quarterly report - TransCare Community Support Services

Date:
February 22, 2011
To:
Board of Directors
From:
Management team
Re:
Business operational plan – quarterly report – Oct, Nov, Dec
CONTENTS
The next page provides a visual of our planning framework, and the table below shows where report
highlights fit within this framework and on what page they can be found in this report.
Goal
Objective
Lead with a culture
of client care
Respond to population
priority needs
BOP
Improve
communication and
recognition
Communication
Plan
Make our values
concrete
Continue to invest in
quality and
compliance
Foster a positive
worklife and
volunteer
experience
Integrate and
strengthen
operations
Manage risk
Appendix 1
Appendix 2
Plan/subplan
Key Q3 Deliverable
Proposals for new
programs - Appointed
lead agency Home First
Report
Page
1
Summary to date
4
BOP
Raise $8,137 for United
Way
3
BOP & client
safety plan
Revised incident
reporting process,
documentation
3
Q1-3 deliverable status
Program reports
KEY Q3 DELIVERABLES
Proposal for new programs
Context
It can be hard to set specific deliverables for new funded programs as proposal calls are infrequent,
unpredictable and often with very short response times. The agency’s way of dealing with this has been
to establish long-term goals like affordable housing and family health teams and pursue them regardless,
the former for over a decade and the latter for two successive years.
We planned one new major proposal for new program this year, without
knowing at the time what opportunities there might be. We responded
to a RFP for a family health team in the summer, achieved significant
primary care practitioner support and commitment, and submitted a solid,
but unfortunately, unsuccessful proposal in the summer.
TransCare Community Support Services
BOP Q3 Report
Pg. 1 of 4
STRATEGIC PLAN
2010
2011 2012
CLIENT
Lead with a culture of client care
Respond to population priority needs
Improve quality of care
Improve client safety
LEARNING & DEVELOPMENT
Foster a positive worklife & volunteer experience
Provide clear expectations and feedback
Provide training opportunities
Improvet communication and recognition
Strategic and Operational
Plan Linkages
INTERNAL BUSINESS PROCESSES
Integrate and strengthen operations
Launch new brand; strategy; vision, mission, values
Build operational platform to support growth
Make our values concrete
QUARTERLY REPORT
April, May, June
FINANCE
Manage risk
Control costs and reduce expenses
Continue to invest in quality and compliance
Increase productive enterprise revenue
BUSINESS OPERATIONAL PLAN (BOP)
QUARTERLY REPORT
Highlights
April, May, June
Q1
Q2
Q3
Respond to population priority needs
Improve quality of care
Improve client safety
Provide clear expectations and feedback
Providing training opportunities
Improvement communication and recognition
Launch new brand; strategy; vision, mission, values
SUBPLANS
Build operational platform to support
growth
Make our values concrete
Program Outcomes
Control costs and reduce expenses
Client Safety Plan & Falls Strategy
Continue to invest in quality and compliance
Training Plan
Increase productive enterprise revenue
Communication Plan
Ethical Decisionmaking Framework
Quality & Risk Plan
Staff Safety Plan – OH&S programs
Emergency Plan – Agency; Depts
Q4
Appendix
1:
QUARTERLY
REPORT
Highlights
Activity
summary
Oct, Nov, Dec & status
Appendix 1:
Appendix
2:
Highlights
Activity
summary
& status
Program reports
Appendix2:1:
Appendix
Activity summary
Program
reports & status
Appendix 2:
Program reports
At the same time, we were active on other fronts. Our agency when founded in 1976 as Scarborough
Support Services, was predicated on integration -- to consolidate municipal funding for all community
programs in Scarborough. We have been a champion of partnership and integration ever since as many
agency initiatives attest, as well as promoting the CSS sector within the context of the health care system
whenever possible.
For example, James Meloche, Senior Director, System Design & Implementation with the CE LHIN, sent
out an email in April of last year which invited CSS agencies to identify current programs that contribute
directly to the LHIN’s two strategic aims as input to the LHIN’s May Symposium. He provided examples
of ‘initiative-level contributions to reducing emergency beds usage -- none of which had anything to do
with the contribution from Community Support Services (CSS).
TransCare responded to this memo indicating that there are many examples of ‘unmeasured
contributions’ from the Community Support Services sector that go unrecognized. A number of CSS
agencies agreed with this and asked us to facilitate a meeting to develop ideas for input to the LHIN.
Valmay Barkey, CEO, Community Care City of Kawartha Lakes, and Odette Maharaj presented a
document to James at the Symposium on behalf of our own and our peer agencies. James provided an
appreciative and detailed written response to the points raised in this document.
In September, James Meloche made a presentation to the Board of the CE LHIN which positioned CSS
services as a new but important part of contributing to the LHINs ALC strategic aim and targets. He
requested and got approval from the Board for $1,225,000 annually for a CSS service component of
Home First across the LHIN.
He subsequently picked TransCare as lead agency for Home First in the Scarborough region. We were
also picked to have a LHIN-funded staff person with the Scarborough CCAC to facilitate referrals to CSS
agencies.
This has resulted in hiring three new professional staff, and new agency program function and revenues,
as well as significant transfer revenue without the necessity of a “souvenir” proposal binder.
Home First
The Home First initiative involves collaboration between hospitals, CCAC and Community Support
Services, to ensure that seniors who are admitted to hospital, are able to optimize their chances of
returning back home with enhanced services; as opposed to, inevitably and pre-maturely being placed
into LTC right from hospital. There exists a formalized process between all 3 partners and ensures that
seniors will be provided with comprehensive assessment prior to being discharged from hospital.
The process targets those seniors who are 75 years of age and older AND who are identified as being at
risk for difficult discharge if they have 2 or more of the following 4 risks:
1) History or evidence of cognitive impairment
2) Difficulty walking/transferring or recent fall
3) Seen in the Emergency Department in the last 30 days OR been admitted to hospital in
the past 3 months
4) Live alone OR have no caregiver
A typical example of the value of this initiative:
A client was admitted to hospital following a “failure to thrive” diagnosis. While she did not have a
medical reason for being in hospital, she was kept for a few days to ensure that together, the hospital
teams, the CCAC as well as TransCare can work together to activate appropriate supports to start on the
same day as being discharged. She was informed on what is Meals on Wheels, and was able to have a
PSW come to her home to assist with meal preps 3 times per day. Without this service, she would very
TransCare Community Support Services
BOP Q3 Report
Pg. 2 of 4
likely end up back into Emerge OR placed into LTC because she lacked the supports and motivation to
do this on her own.
By flagging these types of patients, as well as many other unique situations, Home First is able to put a
comprehensive plan in action and entails a mechanism to ensure that this plan is effective and
appropriate. The client’s hospital journey doesn’t just end when the client leaves the hospital; rather, the
Enhanced Care Coordinators continues with another vital part of their journey back home by following up
with the client and monitoring the aspect of being “home.” Hence, “Home First” being the first place
where the client should go once being discharged from hospital.
Incident reporting framework
This time last year, we provided our first consolidated report on incidents over a multi-year period for the
board; however, it was difficult to “read” it in a way that showed trends or types of incidents. The Quality
& Safety Committee spent further time to see if a more useful scheme of incident categorization could be
developed but, again, it was difficult based on the limited amount of information, ie dept, time period,
more anecdotal comments.
Discrimination
We developed an incident reporting template which codifies
Discrimination
incident information on a number of factors: severity; reported by;
Harassment
impact to; treatment needed (in the case of an injury); type of
Sexual harassment
incident (30 different types at present) like the one shown here.
Violence (including threat of)
We then went back and coded historical incidents based on this template and created a spreadsheet,
including a summary description of each incident. This let us provide much more informative incident
detail as part of the quarterly incident reporting (Q1 and Q2) to the board, as well as examples of how
historical incident data could be “sliced and diced”.
The new incident reporting template also puts more focus on supervisory investigation and next steps.
United Way Campaign
Last year’s campaign was well-planned and this year’s was even better with a number of detailed and
fun events like: Minute to Win It; Health Care Spelling Bee; and the Pajama Pageant and, of course,
many food-related events including a Chinese buffet lunch produced by Sam’s 厨房 Kitchen (aka Finance
& Administration).
Source
2009
2010
Pledges* $6,644
$3,704
Events
$1,493
$2,353
Total
$8,137
$6,057
*Staff only, not board donations
The well-planned events brought in
almost 60% more revenue this year;
However, pledges were almost 50%
down from last year when In-Home
Service supervisors did a terrific job of
encouraging their personal support
workers (who represent about 2/3’s of
the agency’s staff).
Congratulations to campaign co-chairs
Gurprit Matharu (above) and Regina Kelly
(right) on an excellent campaign.
TransCare Community Support Services
BOP Q3 Report
Pg. 3 of 4
Communication subplan
Accreditation Canada expects the governing body to work with the CEO to establish a communication
plan to communicate key messages to different groups and the community, and to directly play an
advocacy and consultative role in the community. (standard 11) The annual report can be counted as a
communication to the community and stakeholders.
Attached is a copy of our Communication subplan (to the Business Operating Plan) showing progress to
date as well as some examples.
Some communication accomplishments:
•
rebranded agency
•
attractive and professional annual report and agency brochure to reinforce brand
•
new TransCare web design and structure to be more user-friendly, provide enhanced quality of
information, and opportunity to provide email feedback
•
agency calendar describing programs, highlighting dates of interest to seniors and featuring
photos of clients and staff
•
improved quality and quantity of communication to stakeholders and provide more substantive
content
-
12 newsletters per year to clients
4 tabloid-size newsletters to employees a year
4 tabloid-size newsletters to volunteers a year
(Congratulations to Cindy who designed the annual report, brochure and look and feel of website)
Quarterly deliverables
See appendix 1 for status of deliverables from Q1-Q3.
Program highlights
See appendix 2 for news about:
-
gearing up to deliver Home First to agency clients (Kate Anderson)
working with hospitals and CCAC to implement Home First in Scarborough (Gurprit Matharu)
volunteer file restructuring (Annie Lotz)
IT infrastructure improvement (Sam Luu)
our successful Trillium application and new 2011 Sprinter (Richard Pitter)
TransCare Community Support Services
BOP Q3 Report
Pg. 4 of 4
Operating Plan 2010/11
Communication Plan
Reference
This plan is part of Section 3 – Internal Business Process: Integrate and Strengthen Operations
Assumptions
• communication cuts across all quadrants
• plan scope and management is agency-wide
• will address targeted priorities supporting operating plan objectives
Progress to date
Green = completion
White = in progress
Red = not likely to complete
Priorities for this year
1. New brand awareness, including programs
2. Client, staff and volunteer safety
3. Falls prevention
Focus
Agency
Action
Home Care Supplies website brand, content and
infrastructure management
TransCare website - new brand, content and
infrastructure management
Responsible
Q1
Sam
x
Sam
x
General brochure
Annie
x
Annual report
Annie
Sam
x
Annie/all
x
Annual general meeting
Audience
xxx
xxx
xxx
xxx
Staff quarterly news
Annie/all
x
x
x
x
Volunteer quarterly news
Annie/all
x
x
x
x
Annie
x
Each mgr
x
Each mgr
x
Strategic plan cascade: new name, vision,
mission, values
Staff – OCSA defined recognition days & equiv
for our Finance & Admin staff
Success stories – United Way
Falls prevention
Identify Outreach Lead
Outreach activities
Q4
Annie
Client - Seniors month (June)
(to be reported on
individually in mgr
quarterly reports)
Q3
Client monthly news
Volunteer – Volunteer Week (April)
Programs
Q2
Establish agency Outreach Committee, roles,
and quarterly meetings at least
Report on all program specific outreach
opportunities (stakeholders, potential clients etc)
Each mgr
x
Annie, Gurprit,
Richard, Kate
x
Each mgr
All
x
Gurprit
x
x
x
x
Each prog mgr
Unplanned: Agency calendar
TransCare BusOpPlan 2010/11 Deliverables; Section 3 – Internal Business Processes ~ Communication Plan Pg. 1 of 2
Rev Date: 2010-05-31
Annual report
Brochure
Web site
Client Newsletter
February 2011
DON’T LET A FALL KEEP YOU DOWN
As we said last month ….
Aging causes change in vision, hearing, senses (touch, smell), bone density, and mobility
-- especially balance. This increases the risk of an accident like a fall, and the risk of more
serious injuries from that accident.
Fall-proof your home
About half of all falls occur at home. Remove clutter. Make sure rugs and carpets are non-slip, and
electrical cords don’t present a hazard. Get grab bars and other assistive aids for the bathroom.
This month we want to focus on what to do if you do have a fall.
Falls can have serious long-term impact
Falls are the most common cause of injury
among seniors.
Seniors are almost 10 X more likely to be
hurt in a fall than a younger person.
Hip fractures are the most common.
About 40% of fall-related hospitalizations
are due to hip fractures.
But don’t focus on the negative because
The fear of falling can make people do
less and less.
This decreases strength and flexibility.
It also decreases confidence and can
isolate people.
Be cautious, but confident that you can
bounce back from a fall.
Have a “fall-back” plan
How you respond to a fall can make a big difference. Practice beforehand what to do when you can
get up from a fall and when you can’t. If you do fall, let your doctor know about it. Some impacts
of a fall don’t show up for a few days. Also, a fall can be a sign of illness or medications.
See the other side of this page to see what to do
after a fall if you can get up.
The trick is to practice this before you need it.
Next month, we’ll look at what to do if you
can’t get up.
The statistics and the tips on the other side of the page are taken from “If you fall or witness a fall, do you know what to do?” from
the Public Health Agency of Canada and IUGM (institut universitaire de geriatrie de Montreal).
From “If you fall or witness a fall, do you know what to do?”
from the Public Health Agency of Canada and IUGM
(institut universitaire de geriatrie de Montreal).
TransCare Community Support Services receives new fleet of vehicles
In January, 2011, TransCare
Community Support Services
purchased a new 10-seater
passenger vehicle with the
financial support of The Ontario
Trillium Foundation.
Staff Newsletter
February 2011
The names say it all …
Home at Last
Home First
People are usually eager to get home
from the hospital. But if there
isn’t anyone to help, the place is dark,
and the fridge is empty, it can be
a bad experience. Home at Last (HAL) provides a supportive transition home from the hospital.
Community support staff escort the patient home from the hospital, make sure they are comfortably
settled in, pick up a prescription or make a light meal. Later there is a followup check to make sure
they are still doing well and know where they can get more help if they need it.
In March 2011, we receive will
receive three new Nissan
vehicles from Nissan Canada
Foundation in collaboration
with Scarborough Nissan, Ajax
Nissan and Agincourt Nissan.
These new vehicles will allow us to enhance our transportation resources and capacity to offer safe, efficient,
and reliable services to seniors and adults with disabilities in our community. Our clients will be able to utilize
the service for non-urgent health care appointments and participate in community activities.
On behalf of the Board of Directors, staff, volunteers and clients of TransCare Community Support Services, we
would like to extend our gratitude to The Ontario Trillium Foundation, Nissan Canada Foundation,
Scarborough Nissan, Ajax Nissan and Agincourt Nissan for their generosity and on-going support.
Our Transportation program provides senior-friendly, inexpensive
rides to medical appointments as well as grocery shopping.
A door-to-door, round trip anywhere in Scarborough costs $10.00
(effective April 1). The average round trip distance in Scarborough
is 24 km. When you consider that it would cost about $45.00 to do
this by taxi, you can see that our service saves the client $35.00!
This means a lot to seniors on low fixed incomes and many
medical appointments.
Our Transportation team consists of: Richard Pitter, Manager,
Albert Younis, Coordinator, and drivers: Cecil Fernando,
Danny Pablo, Gibson Yu, Jim Russell, Ricky Sookoo,
Sant Nand, Cyril Jones, and Yaw Asare.
TransCare calendar a real hit
There was a very positive response from clients, volunteers
and staff about the agency’s first calendar which:
• described agency programs
• highlighted useful dates for clients
• featured client and staff pictures
The March page shows Mr. Mel Roffey, a client who uses
and appreciates our Adult Day and Transportation programs.
1045 McNicoll Avenue
Toronto ON M1W 3W6
416-750-9885 tcare.ca
A United Way member agency
So home at last provides a good experience which reduces the chance that person will have to go
back to the hospital soon. TransCare is the lead agency for this program which has been running
successfully for over a year.
Now TransCare is playing a key role in a much, much larger Central East LHIN health initiative:
Home First (HF). It gives people who wouldn’t be able to go “home at last” a chance to do just that
by providing more CCAC and community support and for a longer period of time. They then can
make important decisions about their future from their home, not a hospital bed. They can see
whether they might be able to cope at home after all, or whether a retirement home or long-term
care facility is a better choice.
Getting a chance to go home first helps people make decisions that are right for them and that they
can feel better about.
We are delighted that TransCare has been selected by the LHIN to be the lead community support
agency for Home First. Gurprit Matharu is the TransCare manager responsible for working with the
hospitals and CCAC and other participating community agencies: CareFirst Seniors and Community
Service Association; Momiji Health Care Society; St. Paul’s L’Amoreaux; Scarborough Centre for
Health Communities; and Yee Hong Centre for Geriatric Care.
Gurprit’s team is already on the job, and she says “Jeannie Huan
and Christine Trollope have established an awesome relationship
with the hospital teams as well as CCAC hospital Case Managers!
These Enhanced Care Coordinators work directly out of each of the
Scarborough hospitals (Rouge Valley Centenary, Scarborough
General and Scarborough Birchmount) to ensure that seniors and
their families are seen face-to-face and given information on
community support services (such as Meals on Wheels, Adult Day
Program, Transportation, Respite Care, Homemaking) prior to being
discharged.”
What is a LHIN? A Local Health Integration Network.
There are 14 LHINs in Ontario. The Ministry of Health
gives money to the LHINs to allocate for health care
in their region.
We are part of the Central East LHIN. It funds hospitals,
the CCAC, long-term care homes and community
agencies (including us) in Scarborough and north to
Haliburton Minden and east to Northumberland Havelock.
We are pleased to announce that
Royston (John) Heywood, President
of the Board of Directors of TransCare,
was appointed in December to the
CE LHIN’s General Advisory Council
representing the Scarborough area.
This council seeks to improve health
organization governance and identify
integration opportunities.
TranCare’s commitment to quality comes from our mission, vision and values.
VISION
Clients can access a range of services to maintain healthy lifestyles
MISSION
To provide quality support services that improve health and well-being
in the community
VALUES
TransCare has a strategic plan. The safety of
clients, employees and volunteers is a
strategic priority. A key safety focus in our
plan is to prevent falls -- for everyone.
Client safety required organization practices
in service delivery include: hand washing;
using two (2) client identifiers before
providing a service such as delivering a meal
to a client home, or providing personal
support service to a client.
Ian Stinton, Meals on Wheels volunteer,
won the special bonus draw prize. He was
amazed, and said it really was special.
Accessible care
A safe environment for our clients, employees and volunteers
Client centered, best practice processes
Volunteer spirit in the community
Collaboration with other services providers
.
We started the new year with a quality kickoff for
the last five months before our accreditation survey.
People who answered quizz questions had chance
at a draw prize each time, ending with a bonus prize
that anyone who had participated earlier might win.
The questions were:
1. What is an ROP? A required organizational
practice, considered essential for client safety.
2. Which TransCare value means the most to you?
The one picked most was: A safe environment for
our clients, employees and volunteers.
3.
What is our strategic plan focus for client safety?
Our specific client safety focus, and the one most
people identified, is falls prevention.
Cheryl Elson (left) presenting gift card to Joan Talbert,
In-Home Services, Personal Support Worker
Heather Books (right) presenting gift card to Frank Spina,
Meals on Wheels volunteer.
Dorothy Alphonso (left) presenting gift card to Mercy
Sinnadurai, Supportive Housing, Personal Support Worker
Appendix 1
Quarterly calendar:
Progress to date
QTR
Q1
Apr - Jun
Q2
Jul - Sep
Quarterly Calendar For All Plan Deliverables
Deliverable
Resp.
Define program outcomes
Each prog mgr
Client communication/recognition Seniors month June
Each prog mgr
Strategic plan cascade: mission, vision, values
Each mgr
Documented perf reviews for all staff
Each mgr
Refresh community needs assessment
Odette
Develop 3 year strategic plan
Odette
Business operating plan
Odette
Board confirmed linkage of stratplan & BOP
Odette
Develop quality & risk plan
Odette
Contract management policy
Odette
TransCare website (note that HCS website was sched.
Sam
follow the TC website)
Home Care Supplies website
Sam
Identify outreach lead and extended team
Gurprit, Annie
Confirm ethics code of conduct
Gurprit, Annie
Letters patent – objects review
Annie
Bylaw review
Annie
Board policy review
Annie
Develop adverse event disclosure policy
Annie
Confirmation of IMS as emergency plan framework
Annie
Develop client safety plan and falls strategy
Annie
Revise performance review templates
Annie
Develop training plan
Annie/all
3 client newsletters
Annie
1 staff newsletter
Annie
1 volunteer newsletter
Annie
Develop staff safety program (OH&S) including violence
Annie
& harassment
Staff safety (OH&S) training: supervisors; staff
Annie
General agency brochure
Annie
Volunteer recognition – Volunteer Week April
Annie
Quarterly calendar for all plan deliverables
Annie
Q1 BOP report
Implement onsite foot clinic
Develop staff safety (OH&S) award process
Organize a summer picnic
Home care safety risk assessment
Ensure reliable reporting mechanisms for key BOP
reporting metrics
Preventive maintenance schedule
Annual report
HR policy review
Contingency plan for loss of contact
Cost cutting measure in place
Revise client sat tool
Revise incident reporting framework
3 client newsletters
1 staff newsletter
1 volunteer newsletter
Safety plan quarterly report
Implement adverse event disclosure policy
H&S refresher for supervisors
ROP training for supervisors
Annual meeting
Emergency plan IMS training
Develop agency emergency “how to” guide
Client safety policy review
Staff safety policy review
TransCare BusOpPlan Deliverables by Quarter
Pg. 1 of 2
Status
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Q2, Q3, compl
Q2, Q3, Q4
Completed
Completed
Completed
Completed
Completed
Q2, Q3, compl
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Q2, Q3, compl
Completed
Completed
All
Odette
Kate
Richard
Kate, Annie
Sam
Completed
Completed
Deferred 2011
Q3, completed
Completed
Completed
Sam
Annie, Sam
Sam, Annie
Sam, Annie
Annie, Gurprit
Annie
Annie
Annie
Annie/all
Annie
Annie
Annie
Annie
Managers
Annie/all
Annie
Annie
Annie
Annie
Completed
Completed
Q3, Q4
Q2, Q3, Q4
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Q3, completed
By Q4
Completed
Completed
Completed
Q4
Completed
Rev Date: 2010-05-31
QTR
Q3
Oct - Dec
Q4
Deliverable
Q2 BOP report
Staff recognition during OCSA month days (see below)
Program procedure manual review
Raise > $8,000 for United Way
ROP staff training
3 client newsletters
1 staff newsletter
1 volunteer newsletter
Safety plan quarterly report
Revise agency plan - emergency
Modify as necessary ethics toolkit for use
Insurance assessment of “enough”
External reporting schedule
Finance policy review
City of Toronto program submissions
Map key processes; define process measures
Develop, get commitment for ethics plan implementation
ROP staff refresher training (done by supervisors)
Conduct client sat, employee sat, volunteer sat surveys
3 client newsletters
1 staff newsletter
1 volunteer newsletter
Safety plan quarterly report
Apply for funding for one major program
Meet training commitments
Implement InterRAI CHA
Implement care plan management SH, ADP
Prospective analysis completed – medication
Falls prevention project/initiatives
Implement Accreditation Cda Qmentum framework
Grow Home Care Supplies by 5%
Volunteer hazard training (given by staff)
Resp.
All
Each mgr
Each mgr
Regina/all
Mgrs/supervisors
Annie
Annie/all
Annie
Annie
Annie
Gurprit, Annie
Sam
Sam
Sam, Annie
Sam, Annie &
other mgrs as
required
All
Each mgr
Each prog mgr
Annie, Kate,
Richard, Gurprit,
Sam
Annie/all
Gurprit, Annie
Supervisors
Annie
Annie
Annie/all
Annie
Annie
Odette
Each mgr
Gurprit
Gurprit, Annie
Gurprit
Each mgr
Annie/all
Sam
Annie
(Remember year-end report will be due in April)
All
Q3 BOP report
Revise dept emergency plans
Measure outcomes
United Way program reports & success stories
Jan - Mar
By Q4
Status
Completed
Completed
Q4
Completed
By Q4
Completed
Completed
Completed
Completed
Completled
Q4
Q4
-Q4
Completed
Community Support Month Dates
Congregate Dining Day – Oct 6th, 2010/1st Wednesday
Client Intervention and Assistance (CIA) Service Day – Oct 13th, 2010/2nd Wednesday
Meals on Wheels Week – Oct 4th, - 8th, 2010/1st wk
Community Care Worker Week (PSW) – Oct 11th – 15th, 2010/2nd wk
Respite Service Day – Oct 4th, 2010/1st Monday
Transportation Service Day – Oct 11th, 2010/2nd Monday
Adult Day Program Week – Oct 18th – 22nd, 2010/3rd wk
Supportive Housing Day – Oct 1st, 2010/1st Friday
Friendly Visiting/Telephone Reassurance Service Day – Oct 8th, 2010/2nd Friday
Home Help/Maintenance Service Day – Oct 15th, 2010/3rd Friday
Home at Last Day – October 28th, 2010
Plus: Our Very Own Finance & Administration Day - TBD
Note: OCSA Annual Conference – October 18th – 21st 2010
TransCare BusOpPlan Deliverables by Quarter
Pg. 2 of 2
Rev Date: 2010-05-31
Appendix 2:
Program Reports:
•
•
•
•
•
Kate Anderson
Annie Lotz
Sam Luu
Gurprit Matharu
Richard Pitter
2010 – Manager Program Report – Q3
PERIOD
October to December
,2010
MANAGER
Prepared by:
Kate Anderson
Date prepared:
19/01/2011
KATE ANDERSON
Program Quarterly Report
Program Activities
•
•
•
CCAC started their distribution of Custer sites on October 18th and finished December 31st 2010
New Program Home First /Enhanced Care Program is being served now
Contract volume is still not up to the standard of the agreement
Supervisor performance reviews completed?
• 2011 PSW performance review to start in February
In Home Services:
Client
• The condition of the clients that are being discharged from the hospital shows a higher level of
acuity than usual /normal.
• A number of clients are returning home requiring two-person transfer, the cost of which must
be the responsibility of the client or the agency. In most cases, the client cannot afford to
purchase private hours of care. If a client needs two workers, they must consider placement in a
LTC Facility or split their hours which leaves them short in most cases. For example in one
particular situation, after our Field Supervisor’s assessment of a client’s situation for a safe
transfer, it was determined that due to the client’s condition, a two-person transfer is required
from both the client’s and worker’s prospective.. CCAC has not approved the 2nd person to
accommodate this situation. The Agency has reviewed this case and has decided to absorb the
cost of the second worker and is providing regular reports to the CCAC on the client’s
deteriorating health condition.
•
Staffing Issues Complaints and Compliments:
We continue to receive letters and cards thanking us for the work we do. Staff continue to bring to our
attention the inconsistency in daily working hours. Base on the current funding model for CCAC
contracted services, we cannot resolve this problem until secure permanent funding of this program is
in place.
Clusters Care & Contracted Supportive Housing Programs:
We have received 11 Cluster Care sites; 8 of which are new sites for us. We have not received full
admissions to most of these sites as yet since clients have to be transferred from one agency to the
other. We have done the discharges of clients back to CCAC of the sites that was taken from us.
For example, we have received the full complement of clients for 65 Green Crest Circuit which totals 37
clients. As well, we have 25 active clients at 2121 Kingston Road -Retirement Suite by the Lake.
Supportive Housing Contract –2950 Lawrence Avenue East
We are serving 60 clients at this Support Housing site which is contracted to us by the City of Toronto.
We are contracted to provide 24-hour care at this site therefore the funding is based on a set total hours
of care per day. Clients are assessed and case managed by the City’s on-site case worker and referred
to us for direct services such as Homemaking and Personal Care.
Home at Last (HAL) Program:
We meet and exceed our requirement of regular referrals for this program.
Staffing & Training:
• Staff attended training sessions in Health & Safety Policy and Procedure
• Joint Health and Safety Committee Members received special training
• Information Sessions on Cluster Sites held for all staff
• Manager and Supervisor attended OCSA annual conference for 2010
Partnerships: Collaboration:
We are consistently working in collaboration with our contractors including, VHA and City of Toronto.
As well, we would with our neighbouring agencies in joint training sessions for our PSWs.
Workshops Professional Development:
Trans Care remains the host for the Scarborough Group that meets every three months.
2010 – Manager Program Report – Q2
MANAGER ANNIE LOTZ
BOP DELIVERABLES
Staff Recognition during OCSA month days
Did not do anything – I can’t believe it.
PROGRAM HIGHLIGHTS

ADULT DAY PROGRAM
Units

Q1
905
882
Q2
905
904
Q3
905
885
Q4
COMMUNITY DINING & RECREATION
Units

Period
Plan
Actual
Period
Plan
Actual
Q1
2285
2389
Q2
2285
2198
Q3
2285
2325
Q4
Period
Plan
Actual
Q1
19913
20230
Q2
19913
19736
Q3
19913
20845
Q4
MEALS ON WHEELS
Units
VOLUNTEERS
The volunteer files have been audited and restructured. The active volunteer count is approximately
2460, substantially less than the 506 reported in the annual report. This is due to a number of contributing
reasons, one of which was counting individual group home participants as volunteers, even though in
most cases, we had only a first name. We are now using the same method as for corporate volunteers.
2010 BOP Q3 Report: Annie Lotz Pg. 1 of 1
2010 – Manager Program Report – Q3
MANAGER:
SAM LUU
BOP DELIVERABLES
Staff recognition during OCSA month days:
PROGRAM HIGHLIGHTS

FINANCE & ADMINISTRATION









PAD (Preauthorized Debit still in progress.)
File management – Restructuring the hard copy filing system is in progress. A volunteer/paid casual help
was employed and trained to sort through the Agency’s archive files. Outdated files will be destroyed
where law permits and active/inactive files will be reorganized by years of termination.
Group Benefit
 Organize 2 benefit info sessions for all staff
 Drug card had been delivered to all staff from the new Group Benefit supplier (Manulife)
Sam had finished the WSIB Basic certification in the November sessions.
Training: Wawa was given basic training on Powerpoint. Elaine will follow suit for training in Adobe
Illustrator by Cindy
Training: Reception staff was trained to replace toners. MSDS sheet was posted
With TransCare website into completion in January, HCS website construction will be underway with
Managhan Solutions.
HOME CARE SUPPLIES


Futuremed meeting re ostomy supplies
OCSA trade show: positive response
Units

Q1
$93,884
$102,500
$107,522
Q2
$102,887
$102,500
$112,663
Q3
$106,952
$102,500
$106,240
Q4
$100,541
$102,500
IT




Period
2009-2010 Actual
2010-2011 Budget
2010-2011 Actual
A new Help Desk Support had been contracted to replace Fernando who had left since August. Tony Ng
will be in the office every Wednesday and Friday.
Planning to implement gas-powered backup generator to support electrical infrastructure and
communication system in the event of power blackout.
Remote sites to support Home First program established.
BUILDING
 Due to deteriorating conditions, the flooring in three rooms located within the Day Program
area was replaced.
 Tiles throughout the entire office were cleaned and waxed.
 in order to accommodate the Home First program and new staffing, the CIA office and Gurprit’s
office were merged and Gurprit was moved to the previous Volunteer Coordinator office
 Routine maintenance included: numerous bulb replacement, lock replacement, installation of
blinds, reset timers after power outages, cleaning of ice and snow.
 Period check: The elevator intercom was tested to verify connection with Security company.
2010 BOP Q3 Report: Pg. 1
2010/11 – Manager Program Report – Q3
MANAGER GURPRIT MATHARU
BOP DELIVERABLES
.
Staff recognition during OCSA month days
st
We celebrated the OCSA Designated Days for SH (October 1 ) by offering cake and refreshments for
residents of our 2 building sites. This was also a way to recognize staff for their dedication to the
Program.
Falls prevention initiatives (update only)
As part of implementing a fall prevention initiative at the SH sites, we successfully had a medication
check and health talk at each of the sites. SHTH carried out a session in Q2 and SHBR was scheduled
for Q4. An exercise Program is already established at SHTH, by an independent body of residents; as
such, no additional groups will be started. Residents wishing to have one-on-one information were also
given that option during the session had in Q2. To date, no one has come forward to make a request.
Implement interRAI CHA for 60% of Supporting Housing High Needs Clients (update only)
Implementation of conducting the InterRAI CHA assessments is scheduled for Q4 and will be completed
during that quarter. The focus is to conduct these assessments on SH clients who utilize at least 3 types
of SH services, of which is included the need for daily contact with staff.
Implement Care Plan Management for Supportive Housing (update only)
Pilot of the InterRAI CHA assessments will also assist with care-planning for SH clients. Reassessments
will allow more comparative date that will enable review and modification to current service plans with
evidenced support.
Prospective Analysis: Medication Assist (update only)
Telephone met with Paivi Kattilakoski, Accreditation Canada, to discuss and confirm approach, such as a
Failure Modes and Effects Analysis (FEMA) which would happen over a 2-3 month elapsed time and the
data and results would be primarily sample testing process and procedural knowledge would be
acceptable. Am meeting with Annie, Accreditation Coordinator and manager of ADP, and Kate Anderson,
manager of In-Home Services, to confirm and document standard processes and procedures. Refresher
training will take place in Mar-April and testing in early May.
Prospective Analysis will also be carried out at SH sites. This will serve primarily as a tool to ensure that
whatever responsibility over monitoring a client’s medications, is tracked over a 2-3 month period. This
will be started towards end of Q4, in time for our Accreditation survey.
PROGRAM HIGHLIGHTS

HOME FIRST (including CCAC Supportive Referral)
th
Home First initiative launched at Rouge Valley Health System (Ajax & Centenary site) on December 20 .
The aim of the initiative that is supported by CE LHIN is to reduce the ALC designations in hospital;
thereby, make available necessary supports (CCAC as well as CSS) of up to 6 weeks of free services
post-discharge. Clients will be transitioned down over this time.
2010 BOP Q3 Report: Gurprit Matharu
Pg. 1 of 4
Home First philosophy supports the fact that patients who have successfully become stabilized from their
acute medical crisis, should return home either a) rehabilitate back into the community with sufficient
supports in place; or b) if supports have been accessed and still are insufficient to meet needs, then
explore options for long-term care planning. Once a patient enters the hospital system (either admitted or
seen in ED), CCAC and hospital (through their client database systems) are “alerted” that a client, who is
75 +, with 2 or more of 4 risk categories (cognitive impairment, recent fall, Ed use or hospital admission, lives
alone/no caregiver) are engaged with the on-site CCAC Case Manager who will begin the process of
dialoguing with the client. Through the CCAC engagement, if it is evident that a client may benefit from
CSS services, a referral for early engagement is sent through to the Enhanced Care Coordinator
(TransCare staff) who is based at the hospital. TransCare has been designated the Lead Agency and
referrals made for Enhanced CSS hours will follow a roster of 5 other CSS Agencies in Scarborough,
including TransCare.
There has been significant planning, preparation and education to spread the philosophy of Home First.
This education will also be spread across the Scarborough Agencies to ensure that our representatives
demonstrate knowledge and support our service plans with the same philosophy.
The role of the Enhanced Care Coordinator in the hospital is to be engaged with patients prior to
discharge and to have a collaborative link with CCAC and the hospital interdisciplinary team.
Assessment is made and together with the client, a service plan can be established. Once a client is
returned back to the community, he is reassessed with a plan to transition from free services to paid
services. The roll of following clients in the community, as well as assisting the CCAC Community Case
Managers with making referrals to CSS will be carried out by the Supported Referral Coordinator who will
be based at the CCAC office. TransCare, again, is the Lead for this role and this position has not yet
started.
th
The Scarborough Hospital will be launching on February 7 and more updates will follow in the next
report.
Units

Period
Q1
Q2
Q3
Q4
CLIENT INTERVENTION SUPPORT & HOME AT LAST
General
• Home Visits were escalated down during the month of December, due to the fact that Jeannie
was to fill the role of ECC and orientate to that role. HAL coverage was the main focus.
Clients
•
Staff
•
•
•
•
Job Posting was made for CIA – 3 new staff were hired.
o Lucy De Matos (new HAL Coordinator)
o Shawn Cadieux (new CIA Coordinato, also providing back-up HAL functions)
o Christine Trollope (new ECC Coordinator who will be based at Rouge Valley Centenary
site)
Jeannie Huan (former HAL Coordinator) was deployed to fill Home First Enhanced Care
Coordinator Role for Rouge Valley and will then be moved to The Scarborough Hospitals
Dione Romero (current CIA Coordinator) will be deployed to CCAC to fill Supported Referral
Coordinator
All staff are going through transition and learning
Partnerships
• Have only strengthened as we are working closely with CCAC as well as hospital teams
Promotion
• HAL Promotions have not been scheduled for the month of November and December.
.
2010 BOP Q3 Report: Gurprit Matharu
Pg. 2 of 4
Units

Period
Plan
Actual
Q1
948.00
925.00
Q2
948.00
1024.00
Q3
948.00
747.00
Q4
SUPPORTIVE HOUSING – 17 BRIMLEY
General
• There has been an increase in needs for several cognitively impaired clients. Family’s role is not
supportive to the Program, in some instances, and family team meetings needed to be pursued to
discuss client needs. While 1 client issue was resolved (he was placed into Retirement Home),
others remain outstanding.
Client
•
Infestation issues somewhat lower.
.
Staff
•
•
PSW staff on WSIB Modified Duties has been transitioned to full duties.
Christmas (STAT) Holidays were reduced to one staff per shift. (cost-save!)
Partnerships
th
• CE CCAC Diabetes Self Management 6-week Workshop October 25 – November 29 , 2010
• 10 clients completed the course and feedback was very positive
• A Staff dedicated session (the full course) will also be looked at in the future for Chronic Diseases
as well as Diabetes.
Promotion
• N/A
Units

Period
Plan
Actual
Q1
3489
3770
Q2
3489
3643
Q3
3489
3280
Q4
SUPPORTIVE HOUSING – 120 TOWNHAVEN
General
• No significant changes to report.
Client
•
Clients have continued to transition from CCAC services to SH. No issues have resulted from
this transition and CCAC has been cooperative with relaying client need information. Turns out,
that clients are far more satisfied with SH services, than they were with CCAC services, due to
the availability and flexibility of having access to on-site staff.
Staffing
• Unchanged
• Due to the nature of the Program and the partnership with Carefirst Chinese-speaking staff, we
were not able to reduce the number of staff on shift for the STAT holidays.
Partnerships
• CE CCAC Self Management 6-week Workshop ran from September 20 – November 1, 2010.
2010 BOP Q3 Report: Gurprit Matharu
Pg. 3 of 4
Promotion
• n/a
Units

Period
Plan
Actual
Q1
2127
2059
Q2
2127
2383
Q3
2127
2439
Q4
2127
FRIENDLY VISITING & TELEPHONE REASSURANCE
Nothing new to report for FV clients - CIA Program Coordinator continues to assess clients and debriefs
Volunteer Coordinator of the client’s needs for match to take place. The Volunteer Coordinator and CIA
continue to work together to resolve disconnect between client’s needs and volunteer issues.
Units
Period
Plan
Actual
Q1
1449
1768
Q2
1449
1188.50
2010 BOP Q3 Report: Gurprit Matharu
Q3
1449
965.0
Pg. 4 of 4
Q4
2010 – 2011 Manager Program Report – 2
MANAGER RICHARD PITTER
BOP DELIVERABLES
OCSA staff recognition month

OCSA Transportation Service Day October 11, Home Maintenance October 15,

To accommodate our busy schedules, the decision was made to carry out staff recognitions in
December.

PROGRAM HIGHLIGHTS

TRANSPORTATION
Units
Period
Plan
Actual
Q1
5930
5278
Q2
5930
5457
Q3
5930
5505
Q4
The Transportation program continues to run smoothly. The units have increased slightly since the last
report; however, the general activities have remained almost unchanged. A combined total of 5505 units
were accomplished this quarter.
Vehicles
We now have in our possession a much needed 2011 Sprinter, made possible with funds secured
through The Trillium Foundation. It is a superb vehicle that has the capacity to accommodate 11
passengers. The elevated ceiling provides for ample headroom and the retractable step and wide
platform offers tremendous foot support, and is excellent for users with balancing issues.
Scarborough Ride Consortium
Activities in the consortium has remained neutral, referrals received has remained steady.
The Consortium completed a brochure and is currently working on a video in which two of our clients will
be featured.
Staff
On December 16, Transportation staffs were treated to a wonderful night-out (dinner and gifts) in part as
recognition for their outstanding commitment to the Agency and the Program throughout the year.
2010 BOP Q3 Report: Richard Pitter
Pg. 1 of 2

OUTDOOR MAINTENANCE
Activities
All is well in the Outdoor Maintenance Program, there are currently 200 clients actively using the service.
The weather has been exceptional up until the latter days of December, when we experienced our first
couple days of noteworthy snowfall. However, our phone lines were kept quite busy with pre-snow
clearing registrations for the anticipated snow season.
Prior to our first snow fall in December, the mild weather provided for an extended fall season. Leaf
raking and yard cleanups were still in demand until mid November.
2010 BOP Q3 Report: Richard Pitter
Pg. 2 of 2