board. (Staff survey will be completed in 2019)
Feb 10, 2017 Page 14
Target Area Year Four Operational Goals and Deliverables Examples of Key High-level Actions to Achieve the Deliverables
• The Board Chair will facilitate a small working group to
assist with a new strategic plan
Feb 10, 2017 Page 15
TABLE 2: BUDGET IMPLICATIONS FOR YEAR THREE (FISCAL 2017/18)
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
Area 1: Build on strategic approach to revenue generation developed jointly by executive team and Board
• Significantly reduce our ‘worst case’ budget deficit projection by identifying and acting upon a clear deficit reduction strategy including mitigation strategies: o Mitigation strategies presented to the Board in April 2017
as part of the budget approval process
• Generate a total of $255K by year end to supplement our base funding via focus on the following:
• Fundraising Events – overall target is $118K
o WTR – target is $81K o Annual Appeal – target is $30K o I Care – target is $7K
• Donor Cultivation * Continue with small donor cultivation
events and individual engagement of specific donors • Follow up on Planned Giving strategy – would need Board
leadership • Investigate setting up a Foundation • Continue to identify key “funding” opportunities related to
education and research * o Quarterly report on activities related to some/all of the
• Social Enterprise – overall target is $137K by year end o Education and training – target is $79K
Mitigation
Note we budget conservatively using an 80% certainty factor, and in the past few years, we have a history of consistently reducing the budget by year-end. Presuming that we can do the same in fiscal 2017/18, this should reduce the deficit by over $50K See High Level Actions Column in Table 1, Area 4 for activities that may bring in revenue but where we do not want to commit with 80% certainty A list of our budget mitigation strategies will be included in our budget review/presentation Note: Decisions to incur additional expenses in this and all areas below will be made from a cost-benefit perspective. Expenses will typically only be incurred where future revenues are expected to exceed the incremental costs required to drive revenues.
• Should Planned Giving Strategy or Foundation move forward, there could be budget implications in the initial set up. (Legal and promotional costs)
Feb 10, 2017 Page 16
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
o Pictographic resources products –target is $58K See Area 4 for details on SE activities with revenue potential
*= not included in budget forecast
Area 2: Provide input to development of next strategic plan undertaken by the Board of Directors
Strategic Plan for 2018 – 2021 (or 22) completed by March 31st 2018
• Budget implications anticipated $10K-$20K (dependent on the scope of the Strategic Plan and expertise of the consultant)
Area 3: Maintain high standard of direct service and continue to align
• In response to clients’ needs we will focus on the following : o Primary Progressive Aphasia (PPA): Based on last year’s
pilot work, we will continue to offer this program: Continue working with the Alzheimer’s Society to
ensure when PPA clients are discharged from our service they and their families have the support they
• No additional expenses anticipated
Feb 10, 2017 Page 17
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
this with agency synergy related to research and education
require
o “Talking to Your Doctor”: Offer to clients one-two times per year a six-eight week program using the “Talking to Your Doctor” resource Analyze client pre-and post-survey results Document specific stories related to this program Develop a presentation for future conferences
• Capture the impact of our direct service by measuring client outcomes: o Client Satisfaction Survey o Basic Outcome Measure for People with Aphasia
(BOMPA), (in final stages see Area 5) o Develop protocol for administration of Assessment for
Living with aphasia (ALA) both for clinical use and future research opportunities
• Investigate the usability/interest of converting resource
booklets into a PDF interactive format o Create client and clinician survey o Analyze survey results
• Fostering research and education skills and opportunities
for staff in research and education in line with our synergy ( see Area 6) o Assign and mentor at least one staff person who shows an
interest in research activities o Assign and mentor one staff who shows an interest in
curriculum development and education o Hold at least 2 research meetings with staff
• Continue to move our Health Quality Agenda in line with
Health Quality Ontario (HQO)and the Excellence Care for
Feb 10, 2017 Page 18
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
All Act: o Develop/revise Client Survey o Provide Qualitative and Quantitative results on client
outcomes (e.g.: BOMPA, Assessment for Living with Aphasia (ALA)
o Follow up with Health Quality Ontario ( to discuss opportunities as per Dr. Josh Tepper (CEO of HQO) recommendation
• Continue to meet the Central LHIN and other funder
contractual obligations and provide reports as required
Area 4: Grow education and resource activities and revenue with focus on knowledge exchange and in line with stroke priorities where possible
• Using personal connections promote the following initiatives
o “ Show on the Road “ Create a marketing brief to be part of ongoing
communication with stakeholders In person, approach 2-3 colleagues to pitch the idea
o Student Webinar Develop and implement a webinar for students
teaching them about SCA and Communicative Access
• Any additional expense will be offset by the revenue
Feb 10, 2017 Page 19
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
Offer this webinar to 2-3 Universities as a pilot project • Investigate potential new audience for training and
resources o Develop a proposal and approach one to two
organizations to offer training • Utilize the learnings from the direct service programs ‘to
bring new products to market: o Run Compass Program (Intensive) as a pilot program o Create one new bundle (10 images) to add to ParticiPics
in response to external or internal requests
• Maintain focus on increasing knowledge exchange opportunities via online/distance education
o Conduct two online series with four speakers per series
• Investigate the potential of marketing and selling the on-line Archive webinars:
o Develop operational process to have the “rights” to sell the archive webinar
• Participate in HSF webinar ( May 2017) to share
information about Products and Services of AI o Engage Heart and Stroke Foundation (HSF) as a
distribution channel for Education and Resources
• Target Aphasia and Speech-language pathology conferences o Submit at least two posters and/or presentations to two
peer-reviewed conferences o Submit at least one article to peer-reviewed publication
• Budget implications to create (graphics) new
images
Feb 10, 2017 Page 20
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
• Develop strategy and process to target and engage “new customers”
o Information on new resource products o Information on and how to access CAMS
Area 5: Focus research and development on demonstrating the value and quality of our services (clinical, training, products) and on improving stroke and aphasia patient experience
• Develop research agenda for the year with input from Quality, Research and Ethics Committee (QRE)
o Draft plan submitted to QRE Chair - By March 15th 2017
• Internal research focused on the following two projects
o SCA ACUTE project complete data collection and analysis phase
o Basic Outcome Measure for Aphasia (BOMPA) tool Modifications after internal trialing on completed tool Initiate small reliability study with participants from
the Ontario Aphasia Centres Interest Group (OACIG)
• 2017/18 proposed ICARE campaign would cover a portion of staff salaries and hard costs (Volunteers and Clients would need to support/agree to the designation of the ICARE Funds)
Feb 10, 2017 Page 21
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
• Develop research strategy to utilize systematically collected outcome data as per Area 3 above
o Relevant demographic and clinical information entered into our client data base so available for research purposes
o Pre-post intervention data analyzed and used as pilot information for presentations and projects By year end
• Initiate discussion on next steps in working with ICES
• Facilitate completion of other internal and external
research projects approved by our Quality, Research and Ethics Committee over the course of the year
o Reports on completed project available On-going
• Research Knowledge Exchange Activities o See Knowledge Exchange section (Area 3 above)
• Maintain and develop external research network
connections o Participate in at least two research related activities with
external organizations
• Additional work with ICES e.g. new survey round may have budget implications
Feb 10, 2017 Page 22
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
Area 6: Prioritize increasing the efficiency and effectiveness of internal systems that relate to the above (in relation to ‘enabling goals’ in strategic plan
• Continue to implement annual KE plan for staff, based on prior years input received from staff
o Focus on 1-2 opportunities for learning in the area of storytelling and narrative to be offered to all staff
• Continue to encourage staff to participate in educational
activities that may meet their personal goals and that of the agency
o At the end of the fiscal year all staff’s educational activities will be collated as a report
• Continue to cross-train staff to support staff vacancy
(holidays, maternity leave, sick leave) o Develop a proactive plan to cover two maternity leaves o Hire for SLP maternity leave, will shadow current SLP o Cross train “bookkeeping” functions to additional staff
• Budget implications may result in replacement of SLP maternity leave dependent on mitigation strategies developed
Feb 10, 2017 Page 23
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
• Continue to develop staff and volunteers in a team learning
environment o Continue with Volunteer Working Committees o Review the volunteer demographics to ensure the skills
and experience are meeting the changing demographics of the client population
o Mentor and coach staff to become leaders of various committees e.g., Walk Talk ‘n Roll.
• Continue to develop additional Revenue Generation expertise and capacity in staff
o Staff to continue working with and learning from others e.g. Board members/external experts e.g. Public Inc.
o Continue working with appropriate staff on communication skill in development of written material for key events e.g. newsletters and support material both hard copy and electronic
• Communication and Marketing Strategy – See Area 1 above
• Increase and Diversify Revenue – see Area 1 above
Increase Professional Training Fees • Develop Efficient and Effective Information Management
and Technology o Develop IT work-plan/framework to facilitate proactive
management of systems and capacity needs o Look at various integration software tools –increasing
Feb 10, 2017 Page 24
Target Area Year Two Key Deliverables and Metrics
Budget Implications for Year Three
efficiency, reducing duplicate work o Provide education /support to IT staff to support
enhanced comprehension and awareness of IT management components
o Continue with data enhancements in the client electronic record
o Upgrade software as required (client electronic record, CAMS, Microsoft Windows, Wordpress)
• Complete Engagement surveys (volunteers, and clients)
• Create and implement new engagement survey for member
• Expand on Exec continuity plans (micro level)
• The Board Chair will facilitate a small working group to
assist with a new strategic plan
• Budget implications may result dependent on software upgrades and complexity. We do anticipate moving CAMS to a technical framework that will be better supported (technology not outdated) will be approximately $20K. To offset these costs, we could with permission utilize a portion of the interest earned from our endowment fund.
Feb 10, 2017 Page 25
TABLE 3: RELATIONSHIP BETWEEN OPERATIONAL FOCUS AREAS AND STRATEGIC GOALS
Target Area
Strategic Goals Enabling Goals
1. Stroke & Aphasia
2. Knowledge Exchange
3. Social
Enterprise
A. Staff/Vol
Development
B. Comm. & Marketing Strategy
C. Revenue
D. Technology
Mgmt.
Continue to build on strategic approach to revenue generation developed jointly by executive team and Board
√
√
√
√
√
Provide input to development of next strategic plan undertaken by the Board of Directors
√
√
√
√
√
√
√
Feb 10, 2017 Page 26
Target Area
Strategic Goals Enabling Goals
1. Stroke & Aphasia
2. Knowledge Exchange
3. Social
Enterprise
A. Staff/Vol
Development
B. Comm. & Marketing Strategy
C. Revenue
D. Technology
Mgmt.
Maintain high standard of direct service and continue to align this with agency synergy related to research and education
√
√
√
√
Grow education and resource activities and revenue with focus on knowledge exchange and in line with stroke priorities where possible
√
√
√
√
√
√
√
Focus research and development on demonstrating the value and quality of our services (clinical, training, products) and on improving
√
√
√
√
√
Feb 10, 2017 Page 27
Target Area
Strategic Goals Enabling Goals
1. Stroke & Aphasia
2. Knowledge Exchange
3. Social
Enterprise
A. Staff/Vol
Development
B. Comm. & Marketing Strategy
C. Revenue
D. Technology
Mgmt.
stroke and aphasia patient experience
Prioritize increasing the efficiency and effectiveness of internal systems that relate to the above (in relation to ‘enabling goals’ in strategic plan
√
√
√
√
Feb 10, 2017 Page 28
Financial Report
Aphasia Institute For the period ended February 28,2017
Budget vs. Actuals for fiscal year ............................................................................................................................................................... 8
2/8
Financial Executive Summary
2016/17 Budget (History) The 2016/17 Budget was prepared using an 80% certainty factor, as it is difficult to predict unexpected revenue e.g. major donation or mitigation strategies. The -$241K deficit was presented to the Board with the understanding that the Aphasia Institute had several mitigation strategies in the works, but could not predict the revenue or expenditures that would be forthcoming from these mitigation strategies. The Board approved the $-241K deficit budget for 2016/17. 2016/17 Current Status Our current financial position leaves us with a deficit of -$52K a positive variance to budget (B=-$241K) of $189 K. Financial Current Position Summary: Revenue Highlights Overall revenue exceeds our budget by $92K:
• Social Enterprise (Professional Training and Resource Products) exceeds our budget by $28K; related to additional Professional Trainings
• Investment income exceeds budget by $25K. We have recognized $6K in income (book value vs. Fair Market value), $19K in Endowment Interest Income to offset endowment management costs and Cams development costs, and $11K in Investment income.
• Fund Development is currently exceeding budget by $17K • One time LHIN funding of $13K to offset additional salary position • Program Fees $10K - timing variance • Misc. Income -$1K
Expenditure Highlights Overall expenditures are below budget (a positive variance) by $96K: There are several timing variances and expect all expenditures to be on track with a budget with the exception of Consultant Fees, printing supplies and Rental of Premises to be below actual budget. (See Forecast for explanation)
Forecast Status for year ended March 31, 2017 Based on our Q4 predictions, we anticipate we will reduce our deficit to -$84K a +$157K positive variance to budget:
• $26K Investment Income Revenue (related to unrealized gain, investment/dividend income, fair market value to book value, and recognized endowment income to offset appropriate expenditures)
• $37K Social Enterprise Revenue (Additional Trainings) • $17K Fundraising • $6K related to Danish Translation of resource products Revenue • $17K decrease in office and printing supplies • $30K decrease in consultant fees • $21K decrease in rent due to budgeting error • $3K decrease in various expenditures
Endowment Investment: You will note on our balance sheet our RBC Endowment Investment is recognized as 1.104M, this represents Book Value and not Fair Market Value. We received an additional $50K investment in 2015/16 and a futher investment of $50K for 2016/2017, into our endowment portfolio, which is included in the 1.104M. The fair market value as of March 20, 2017, was 1.206M. There has been some volatility in the market and in turn the value of our endowment portfolio, over the past few months. Our portfolio is for the calendar year (January 2016-December 31'st 2016, earned interest and dividends of $31K less investment fees of $14K. We have an investment committee that meets with the investment manager of the Endowment Fund semi-annually to review the performance of these assets.
Aphasia Institute 3/8
Aphasia Institute 4/8
Balance Sheet As of February 28, 2017
Total As of Feb 28, 2017 As of Feb 29, 2016 (PY) ASSETS
2000G Deferred Grants 42856c Def Rev-City of Tor CSP Grant 5,522.54 2,785.10 42866 Deferred Grant 304.73 1,299.37 Total 2000G Deferred Grants 5,827.27 4,084.47
42840b Deferred- Training Income 39,891.32 32,292.70 42846a Deferred Program Fees (timing variance) 19,711.34 31,770.67
42846a1 Deferred Program waivers -10,252.00 -4,986.00 Total 42846a Deferred Program Fees 9,459.34 26,784.67
42330 Accounts Payable 2,398.64 9,744.64 Total Accounts Payable 2,398.64 9,744.64
Credit Cards Scotiavisa 4,118.79 4,613.50 Total Credit Cards 4,118.79 4,613.50
Aphasia Institute 6/8
Total As of Feb 28, 2017 As of Feb 29, 2016 (PY)
Total Current Liabilities 170,848.80 143,977.36 Equity
62140 Aphasia Impact Fund 170,000.00 170,000.00 62140a Icare Impact 0.00 6,889.30 Total 62140 Aphasia Impact Fund 170,000.00 176,889.30
62150 Aphasia Research and Educational Endowment Fund 1,095,230.00 1,062,212.18 62150a Endowment Interest (deleted) 0.00 4,292.50 Total 62150 Aphasia Research and Educational Endowment Fund 1,095,230.00 1,066,504.68
62200 General Fund 246,610.98 221,963.23 62200d Invested in Capital Assets 24,095.43 36,002.43 Profit for the year -51,866.23 18,019.94 Total Equity 1,484,070.18 1,519,379.58
Total Liabilities and Equity $1,654,918.98 $1,663,356.94
Aphasia Institute 7/8
Budget vs. Actuals for fiscal year Apri l 2016 - February 2017
Total Actual Budget over Budget INCOME
11006 Funding LHIN 837,478 837,474 4 11008a One time funding 13,012 13,012 11030 HRDC Grant 3,092 3,092 0 11040 City of Toronto (CSG Grant) 18,250 20,075 -1,825 11090 Program Fees 65,540 55,000 10,540 14070 Other Donation 153,621 136,252 17,369 16010 Investment Income 37,116 11,913 25,203 19000 OTHER REVENUE 146,351 118,545 27,806 Total Income 1,274,461 1,182,351 92,110
