Central East LHIN Planning Partners-Community Support...

Central East LHIN Planning Partners-Community Support Services

# Agency (Click on name for Dashboard)

Cluster Address Phone Executive Director

Email

1 Centre for Information and Community Services of Ontario

Scarborough 2330 Midland Ave-nue, Scarborough

(416) 292-7510 Moy Wong Tam [email protected]

2 Momiji Health Care Society

Scarborough 3555 Kingston Road Suite 22, Scarbor-ough

(416) 261-6683 Birgitte Robertson [email protected]

3 Rehabilitation Foundation for the Disabled

Scarborough 10 Overlea Blvd, Toronto

(416) 425-3463 Andria Spindel (President & CEO)

[email protected]

4 Participation House - To-ronto Parent Association

Scarborough 1 Burnview Cres-cent, Toronto

(416) 439-3226 Luba Funston Director of Operations)

[email protected]

5 Regional Geriatric Pro-gram of Toronto, Sunnybrook Health Sci-ences Centre

Scarborough 2075 Bayview Ave., Room H478, Toronto

(416) 480-6802 Barbara Liu [email protected]

6 TransCare Community Support Services

Scarborough 045 McNicoll Ave, Scarborough

(416) 750-9885 Odette Maharaj [email protected]

7 St. Paul's L'Amoreaux Centre

Scarborough 3333 Finch Avenue East, Toronto

(416) 493-3333 Larry Burke [email protected]

8 Victorian Order of Nurses for Canada-Toronto-York Region Branch

Scarborough 7100 Woodbine Ave Suite 402, Markham

(905) 479-3201 x5105 David Keselman [email protected]

9 West Hill Community Ser-vices

Scarborough 3545 Kingston Road, Scarborough

(416) 847-4092 Jeanie Joaquin [email protected]

10 Yee Hong Centre for Geriatric Care

Scarborough 60 Scottfield Drive, Scarborough

(416) 321-3000 Florence Wong (CEO) [email protected]

Centre for Information and Community Services of Ontario

We are a non-profit charitable agency committed to ensuring equity and access to our services for all clients regardless of their age, gender, race, ability, sexual orientation, socio-economic status and religious or political affiliation. We value the rich diversity of our community and are committed to providing programs/services that are welcoming, sensitive, respectful and responsive to our clients of different cultural backgrounds.

Address: 2330 Midland Avenue Scarborough Phone: (416) 292-7510 Web: http://www.cicscanada.com/en/, Primary Contact: Moy Wong Tam, Phone: (416) 292-7510, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11

Base - LHIN Allocation $94,300 $96,422 $98,591 $98,591

Non LHIN Funding $133,430 $129,771 $153,000 $162,000

One Time - All Sources $0 $0 $0 $0

Total Revenue $227,730 $226,193 $251,591 $260,591

Admin Expenses 2007/08 2008/09 2009/10 2010/11

Total Expenses (LHIN) $215,141 $226,193 $251,591 $260,591

Admin Expenses (LHIN) $25,401 $29,490 $31,556 $32,549

Percent Admin 11.81% 13.04% 12.54% 12.49%

Performance

Functional Categories

Administration and Support Services

CSS IH COM - Crisis Intervention and Support

CSS IH COM - Social and Congregate Dining

Category of Services 2007 / 08 2008 / 09 2009 / 10 2010 / 11

Full Time Equivalents 2.9 0.0 2.9 0.0

Service 4,190 4,190 4,190 4,600

Individuals 1,195 1,195 1,195 1,220

Total Costs $251,591 $251,591 $251,591 $246,644

Comments MSAA Indicator Status

N/A Balanced Position

N/A Actual to Forecast

N/A Percent Admin On Track

N/A Volumes / Individuals On Track

Legend:

LHIN Staff Approved

Not Approved by LHIN Staff

Approved with Monitoring

Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments.

See over 9/21/2010 11:58:11 AM

Planning

CICS collaborates and partners with different organizations to improve coordination of services in the local health system.

We have been working with the West Hill Community Health Clinic to provide flu shots for our clients. We work with Carefirst Seniors and Community Services Association to provide programs to immigrant seniors. As a member of the Mental Health Sub-Committee of the Chinese Interagency Network (CIN), we work closely with other health service providers in Toronto serving Chinese Canadians on mental health issues. We are also a member of the Senior Sub-Committee of the CIN which jointly organize health information exhibition and activities for immigrant seniors annually.

In the spring of 2008, CICS completed its new strategic planning process, in which immigrant health was identified as one of our strategic directions in the coming three years. We are committed to provide health service to immigrants in conjunction with other service providers.

Section 16(6) of the LHSIA states that “Each health service provider shall engage the community of diverse persons and entities in the area where it provides health services when developing plans and setting priorities for the delivery of health services.”

CICS involved our funders, service users and partner agencies in establishing our strategic directions early this year. We will work closely with our stakeholders to further identify the health programs and activities that our clients may need through focus groups in the coming months. Section 24 of LHSIA places an obligation on LHINs and health service providers to identify opportunities to integrate services, which captures a broad range of activities including coordination, partnering with others, and transferring, merging or amalgamating services.As a community agency serving immigrants, CICS is pro-active in collaborations and partnerships in all service areas. The following are some of the organizations that we partner with in service delivery:Agincourt Community Centre, Canadian Diabetes Association, Carefirst Seniors and Community Services Association, Chinese Interagency Network Senior Services Sub-committee,Chinese Interagency Network Mental Health Sub-committee, City of Toronto Parks, Forestry & Recreation, Community Care Access Centre, Heart and Stroke Foundation of Ontario, Hong Fook Mental Health Association, Immigrant Women’s Health Centre, Learning Disabilities Associations-Toronto District Chapters, Mon Sheong Home for the Aged, Scarborough Civic Action Network, The Kidney Foundation of Canada, Toronto Parks and Recreation, Toronto Public Health, Toronto Public Health & Youth Liaison Nurse, West Hill Community Health Centre, Yang’s Tai Chi Association of Canada, Yee Hong Centre for Geriatric Care – Scarborough.

As a result of these partnerships and collaborations, we have improved service coordination, and sharing of resources in joint activities has enhanced the cost effectiveness of the program.


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Momiji Health Care Society

Momiji Health Care Society is a not-for-profit charitable organization whose purpose is to assist Canadians, primarily senior citizens of Japanese-Canadian descent, to live independently in their own homes as long as possible by arranging for services when needed.When independent living at home is no longer possible or desirable, Momiji Health Care Society will assist those individuals to secure appropriate accommodation and services to maximize independence, health, and personal growth in a secure setting where the senior can enjoy an enriched quality of life.

Address: 3555 Kingston RoadSuite 22 Scarborough Phone: (416) 261-6683 Web: http://www.momiji.on.ca/, Primary Contact: Birgitte Robertson, Phone: (416) 261-6683, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $215,104 $219,001 $218,192 $218,192


Total Revenue $1,034,004 $1,056,326 $1,074,357 $1,074,357

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 7.26% 7.37% 7.14% 7.14%

Performance



CSS IH COM - Assisted Living Services



CSS IH COM - Transportation - Client

CSS IH COM - Visiting - Social and Safety


Visits 72,838 30,160 46,818 46,818


Residence Days 0 67,700 67,930 67,930

Individuals 3,062 2,972 3,272 3,272

Total Costs $925,748 $935,825 $974,365 $974,365






Legend:

LHIN Staff Approved



Planning

COMMUNITY ENGAGEMENTMomiji uses a senior-based, holistic model of care that actively seeks input from the seniors we serve. Momiji has followed our community engagement process for 10 years:Disclaimer: This data is sourced from the CAPS submission file populated by the Health Service Provider. This data is subject to minor adjustments.

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• Every third year, we hold a thorough confidential client satisfaction survey implemented by an outside consultant. In other years, we hold focus groups with clients (planned for Nov. 2008)• We have an annual schedule of program evaluations for participants and a volunteer satisfaction survey (completed Oct. 2008; satisfaction rate 96.5%)• We also administer an annual Health Survey to all supportive housing tenants and applicants, in order to address growing health concerns and needs. This survey is an important basis for our operational goals until 2010- Key finding was that more seniors are living alone than in 2004, often because one partner has died or moved into long-term care; this has had an impact on services provided, including friendly visits, meal programs and assisted living• This year, as a result of a small survey of community members and our most recent focus groups (almost 200 seniors in total), we determined that on average, seniors wanted 2.03 CSS programs, with the highest needs being transportation, escorting/translation and congregate dining• This fiscal year, Momiji has undertaken a Needs Assessment of Japanese-Canadians over 50, so we can plan for future services and needs; it will include: (a) A demographic survey of Japanese-Canadians. (b) Number of potential clients and services needed over the next decade. (C) Recommendations about needs and preferences of current seniors and adults 50+ (d) Results of this Needs Assessment will be included in updated 2010-11 goals.• Momiji’s Board and Staff have developed Four Strategic Goals until 2011: (a) Increase Revenue from Diversified Sources. (b) Enhance Momiji’s Profile through Marketing and Communication (c) Position Momiji as the Premier Outreach Service Provider to Our Community (e) Position Momiji for Sustainability within a Changing Service Delivery EnvironmentINTEGRATION ACTIVITIESSeamless Care for Seniors is built into our mission: our objective is “to assist seniors to live independently in their own homes as long as possible by arranging for services; when needed, Momiji will assist individuals in finding appropriate accommodation”• Momiji is mandated to be the access point for Japanese-Canadian seniors to health care services and providers; and both our Client Intervention Worker, who helps seniors transition into supportive housing or into LTC, and our Complex Care Worker who will be responsible for transitioning seniors discharged from hospital, are both maintaining Seamless Care for our clients• Our Elderly Person Centre activities ensure a supportive social environment where seniors stay healthy and active, and communicate in their language of choice• We have partnerships with 4 long term care facilities where the frailest of our seniors can continue to enjoy culturally-appropriate volunteer-based programmingChronic Disease Prevention & Management is a priority for us as our aging clients are showing an increase in multiple chronic diseases.• We have increased education and information sessions about chronic disease; in 2008-09 we held sessions about Alzheimer’s Disease, Diabetes, Heart & Stroke, and Oral Hygiene in addition to a presentation on Assistive Devices• We have worked with the Ethnocultural Council of Canada to have information on chronic disease prevention and management translated into Japanese and matched to cultural preferencesIntegration with Primary Care is achieved through our partnerships with community providers including pharmacies, doctors/health teams and Toronto Public Health• We have daily visits from our local pharmacy, and with medication reminders, he have had a significant reduction in medication errors• We have weekly visits by a general practitioner for seniors with no family doctor, reducing the need for ER visits• Hiring a registered nurse as Case Manager has contributed to our operational goal of keeping seniors at home longerRespecting and celebrating Diversity is vital to Momiji’s mandate of providing culturally-appropriate services to our target community• Momiji is committed to senior-centred care and we work to ensure all services are equitable, accessible, and provided in both English and Japanese• We have identified several equity-seeking groups within our senior client population, including new immigrants, the physically and/or cognitively frail, seniors from non-Japanese backgrounds, and our minority of male seniors; we work to create inclusive programs and ensure that these groups’ needs are being met• 12% of those receiving Assisted Living services are seniors of non-Japanese backgrounds who have chosen Momiji for the quality of our services and care• Momiji has worked with our long-term care partners and local hospitals to increase understanding of cultural differences by conducting presentations for staffRESULTS• The average age of Momiji clients entering long-term care facilities this year is 92; at our partner LTC facilities, average admission age is 85. Therefore, we are keeping our clients in the community for 7 years longer than average, with considerable cost savings to the health care system• In the second quarter of 2008, hospitalizations were down 33% over the previous year; emergency calls were down 18% and Emergency Response System use was down 43%. (We have noted an increase in the number of falls, so we are implementing fall prevention strategies in 2009-10.)


See over 9/21/2010 11:58:11 AM

Rehabilitation Foundation for the Disabled

Address: 10 Overlea Blvd Toronto Phone: (416) 425-3463 Web: , Primary Contact: Andria Spindel, Phone: (416) 425-3463, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11

Base - LHIN Allocation $1,076,500 $1,100,721 $1,125,487 $1,125,487

Non LHIN Funding $0 $0 $0 $0


Total Revenue $1,076,500 $1,100,721 $1,125,487 $1,125,487

Admin Expenses 2007/08 2008/09 2009/10 2010/11

Total Expenses (LHIN) $1,076,500 $1,100,721 $1,125,487 $1,125,487


Percent Admin 16.49% 14.98% 14.98% 14.98%

Performance






Residence Days 6,140 6,140 6,140 6,140

Individuals 22 22 22 22

Total Costs $1,076,500 $1,100,721 $1,125,487 $1,125,487






Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:07 AM

Planning

OMOD participates in the following LHIN Priorities for Change: Seniors – OMOD has submitted an H-SIP for seniors living in our Whitby and Oshawa supportive housing program who are not receiving services that may keep them in their own homes longer or wait for other agencies to arrive to provide their care. Integration of E- Health – OMOD currently uses an internal electronic Case Tracking System that interfaces with OHRS reporting. Two of our executive staff participates on the provincial task group for MIS task group.Energy and Environment Management – March of Dimes Green Committee held its first meeting on June 16. The committee will review and recommend policies and programs that will enhance the commitment of March of Dimes, its staff, volunteers and clients to a “greener” environment, and to improve the quality of our workspace in line with cost effective environmentally sound practices.Education and Research – Ontario March of Dimes raises funds and provides grants for scientific research for cures for various diseases.


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Participation House - Toronto Parent Association

The Ontario Federation for Cerebral Palsy is a non-profit, charitable organization with a mandate to address the changing needs of people in Ontario with cerebral palsy. The OFCP goes about accomplishing its mission by way of three core activities:(1) Assisting individuals and member groups in the development and provision of services and programs including accommodation in all parts of the province of Ontario. (2) Advocating and promoting awareness, understanding and acceptance of persons with cerebral palsy. (3) Encouraging and supporting research, education and programs related to cerebral palsy. Vision Statement: The Ontario Federation for Cerebral Palsy is an organization committed to supporting independence, inclusion, choice and full integration of all persons with cerebral palsy.

Address: 1 Burnview Crescent Toronto Phone: (416) 439-3226 Web: http://www.ofcp.on.ca/phtpa.html, Primary Contact: Luba Funston, Phone: (416) 439-3226, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $98,700 $98,292 $94,212 $94,212


Total Revenue $533,900 $543,284 $549,216 $549,216

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 5.31% 5.88% 6.20% 6.20%

Performance


COM Health Prom./Educ. Addictions - Community Development-Substance Abuse




Residence Days 2,190 2,190 2,190 2,190

Individuals 6 6 6 6

Total Costs $406,335 $444,992 $455,004 $455,004






Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:13 AM

Planning

- Continue to support the client base of adults with cerebral palsy and developmental disabilities within operating structure.- Access community care/services to provide quality of life to clients.- Develop Wellness Program for clients to prevent unnecessary utilization of health care professionals.- Develop additional training to ensure changing needs of clients are met.


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Regional Geriatric Program of Toronto, Sunnybrook Health Sciences Centre

Address: 2075 Bayview Ave.,Room H478 Toronto Phone: (416) 480-6802 Web: http://rgp.toronto.on.ca/node/186, Primary Contact: Barbara Liu, Phone: (416) 480-6802, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $0 $0 $0 $0


Total Revenue $1,019,100 $1,042,030 $1,065,475 $1,065,475

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 7.60% 5.19% 5.30% 5.30%

Performance


COM Health Promotion Education - Psycho-Geriatric


Visits 5,518 6,000 6,000 6,000


Individuals 23,167 24,000 24,000 24,000

Total Costs $1,005,071 $1,042,030 $1,065,475 $1,065,475






Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:13 AM

Planning

Our 11 consultants provide services across five LHINs: Toronto, Central, Central East, Central West and Mississauga-Halton. Each LHIN also supports teams of PRCs in their pre-LHIN alignments. To respond to this development discussions, service planning and HSIP developments have been initiated with PRC partners across the LHIN boundaries including Central East and Central LHINS. • The PRCProgram staff are involved with the region’s Emergency Response Teams, Emergency Room staff and family physicians as follows:• As a result of the region’s Seniors Mental Health and Long-Term Care Planning initiatives, a framework for knowledge to practice (KTP) work in support of seniors’ mental health was developed in collaboration with Toronto Police Services. The framework comprises 7 elements, which while standing alone as value adding KTP services, together comprise a complete KTP program. Discussions in support of the framework are ongoing. • The PRCProgram manager is co-investigator in the PERIL program developing the capacity of EMS services staff to identify seniors at risk during responses to 911 calls.• The PRCProgram Director is a participant in the inter-governmental ‘Emergency Preparedness and Seniors’ initiative led by the Public Health Agency of Canada.• During each local 2-day PIECES training event a GEM nurse provides a training component on senior’s services and Emergency Management. The regions Geriatric Emergency Management Nurses and PRCProgram staff are also discussing the deployment of the PIECES-ED curriculum and worked together on this at the 4th Annual Geriatric Emergency Management Conference in April/08.• In order to maintain close liaison with the Clinical Psychogeriatric Service Community the PRCProgram has also undertaken the following:• Membership on the steering committee and task forces associated with the Long-Term Care/ Mental Health Steering Committee Process.• Membership on the city-wide Psychogeriatric Clinical Care Committee. • Cross-referrals and collaboration with 13 of the city's geriatric psychiatrists.• Direct matrixed reporting relationships with four community psychogeriatric teams.• Co-location with community psychogeriatric services in four locations.• Facilitation of educational events for psycho-geriatricians in long-term care settings. • Participation in monthly meetings of community psychogeriatric services • Other Membershipso Community Advisory Committee for Geriatric Psychiatry at Toronto Rehabilitation Institute o CAMH Community Advisory Panel membershipo Scarborough Psychogeriatric Service Group o CPSE team (Community Psychiatric Services for the Elderly)o Baycrest Geriatric Psychiatry Community Services Teamo Ontario Psychogeriatric Association Board memberships• The services that the PRCprogram provide to long-term care (LTC) and community service agencies (CSA) have been informed by several sources including focus groups of CSA administrators and staff, along with learning needs surveys that were distributed to all client groups. We use the overview of the subjective learning interests of both groups and compare them to those learning interests of these staff. • More specific educational services can be provided to LTC and CSA staff in response to these learning needs surveys and other data sources. Some of the topics fall into eight categories: syndromes and symptoms, assessment and interventions, ethico-legal issues, psychogeriatrics and pharmacology, therapeutic environments, organizational issues and workplace safety, and patient/family focus.


See over 9/21/2010 11:58:14 AM

Scarborough Support Services for the Elderly Inc.

Scarborough Support Services is a non-profit charitable organization that has been offering support services to seniors and disabled adults in the Scarborough area since 1976. Our programs and services help improve the quality of life for seniors and disabled adults by helping them maintain healthy lifestyles, enabling them to stay in their own community. We have over 180 staff, over 500 volunteers and a community Board of Directors.

Address: 1045 McNicoll Ave Scarborough Phone: (416) 750-9885 Web: http://www.ssse.ca/, Primary Contact: Odette Maharaj, Phone: (416) 750-9885, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $1,692,031 $1,754,226 $1,755,595 $1,766,098

One Time - All Sources $0 $30,000 $0 $0

Total Revenue $3,412,331 $3,894,233 $3,913,077 $3,923,580

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 18.93% 15.43% 19.81% 18.59%

Performance




CSS IH COM - Comb. PS/HM/Respite Services


CSS IH COM - Day Services

CSS IH COM - Homemaking

CSS IH COM - Meals Delivery

CSS IH COM - Respite

CSS IH COM - Service Arrangement/Coordination




Undistributed Accounting Centres


Visits 37,192 36,920 36,631 36,631

Full Time Equivalents 121.0 129.9 141.8 16,135.5

Hours 44,936 45,198 43,722 43,722

Residence Days 13,869 19,800 20,624 20,624

Individuals 5,266 6,790 6,364 6,938

Attendance Days 13,067 13,335 13,194 13,194

Meals 76,369 77,900 77,900 80,000

Total Costs $3,443,591 $4,031,948 $4,016,985 $4,032,619






Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:12 AM

Planning

The Agency's 2009/2010 Operating Plan is in keeping with the Ministry of Health's Long-Term Care Reform guiding principles as well as the Central East LHIN IHSP Work Plan. Examples of these are evident in the Agency’s operating plan, program priorities and action plans. The 2009/2010 overall Agency priorities are as follows: ? Managing and maintaining a safe environment for our Clients, Employees and Volunteers in every aspect of our operations.

Improving accessibility to services by encouraging agencies and special needs groups to work together in order to offer client-centered, sensitive community care to seniors and adults with disabilities. Continuing to encourage corporations, schools, service clubs, and religious organizations to work with agencies in order to maintain the volunteer spirit in the community. Working in collaboration with other service providers and the Central East LHIN in developing a comprehensive client-centered integration plan for seniors and adults with disabilities in the community.


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St. Paul's L'Amoreaux Centre

Mission Statement: We are a caring, client-focused not for profit organization, dedicated to improving the quality of life of seniors in the communities we serve, by providing services and housing in an accessible, professional and progressive manner. St. Paul’s Vision: To provide a services and housing environment for seniors that allows them to live independently in their community with wellness and dignity. To provide this environment regardless of language, culture or ability to pay.

Address: 3333 Finch Avenue East Toronto Phone: (416) 493-3333 Web: http://www.splc.ca/, Primary Contact: Larry Burke, Phone: (416) 493-3333, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $1,041,219 $1,160,189 $1,197,800 $1,202,700


Total Revenue $3,536,419 $3,811,531 $3,806,547 $3,811,447

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 11.23% 12.22% 12.26% 12.32%

Performance




CSS IH COM - Caregiver Support



CSS IH COM - Home Maintenance

CSS IH COM - Homemaking


CSS IH COM - Respite





Visits 143,716 142,896 45,763 53,679


Service 0 0 6,301 6,301

Hours 23,458 23,628 123,707 113,495

Residence Days 33,541 30,660 33,541 33,541

Individuals 6,301 6,541 0 0

Attendance Days 53,854 55,800 51,558 53,854

Meals 20,543 23,000 23,000 19,000

Total Costs $3,724,392 $3,811,531 $3,806,547 $3,811,447





Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:12 AM


Planning

1. Organization’s strategic and operating plan aimed to improve coordination of service in the local health system SPLC’s strategic plan is on a 3-year cycle. It will be reviewed in late 2009. Annual operating plan is designed to meet strategic goals.a. Strategic goals for 2007-2009 • Work proactively with the Central East LHIN and other health care providers to maintain and enhance programs and services to seniors in our neighborhood• Expand housing, programs and services to meet changing needs and profile of our communityb. Operating plan 2008 -2009• Improve partnership with hospital re planned discharge of clients, premature discharge and voluntary leave from hospital• Improve staff’s ability to better manage coordination of client across group services and case management• Better integrate services for our client population• Develop capacity to support delivery of multicultural services2. Community Engagement and Integration• Needs assessment• Organized focus groups with partners and clients• Collected client feedback after receiving services• Annual survey on client’s satisfaction• Actively participated in LHIN Collaborative and Networks• Participated in local community focus groups for any arising issues3. Results in improved service delivery to meet identified community needs• Outreach to community and deliver multilingual, culturally sensitive programs, e.g., established Mandarin and Tamil outreach program (conducted Social welfare, Health Care and Safety talks)• Met clients’ health care needs through organizing workshops/support groups, i.e., prevention and promotion of self management in chronic disease, e.g., diabetes, and cancer care• Revised Meals on Wheels program based on the recommendation of Canada Food Guide, and to meet our clients’ dietary and cultural needs• Revised our food safety handling procedures to include food allergy• Enforced the Public Health regulation in keeping meals for 7-days review


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V.O.N -Peel & Toronto York Region

Vision: VON will be Canada's leading charitable organization addressing community health and social needs.

Address: 7100 Woodbine AveSuite 402 Markham Phone: (905) 479-3201 x5105 Web: http://www.von.ca/NationalDirectory/branch.aspx?BranchId=19, Primary Contact: David Keselman, Phone: (905) 479-3201 x5105, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $20,674 $97,240 $107,415 $107,415


Total Revenue $166,374 $246,218 $259,745 $259,745

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 16.26% 22.69% 9.29% 9.29%

Performance



CSS IH COM - Visiting - Hospice Services

Undistributed Accounting Centres


Visits 8,541 10,000 10,500 11,000


Individuals 171 200 200 225

Total Costs $173,676 $246,218 $259,745 $259,745






Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:11 AM

Planning

Seamless Care for Seniors - Provide support to seniors living in their own home from the diagnosis of a life-threatening illness until after their death by providing bereavement services to their loved ones afterwards. Align with the Aging at Home Strategy to support independent living in the community. Address the needs of most seniors who want to live at home for as long as possible. Provide care that will be designed to ensure that seniors receive the right type of support when and where they need it. Provide case management and system navigation services to support clients who require hospice services. Provide senior-centred care that is easy to access. Encourage client safety by educating volunteers on falls prevention. Further establishing working relationships with the local hospitals and all local seniors housing facilities. Provide the complex demands required for those clients wishing and able to die in their homes should that be their choice, and following clients from one location to another (ie. Hospital) and providing them with consistent human relationships through their end-of-life journey. When services are delivered in client homes, there is an increased demand placed on loved ones and caregivers – HS programs support caregivers in their roles, helping them to remain healthy and fulfill their roles.Mental Health and Addictions. Enhance the mental health capacity of seniors as a result of encouraging social interaction, providing socialization opportunities, and reducing social isolation and depression with volunteer visits. Seniors experience a higher rate of mild to severe depression than other age groups, and those living in institutions suffer even more – HS programs support those individuals, and their loved ones, who face the emotions that come with the diagnosis of a life-threatening illness. The loss of a loved one can increase the depression levels, as well as the feelings of isolation within a community – HS bereavement services can help those who are bereaved return to becoming active life participants. During the palliative and bereavement process, the emotional needs of various family members can be missed – HS services can support family members before and after the death, enabling them to move through stressful times in a healthy way, which will lead to improved chances for positive recovery.Wait Times and Critical Care. Clients diagnosed with a life-threatening illness cannot wait for service – Although we strive to improve referral timing from our sources the grim reality is that most clients referred to our Hospice have a diagnosis of 1-3 months, and many self-referrals are even less – access to long term care facilities can take a long period of time, which palliative clients do not have - HS can support clients in their homes, decreasing the use of intensive care units and emergency departments, allowing them to remain available for acute cases.VON HS will fulfill section 16(6) and 24 of the LHSIA by participating in community development activities including community forums, capacity building, and on-going needs assessments. Staff and volunteers will maintain active membership in relevant health coalitions locally and provincially ie. Central East and Central LHIN Hospice Palliative Care Networks and Hospice Association of Ontario.VON HS participates in the Toronto Palliative Care Network, CE LHIN Hospice Network, CE LHIN Hospice Palliative Care Network and the Central LHIN Hospice Palliative Care Network. Through these networks, we will all work to continue identifying opportunities to integrate services of the local health system and provide appropriate, coordinated, effective and efficient services. HS also works closely with the following associations in the spirit of sharing resources, challenges and vision; Scarborough Association of Volunteer Administrators, Toronto Association of Volunteer Administrators and Provincial Association of Volunteer Organizations.


See over 9/21/2010 11:58:12 AM

West Hill Community Services

West Hill Community Services is a charitable, not-for-profit organization providing a broad range of health and social services to the people of Scarborough. We work to nurture and enhance the health and well-being of individuals, families and communities.

Address: 3546 Kingston Rd Scarbrough Phone: (416) 847-4091 Web: http://www.westhill-cs.on.ca/, Primary Contact: Cindy Fiering , Phone: (416) 847-4091, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $1,343,769 $1,367,216 $1,347,354 $1,347,354

One Time - All Sources $232,009 $70,000 $0 $0

Total Revenue $6,558,349 $6,708,839 $6,646,090 $6,646,090

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 15.92% 15.58% 16.97% 16.97%

Performance







CSS IH COM - Service Arrangement/Coordination




Primary Health


Visits 33,438 35,675 37,228 37,218


Total Cost CHC 5,516,112 5,635,157 4,086,607 4,086,607

Individuals 4,037 4,462 5,290 0

Service 983 384 555 555

Visits CHC 9,866 7,110 12,189 0

Phone Visits CHC 2,275 1,212 2,078 0

Residence Days 35,464 33,000 33,000 33,400

Individuals 2,397 2,699 2,348 2,348

Consults with Client Present

176 99 170 0

Consults Client Not Present

65 51 87 0

Attendance Days 6,063 4,800 5,500 4,600

Meals 19,763 20,000 20,000 20,000

Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:12 AM

Total Costs $1,437,203 $1,518,550 $1,503,161 $1,503,161






Planning

WHCS CHC fits well with a number of the LHIN’s Priorities for Change.- In conjunction with or Services for Seniors, the CHC is able to advance Seamless Care for Seniors by maintaining the health of existing senior clients and taking on new seniors who may have difficulty find care elsewhere due the complexity of care required.- The Scarborough Community Diabetes Program (SCDP) fits perfectly with the Chronic Disease Prevention & Management priority.- The program is operated in all for four quadrants of Scarborough and in numerous languages to improve access for clients.- It is an effective and efficient service with wait times of 5 days or less and our service has helped reduce wait times for hospital-based programs.- SCDP has been in discussion with The Scarborough Hospital and Rouge Valley to identify where efficiencies can be made to ensure timely access for Diabetes (Type 2) care and management. - It provides a holistic and integrated modal of care thanks to availability of other professional disciplines through the CHC. While most of the SCDP clients come through outside referrals and already have health care providers, 9% receive services through WHCS CHC. A number of SCDP clients are enrolled in other WHCS programs, but we do not yet have the capability to track this integration.- In collaboration with The Scarborough Hospital we have successfully implemented a process to fast-track clients requiring insulin starts.- Collaborative research with Toronto Rehab – introduction of exercise prescription program. SCDP/West Hill positioned to transition program into the community with discussion currently underway with Rouge Valley.- Two staff have been trained as Master Trainers in the Stanford Model and are facilitating ongoing education with the LHIN Priority Project Manager (Margery Konan) - E-Health is one of the Enablers identified as a means to achieve the goals of ISHP and over the past year WHCS has implemented an Electronic Health Record for all CHC clients. This has improved accessibility for clients by providing health records at whichever location they choose to attend. (There are still some challenges to moving to a fully paperless office e.g. we have experienced problems with the reliability of certain aspects of our CMS, Purkinje, which has led to significant provider concerns.)- We have also been able to hire a Data Management Coordinator to assist with improving the quality of our data and production of reports that will inform our future service delivery options. For example, we are currently analyzing appointment and no-show data to determine the most effective times and days to offer service. - In 2007/08 WHCS conducted a community engagement process in the five priority neighbourhoods (as defined by the Strong Neighbourhoods Task Force) in which we provide CHC services. This process was conducted in partnership with the Community Social Planning Council of Toronto. The final report will be available by the end of this year; however, we have already been able to use some of the preliminary data to begin shaping our Health Promotion strategy particularly related to communication around health resources available.- WHCS has played a key role in assisting emerging CHCs in the CE LHIN (e.g. TAIBU and Port Hope) create policies, procedures, job descriptions and to design programs. We also continue to be in discussion with TAIBU CHC about coordination of services to provide a seamless integrate CHC service in Scarborough.


See over 9/21/2010 11:58:12 AM

Yee Hong Centre for Geriatric Care -McNicoll

Vision: Yee Hong is a caring community where seniors and others enjoy the highest quality of life. We raise the standard in long-term care and effect a positive impact on the global health care system by seeking to be the model of excellence in culturally appropriate geriatric care. We take pride in being a provider of choice and an employer of choice.

Address: 2311 McNicoll Avenue Toronto Phone: 416-321-6333 Web: http://www.yeehong.com/centre/scarborough.mcnicoll.php, Primary Contact: Nerissa Fung, Phone: 416-321-6333, Email: [email protected]

Finance

Funding 2007/08 2008/09 2009/10 2010/11


Non LHIN Funding $430,130 $459,478 $463,415 $463,415


Total Revenue $1,606,130 $1,761,938 $1,774,730 $1,774,730

Admin Expenses 2007/08 2008/09 2009/10 2010/11



Percent Admin 7.61% 8.02% 8.08% 8.08%

Performance











Visits 49,206 34,400 34,400 34,400


Residence Days 14,600 14,600 14,600 14,600

Individuals 4,699 3,080 3,076 3,076

Attendance Days 12,315 12,780 12,780 12,780

Meals 10,722 8,000 8,000 8,000

Total Costs $1,606,133 $1,761,938 $1,774,730 $1,774,730






Legend:

LHIN Staff Approved




See over 9/21/2010 11:58:13 AM

Planning

• Yee Hong values partnership with community stakeholders. We have been working closely with the Alzheimer Society, the Heart and Stroke Foundation and the Diabetes Society in program planning and resources planning for our Adult Day Program and Congregate Dining and organizing annual health fairs in promoting population health among the Chinese Canadian population.• Yee Hong is a partner of the Mt. Sinai Hospital Wellness Centre project in Scarborough. Yee Hong partners with the Wellness Centre in developing an action research project in systematically screening Chinese seniors for mental health issues. With this screening, the two organizations hope to develop a system of early identification of mental health issues among seniors. Mt. Sinai Hospital Wellness Centre also provides consultation and staff development to Yee Hong in terms of psychogeriatric services.• Yee Hong is tapping on community resources in reducing the cost of our services or bringing in add-on values to our services. We are using our own kitchen to provide reasonably cost and nutritious meals for our adult day program and congregate dining; We tap on our partnering rehab centre in providing PT and OT services to our adult day program and staff development at reduced cost.• For our new CARE Ambassador Program, we are partnering with the University of Toronto, the Alzheimer Society and the Heart and Stroke Foundation. The four organizations together will create a synergy in developing new training packages for caregivers.• Yee Hong has developed a large pool of volunteers to support staff in developing our services. In the year 2007, Yee Hong has 1,230 active volunteers who contributed 82,785 hours of services which is equivalent to 47.58 FTE.• Yee Hong participated in local service coordinating networks. Yee Hong is a member of Chinese Interagency Network that network all agencies serving Chinese in the GTA.• Yee Hong is building a continuum of services with funded and non-funded services. Yee Hong is supplementing the continuum with a non-funded wellness program and a non-funded community case management service. The Wellness program serves seniors that are still active to help them maintain a healthy and active life-style. The Wellness program also includes a Chronic disease Self-management. Yee Hong is supplementing this with donation money in order to build a healthy community among Chinese seniors in the GTA.


See over 9/21/2010 11:58:13 AM

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