Business operational plan – quarterly report – Jan, Feb, Mar

TransCare Community Support Services BOP Q4 Report Pg. 1 of 3

Date: April 27, 2011 To: Board of Directors From: Management team Re: Business operational plan – quarterly report – Jan, Feb, Mar The next page provides a visual of our planning framework. The table below shows where report highlights in this report fit within this framework.

Goal Objective Plan/subplan Key Q4 Deliverable Report Page

Lead with a culture of client care

Improve quality of care BOP InterRAI CHA assessment 1

Foster a positive worklife and volunteer experience

Provide clear expectations and feedback BOP Performance appraisal

Integrate and strengthen operations

Build operational platform to support growth

BOP Client safety and health & safety policies.

Manage risk Control costs and reduce expense

BOP/Quality & Risk subplan Trillium application

BOP/Quality & Risk subplan

Leasing out lesser-used owned space

Appendix 1 Q1-4 deliverable status Appendix 2 Program reports

KEY Q4 DELIVERABLES

Lead with a culture of client care

InterRAI CHA

InterRAI assessment instruments were developed to provide a common framework and language for assessment the health status and care needs of community-dwelling frail elderly. CCAC care coordinators use the InterRAI HC to evaluate their senior clients to determine their care needs in supporting them at home or assessing eligibility for long-term care admission. InterRAI use as a common tool provides system benefit by providing a growing body of comparable research and resource allocation decision-making data. InterRAI use by individual organizations additionally by providing a comprehensive and validated tool for assessing and monitoring individual client health status over time. The interRAI CHA was developed for community-based organizations. Up until now, there has been no funder support for interRAI implementation (training or software) for community organizations. Some money has just now been made available for some training across the sector. TransCare made a strategic commitment to the interRAI over a year ago, and invested in staff training and established implementation goals. As planned, interRAI CHA assessments have been conducted on all current SH clients who were receiving high intensity services – those who were receiving at least 2

STRATEGIC PLAN 2010 2011 2012

CLIENTLead with a culture of client careRespond to population priority needsImprove quality of careImprove client safety

LEARNING & DEVELOPMENTFoster a positive worklife & volunteer experienceProvide clear expectations and feedbackProvide training opportunitiesImprovet communication and recognition

INTERNAL BUSINESS PROCESSESIntegrate and strengthen operationsLaunch new brand; strategy; vision, mission, valuesBuild operational platform to support growthMake our values concrete

FINANCEManage riskControl costs and reduce expensesContinue to invest in quality and complianceIncrease productive enterprise revenue

BUSINESS OPERATIONAL PLAN (BOP) Q1 Q2 Q3 Q4

Respond to population priority needsImprove quality of careImprove client safety Provide clear expectations and feedbackProviding training opportunitiesImprovement communication and recognitionLaunch new brand; strategy; vision, mission, valuesBuild operational platform to support growthMake our values concreteControl costs and reduce expensesContinue to invest in quality and complianceIncrease productive enterprise revenue

SUBPLANS

Program OutcomesClient Safety Plan & Falls StrategyTraining PlanCommunication PlanEthical Decisionmaking FrameworkQuality & Risk PlanStaff Safety Plan – OH&S programsEmergency Plan – Agency; Depts

QUARTERLY REPORTApril, May, June

Highlights

Appendix 1: Activity summary & status

Appendix 2: Program reports

Strategic and Operational Plan Linkages

QUARTERLY REPORTApril, May, June

Highlights



QUARTERLY REPORTOct, Nov, Dec

Highlights



QUARTERLY REPORTJan, Feb, Mar

Highlights




essential services, requiring daily visits such as medication reminders or security checks. The 60% target set was achieved as this wave of assessments focused on all

high need clients. The next wave will then focus on conducting InterRAI CHA assessments for all current SH clients.

Congratulations to Gurprit and her team!

Foster a positive worklife and volunteer experience

Performance appraisals

Last year our goal was to ensure that all staff had a performance review. This was accomplished but it took longer than we wanted to be able declare the job done. Some people had their review for the previous year in Q3 of the following year. This year our goal was to decrease the elapsed time. The performance reviews are for the period of this reporting BOP year (Apr 2010 – Mar 2011). The review process kicked off in early March and our status is as follows.

Dept Total 1 Completed Outstanding N/A Finance & Admin 9 9 Community Progs 12 2 12 Transportation 9 9 Integrated Care 21 3 14 2 3 In-Home Services 135 60 60 15

1

Not including supervisors or managers who are scheduled for July.

2

Adult Day Program, Community Dining & Recreation, Meals on Wheels, Volunteers

3

Home First, Home at Last; Client Intervention Support, Supportive Housing

We expect to be able to declare the job done in Q1 the new 2011-12 year.

Integrate and strength operations

Safety policies

A complete set of our new client safety policies and revised health & safety policies, developed over the Sept – January period, were distributed to all staff.

Client Safety Health & Safety Client safety planning & reporting Health & safety Disclosure of adverse events Discrimination, harassment, violence Home safety risk assessment Required health & safety practice Identifiers Quality improvement – incident reporting Hand washing Reduce your risk – three simple things Higher risk client identification Prevent falls Not seen, not found Prevent musculoskeletal injury Medication management Client handling – do it safely Influenza vaccination Stop the spread of germs Hazardous substances Fire Allergies Smoking Bedbugs Work refusal Preventive maintenance Emergency plan


The new health & safety policies reflect:

• management team effort over the winter to

o examine and prioritize risks on an agency and departmental basis o present policies and procedures in a way relevant to our workplace and

• staff input through Joint Health & Safety Committee or which came up during other forums such

as surveys and training, eg violence

Control costs and reduce expenses

Trillium application

An application was submitted to the Trillium Foundation requesting $65,600for the purpose of:

• Replacing our existing, inefficient air conditioning and electric heat baseboard units with new energy efficient 17 seer air conditioning units with gas heat and economizer.

• Replacing shingle roof and flat roof areas, metal flashing and firewalls. The(roof is 27 years old

and leaks during heavy rain and snow accumulation.

• Purchasing and installing a natural gas powered generator with 10 circuit transfer switch/battery backup-power for computer servers and telephone system. The area our building is located in experiences frequent power outages.

Leasing space

The strategic affiliation with Walking Mobility to provide scheduled onsite specialized footcare was leveraged into a commercial relationship whereby Walking Mobility to lease space from TransCare for a full-scale, permanent clinic. In addition to providing convenient access to footcare services for TransCare clients and staff on a fulltime instead of periodic basis, this would have the additional benefit of lease revenue. Note: Subsequent to this reporting period, there have been further developments which are being presented at the May 03 meeting.

Quarterly deliverables

See appendix 1 for status of deliverables from Q1-Q4.

Program highlights

See appendix 2 for news about:

- recruiting required to accommodate Home First referrals (Kate Anderson) - the successful implementation of Home First at three hospital campuses (Gurprit Matharu) - recruitment and process improvement (Annie Lotz) - information and file management improvements (Sam Luu) - three new vehicles from the Nissan Foundation, and a significant decrease in vehicle insurance

(Richard Pitter)

Appendix 1

Quarterly calendar: Progress to date

TransCare BusOpPlan Deliverables by Quarter Pg. 1 of 2 Rev Date: 2011-04-27

Quarterly Calendar For All Plan Deliverables

QTR Deliverable Resp. Status

Q1

Apr - Jun

Define program outcomes Client communication/recognition Seniors month June Strategic plan cascade: mission, vision, values Documented perf reviews for all staff Refresh community needs assessment Develop 3 year strategic plan Business operating plan Board confirmed linkage of stratplan & BOP Develop quality & risk plan Contract management policy TransCare website (note that HCS website was sched. Home Care Supplies website follow the TC website) Identify outreach lead and extended team Confirm ethics code of conduct Letters patent – objects review Bylaw review Board policy review Develop adverse event disclosure policy Confirmation of IMS as emergency plan framework Develop client safety plan and falls strategy Revise performance review templates Develop training plan 3 client newsletters 1 staff newsletter 1 volunteer newsletter Develop staff safety program (OH&S) including violence & harassment Staff safety (OH&S) training: supervisors; staff General agency brochure Volunteer recognition – Volunteer Week April Quarterly calendar for all plan deliverables

Each prog mgr Each prog mgr Each mgr Each mgr Odette Odette Odette Odette Odette Odette Sam Sam Gurprit, Annie Gurprit, Annie Annie Annie Annie Annie Annie Annie Annie Annie/all Annie Annie Annie Annie Annie Annie Annie Annie

Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Q2, Q3, compl Q2, Q4, 11-Q3 Completed Completed Completed Completed Completed Q2, Q3, compl Completed Completed Completed Completed Completed Completed Completed Completed Completed Completed Q2, Q3, compl Completed Completed

Q2

Jul - Sep

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

All Odette Kate Richard Kate, Annie Sam 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 Deferred 2011 Q3, completed Completed Completed Completed Completed Q3, Q4 11-Q2 Q2,Q4, 11-Q2 Completed Completed Completed Completed Completed Completed Completed Completed Q3, completed By Q4 - comp Completed Completed Completed Q4 - comp Completed

TransCare BusOpPlan Deliverables by Quarter Pg. 2 of 2 Rev Date: 2011-04-27

QTR Deliverable Resp. Status

Q3

Oct - Dec

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

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

Completed Completed Q4 - deferred Completed By Q4 Completed Completed Completed Completed Completed Q4 Q4 -- Q4, 11-Q1 Completed

Q4

Jan - Mar

Q3 BOP report Revise dept emergency plans Measure outcomes United Way program reports & success stories 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

All Each mgr Each prog mgr Annie, Kate, Richard, Gurprit, Sam Annie/all Gurprit, Annie Supervisors Annie Annie Annie/all Annie Annie

Completed Completed Completed Completed 11-Q2 Completed Completed CS in 11-Q1 Completed Completed Completed Completed

By Q4

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)

Odette Each mgr Gurprit Gurprit, Annie Gurprit Each mgr Annie/all Sam Annie

Completed Completed Completed Completed Completed Completed Completed Completed Deferred as part of vol training

To be deferred to 2011-12 plan:

Deliverable Due Home Care Supplies website Q3 HR policy review Q2 Contingency plan for loss of contract Q2 Finance policy review Q2 Client satisfaction survey – telephone component Q1 Process mapping Q2

Appendix 2:

Program Reports:

• Kate Anderson • Annie Lotz • Sam Luu • Gurprit Matharu • Richard Pitter

2010 BOP Q4 Report: Kate Anderson Pg. 1 of 2

2011 – Manager Program Report – Q4

MANAGER KATE ANDERSON BOP DELIVERABLES n/a PROGRAM HIGHLIGHTS In Home Services: Client

• 1201 Clients have been satisfied with their services. • There was an incident where two workers provided service for a client, it was a onetime request .

on the 23/02/2011 On the 13/03/2011 the client’s daughter in law reported that while TransCare workers were in the home one of them smoked and caused a Huge burn in the clients mattress while making the bed . Trans Care workers that provided service to this client are non smokers Incident is being followed.

• Workers were presented with situations where it was necessary to call their supervisors on different occasions when clients refused to have them call 911 for assistance

• There were several reports from workers that they have come across clients who have fallen (while they were not present in the homes) however these clients often have falls included as part of their presenting diagnosis.

• There have been increased incidents of ‘Not Found Visits’ (NFV) but the clients were always found to be safe on follow-up.

• Clusters Care & Contracted Supportive Housing Programs: CCAC cluster sites have been settled, there was only a few clients that refused to make the move and remained with TransCare. There has been no significant increase in the numbers of clients being server at these /sites buildings we are serving .

• 65 Greencrest Circuit • 238 Bonis Avenue • 1250 Bridletowne Circle • 17 Brimley Road • 100 Echo Pt. • 3 Glamorgan Avenue • 2121 Kingston Road • 3379 Lawrence Avenue East • 1470 Midland Avenue • 4725 Sheppard Avenue • 39 Parkcreast Drive

• Supportive Housing contract -2950 Lawrence Avenue East (59) clients): In this report there has been no incident or complaint, the previous incident has been investigates and settled with letters of reprimand to the workers involved .

• Home at Last (HAL) Program: This program continues to meet all expectations

Staffing & Training:

2010 BOP Q4 Report: Kate Anderson Pg. 2 of 2

Training remains a priority for the department. Workers received training in different areas of their practice . There were six sessions delivered between January 11th 2011 and March 15th

2011 along with different sessions on agency policy and procedure in preparation for Accreditation.

There was a significant increase in recruitment this quarter due to an increase in volume from the HAL and the Hospital First initiative .

Units of Service: Homemaking Contracted Services (CCAC) & Private Pay Clients:

Units Period Q1 Q2 Q3 Q4

Plan 21,000 21,000 2100 2252 Actual 19,253 19,475 21109

Quality Home Care & Home Help – Private Pay Clients:


Plan 2,824 2,824 2824 3647 Actual 3,309 3,730 3861

Respite Care – Private Pay Clients:


Plan 2,668 2,668 2668 5447 Actual 3,908 5,402 6925

Supportive Housing -2950 Lawrence – City of Toronto Contract:


Plan 3,647 3,647 3647 1277 Actual 3,640 3,680 3684

TOTAL IN-HOME SERVICES – ALL PROGRAM UNITS:


Plan 26,472 25,550 Actual 30,109 32,286

2010/2011 BOP Q4 Report: Annie Lotz Pg. 1 of 3

2010/11 – Manager Program Report – Q4

MANAGER ANNIE LOTZ PROGRAM HIGHLIGHTS In addition to a hot meal and snacks, every day includes: current events discussion; exercises; a morning program and afternoon program with different content and focus. Additionally, special programs are planned each month. January

- We celebrated Martin Luther King Day with a discussion on his plight and an in-depth documentary of his role in the Social Revolution. We also had a bowling outing (more active clients go bowling and the remainder stay for a normal program day).

February

- With help for other staff members in the agency we were able to put on a great celebration of Chinese New Year. It started off with a presentation on Chinese New Year, followed by readings and handouts of the Chinese Zodiac 2011. Next we had a Tai Chi Demonstration by Ted with staff and client participation.

Menu Won Ton Soup Fried Rice Fried Noodles Stir Fry Veggies Broccoli Beef Deep Fried Fish with Sweet and Sour Sauce Chicken with mushroom and other Veggies Roasted Pig We ended off the day with a calligraphy class led by Fion. The clients wrote their Chinese names out assisted by staff

Nutrition Month Awareness with a presentation on nutrition, exercise, and living healthy. March

St. Patrick’s Day with a presentation/trivia program and painting in the afternoon. Greek Independence Day with a presentation and then a party and dance in the afternoon. And another bowling outing for our keen bowlers.

Units Period Q1 Q2 Q3 Q4 Total Var

Plan 905 905 905 905 3620 -2.1% Actual 882 904 885 851 3544


COMMUNITY DINING & RECREATION While Community Dining has not been identified as a standard Home First option, one Home First client has been referred to the program is enjoying it very much. 55 programs (consisting or lunch or dinner plus recreational activities) were offered during the 62 working days this quarter. A typical month looks like the one shown to the right. Special programs included: Januarytheir funniest hat and there were prizes

– Funny Hat Day where the seniors wore

Gift Exchange Day was introduced this month. It was a big hit and will be held again in May. February

– Valentines Day celebrations with many, many draw prizes and Chinese New Year where we had Chinese Dancers come in at two locations.

March

– Ugly Tie Day and a Bonnet Day where the seniors once again wore their creations and got prizes. We celebrated St. Patricks Day at several locations, including a Leprechaun Lunch. We also had a Pizza Day lunch which is a popular alternative every now and then to the standard hot, and healthier, meal.

MEALS ON WHEELS

Good news

We have been successful in recruiting more volunteers -- 5 new drivers including a volunteer to replace a paid driver for frozen meal delivery (a cost-cutting measure success that has been hard to achieve). We have provided service to an increasing number of Home First clients.

Issues

There were some volunteer comments from volunteer satisfaction survey that they don’t have enough space to pack meals in Sheppard Terrace kitchen. Ambrose spoken to the kitchen manager in Sheppard Terrace and they had setup 2 folding tables for volunteers use. There was an unusual number of food source provider problems this quarter: cockroach found inside a puree vegetable meal (Bendale); some shards of wood in a portioning bin containing carrots (Bendale); some wire found in a meal (Sheppard Terrace). The first two were identified by us onsite; however, the third was identified by the receiving client. All situations have been thoroughly addressed with the suppliers.


Units Period Q1 Q2 Q3 Q4 Total Var

Plan 19913 19913 19913 19913 79653 +3% Actual 20230 19736 20845 21142 81954

VOLUNTEERS

Good news

We started 5 new volunteers for Meals on Wheels, 1 for Community Dining and Recreation and 4 for office administration. We nominated six volunteers for the Ontario Volunteer Service Awards (OVSA) which were held on March 29 in Scarborough. This is a great forum to show our volunteers that we recognize and value their contribution. We participated in a two-day Volunteer Fair at Seneca College (one day at the York Campus and one day at the Newnham Campus). We had the most registration among the participating agencies (39 people). Our own volunteers had helped create the display board which generated great attention during the two day volunteer fair. Most students stopped in front of our display board requested information about placement related to office administration work opportunities. We now have an email distribution list which will be updated every month. This list covers all the new volunteers and those existing volunteers who have an email account. To date, we have 80 volunteers who we can reach by email and are still in the process of updating the list. So far, this list has helped:

• Shorten the collection of volunteer hours from 2-3 weeks to 1 week (FV/TR) • Easy contact and quick response from the volunteers • Easy monitor the process of volunteer application (registration and follow up) • More effective communication with volunteers

We have made a number of other procedural improvements: • Updated forms for: volunteer registration; volunteer contact information update; program planning

and evaluation; participation survey (workshop, service and information session). • A system for volunteer training program (planning and documenting). • For Friendly Visiting program, we standardized our service by requesting volunteers have badges and

sanitize their hands before and after each visit. (Half of the volunteers have received the sanitizer and took the picture for their ID, and we have collected signatures from all those who received their badge and sanitizer).

• Revised volunteer application process from the point of when we receive a voice message:

Phone/email Screening Interview Documents Collection follow up taking picture, make badge register volunteer in CIMS pass to Program Coordinator

• Systemized volunteer application management procedure. Generally, when we receive a voice

message, a returning phone call will be made the very next day. For email, we respond within the same day. Through the email / phone call, we do the initial screening see if the applicant is a good fit for our agency. After the phone/email screening, an interview will be set up within a week time. For those who do a background check through the website, a follow up email or phone call is usually made a week after the interview. For those who take the general police check, a phone call or email is made 6 weeks from the interview date (generally, a police check takes 6-8 weeks to come back).

Issues

Unfortunately two our OVSA nominees were duplicates. Fortunately, the volunteers enjoyed the “double” attention. To prevent a reoccurrence of this problem, however, we have set up a new system for tracking this as well as cleaning CIMS records.

2010 BOP Q4 Report: Pg. 1

2010 – Manager Program Report – Q4

MANAGER: SAM LUU PROGRAM HIGHLIGHTS

FINANCE & ADMINISTRATION PAD (Preauthorized Debit still in progress.) File management – Restructuring the hard copy filing system is in progress. A 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.

Client Files Audit – The Business Manager is responsible for auditing client files regularly to ensure information input into the CIMS 4 Windows database is accurate. Files were audited starting February 8th

Performance Appraisals – Except for the Business Manager, all Performance Appraisals was completed handed into the HR Department for filing.

for a 2 week period. A schedule has been set up to audit files every 5 weeks.

Home First Program – The Business Manager worked in cooperation with the CIA Team to setup the Home First Program in the CIMSHR 4 Windows database and showed staff responsible for entry into the database how to ensure services scheduled by the CIA Team were entered accurately and timely.

CIMS 4 Windows Restructuring – The Business Manager worked in cooperation with the Director of Programming to cleanup CIMs as well as discontinue categories no longer needed and add new categories if needed. Meetings were setup with the program managers to take a look at current information and either keep, or discontinue what was not needed. Great strides have been made to undertake this restructuring but it is an ongoing process.

HOME CARE SUPPLIES

Arranged with Tena (SCA) to meet with the CIA team and HCS backup (Ahynna) to enhance product knowledge. Information sessions will be planned for our clients and buildings in the next 2 quarters.

Input in the development of product awareness kit to assist in forming new client base. Approached Tena in providing sponsorship for hospital advertisement. Construction of HCS website underway with Managhan Design Solutions

Units

Period Q1 Q2 Q3 Q4 2009-2010 Actual $93,884 $102,887 $106,952 $100,541 2010-2011 Budget $102,500 $102,500 $102,500 $102,500 2010-2011 Actual $107,522 $112,663 $106,240 $103,662

Total sales for the year 2010-2011 is $430,087 comparing to $404,263 for 2009-2010, a 6% increase. Bravo, Alex!

IT Due to increased staff and CIMSHR usage, we experienced user licenses limitation but was able

to resolve the issue. Planned to upgrade to MS Sequel server to accommodate our ever increasing needs in data management next July.

2010 BOP Q4 Report: Pg. 2

BUILDING

Routine Maintenance included: • Monthly building inspections: all is well and in order. No safety concerns were noted. • Adjustment was made to the heating system to accommodate comfort level. • Regular replacement of light bulbs. • For correct ergonomics, keyboard trays were adjusted. • As per fire regulations, semiannual replacements of smoke detector batteries were

completed. • Repaired lower level kitchen faucet. • Cleaning of ice and snow to prevent slips and falls. • Installed bulletin boards and replaced broken ceiling tiles.

Final quotes were generated and submitted for approval for the replacement of the roof, the HVAC units and the installation of a gas generator.

Two rooms on the upper level were converted into one to accommodate the Home First program.

Updated alarm system to include new codes. Meeting room were arranged and organized to accommodate meetings and training sessions.

2010/2011 BOP Q4 Report: Gurprit Matharu Pg. 1 of 4

2010/11 – Manager Program Report – Q4

MANAGER GURPRIT MATHARU BOP DELIVERABLES . Implement interRAI CHA for 60% of Supportive Housing High Needs Clients The interRAI CHA assessments were conducted on all current SH clients who were receiving high intensity services – those who were receiving at least 2 essential services, requiring daily visits such as medication reminders or security checks. The 60% target set out in year 1 of the 3-year Strategic Plan was achieved as this wave of assessments focused on all

high need clients. The next wave will then focus on conducting InterRAI CHA assessments for all current SH clients.

Implement Care Plan Management for Supportive Housing Care plans are in place at SH, and they are used to document on a daily basis all aspects of client care that has been provided, and is in keeping with what the client was originally assessed to need and any updates to those changes. These ticksheets are kept at SH sites, in binders that are alphabetized as per client’s surnames for the active month and then kept in the client’s file. Prospective Analysis: Medication Assist The task of a Prospective Analysis was taken on from the standpoint of SH delivering a medication reminder service for clients who need that level of assistance. A strong focus of ensuring that SH practices are in keeping with Accreditation standards is around medication reminders and was flagged as one that perhaps needed attention from our primer survey. A tool was devised to track the duration and intensity of the medication reminders. Once a client becomes active in SH, if it is identified that this client would benefit from daily medication reminders/monitoring, this becomes part of the client’s care-plan which is also set as a daily priority for staff. This aspect of delivering this level of support impacts daily scheduling, emergency planning as well as evidence that there is a method put in place where staff are able to capture when errors/omissions have occurred. This tool is used to ensure that client’s have received their meds on a timely basis. Over time, it is possible to see when the number of clients that are monitored for medications are impacted. Staff uses this tool to document and follow-up, if necessary, in instances when a client’s record shows inconsistencies. This tool was implemented in Q4 and the final analysis/report will be compiled in Q1 of 2011/2012 year, and will include an evaluation. PROGRAM HIGHLIGHTS

HOME FIRST (including CCAC Supportive Referral Coordinator)

Units Period Q1 Q2 Q3 Q4 69

Home First, as of February, was fully implemented in all 3 Scarborough Hospitals (Rouge Valley Health System – Centenary; The Scarborough Hospitals – General and Birchmount Campuses). By March 31st

, there were 165 total notifications (referrals) from CCAC to engage TransCare’s Enhanced Care Coordinators to assess patients in hospital who could benefit from receiving enhanced services. However, only 69 of these clients agreed to accept these services. The Enhanced Care Coordinators have solidly built relationships between CCAC and hospital teams and this was a huge achievement, in the eyes of Community Support sector, to be part of the hospital system.


The implementation phase of rolling out Home First had ended by end of February. Senior Managers are now focused on TRAC (Route-Cause Analysis) and Sustainability meetings, which identify and analyze “failures” in the system or process of how Home First was envisioned in the patient’s hospital journey. Another key role identified by CELHIN, is a new position -- the Supportive Referral Coordinator. TransCare CIA Coordiantor Dione Romero, will work directly out of the Scarborough office of the CE CCAC and be the Community Support “system navigator” to the CCAC Community Case Managers and provide follow-up with clients referred to her. This role is still in orientation phase and by May, will also be fully operational. While TransCare CIA department already achieved excellent professional relationships with CCAC Case Managers, this role will not entail a great element of unfamiliarity.

CLIENT INTERVENTION SUPPORT & HOME AT LAST

• Recruitment of 2 new CIA staff to fill the shoes of HAL Coordinator and CIA Coordinator. General

• Recruitment also of 1 new staff person who moved into the Home First Enhanced Care Coordinator role.

• Former HAL Coordinator, Jeannie Huan, moved into the Enhanced Care Coordinator role when the initiative first launched in Rouge Valley Health System on December 20th

, 2010.

• Clients continue to see the benefit from having consistent case management and follow-up support through HAL and CIA.

Clients

• With the recruitment of new staff, a large portion of January and February entailed orientation to the various roles that CIA is responsible for. For this reason, direct client interventions were lower, compared to previous quarters. The new staff have very quickly gained an appreciation for the vitality of their roles and identified themselves as being a key player within the Agency, as well as in our partnerships among the other CSS organizations. The new staff quickly familiarized themselves with their roles and they have successfully passed their probationary statuses.

Staff

• With the new Home First partnerships, there entails a greater response and duty to ensure client safety and well-being. While the Lead is responsible for overseeing this, there is a greater need for reinforcing that our partnering organizations are key players in ensuring that clients under their care, for extended periods, are monitored and reported back to TransCare on a timely basis. Since the complexities of enhanced services are greater than HAL settlement services, collaboration and communication is key to success. We are quite pleased with the level of attention and priority given by our partners towards this new success.

Partnerships

• HAL promotions were also put on hold for the months of January & February. However, by March, the HAL Coordinator, Lucy has started scheduling the community booths at each of the hospitals, going forward.

Promotion


Plan 948.00 948.00 948.00 948.00 Actual 925.00 1024.00 747.00 884.00

SUPPORTIVE HOUSING – 17 BRIMLEY

• A slight drop in units largely due to more hospitalizations and vacation holds this quarter. General

• Superintendent who was great to work with was transferred to another TCHC building; however, one of the Custodians is now “Acting” Superintendent and working relationship is equally great!


• Most challenging, and long-time client of the Program, was admitted to hospital after an incident of overdosing on her insulin. Her confusion has increased; and is now waiting for LTC placement. She already had LTC papers filled in the community and started to become more confused over the past few weeks. She was actively involved with CCAC and TransCare and also had various supports in place.

Client

• There have been less reported cases of bedbugs! .

• Staff completed Accreditation surveys this quarter and a refresher took place on key points of Accreditation. Staff are excited to be part of an organization that places emphasis on quality and standards; however, some still feel that they are separate from the Agency.

Staff

• Increased security issues are again arising in the building. One client/resident has been known to have drug/prostitution activity out of his unit and SH services are being withheld until TPS/TCHC can complete their full investigations. The building has had an increase of unwanted guests sleeping in the stairwells and staff safety is a concern. We have requested for more security monitoring in that building; however, since not enough tenants have come forward to also complain about the unwanted visitors, Toronto Police are not able to follow-up on complaints. This case has been ongoing and causing a lot of discomfort among staff as well as frailer residents. TCHC hosted a security meeting for all residents and was attended by SHBR Coordinator. No further action plan came out of that meeting; however, we are being informed of updates in regards to these issues.

• Attempt was made for medications check and health talk – however, only 5 people showed up. This was also found in the past when events were planned and there would be very little attendance. This attempt may be considered again in the future.

Partnerships

• Annual Tax Clinics with volunteers from Institute of Chartered Accountants were arranged and we look forward to ICAO’s small, but annual donation cheque based on the number of tax returns filed through this volunteer program.

• N/A Promotion


Plan 3489 3489 3489 3489 Actual 3770 3643 3280 2970

SUPPORTIVE HOUSING – 120 TOWNHAVEN

• Actual services surpassed planned units. More clients have become more frail in recent months, who have also required more intervention after being admitted to hospital. Since these clients are SH clients, they are not considered to be candidates for Home First. This is something that will be taken back to the LHIN’s as even those clients who are on SH, who need a consecutive number of hours for care, may not get those services, without SH dedicating and paying for an extra shift dedicated to that one client.

General

• There has been an increase in a few very confused clients who are also becoming quite verbally aggressive towards staff and causing disturbances in the building. Staff are requested not to be confrontational towards these clients. In one client’s case, SH continues to have unsuccess when trying to enlist the help of family to try to intervene when an incident occurs. Instead, they refuse to step in and do not believe when an incident has occurred. We referred the case to one of our partnering CSS organizations, who also speak the same language as the client/family, and their request to meet as a team was refused as “there is nothing to discuss, everything is just fine.” The next steps may be for staff to call mobile crisis and have police intervene.

Client


• WSIB staff person on modified duties now fully documented by WSIB to have recovered and working normal duties.

Staffing

• There are no security issues with staff at these sites and they work very well together. • Staff have been re-educated on the new Incident Reporting protocols and there may seem to a

rise in incidents as we now start to document near misses and Lifeline calls, which before were not captured in an incident report.

• Annual Tax Clinics with volunteers from Institute of Chartered Accountants were arranged and we look forward to ICAO’s small, but annual donation cheque based on the number of tax returns filed through this volunteer program.

Partnerships

• Carefirst staff and Coordinator continue to work well together. Carefirst and TransCare have very similar policies and protocols, particularly for difficult clients. This is when it is important that partnering Agencies show a united front to their approaches to ensuring that staff are not verbally abused by clients and that the Agencies support their right to not face those situations.

• N/A Promotion


Plan 2127 2127 2127 2127 Actual 2059 2383 2439 2732

FRIENDLY VISITING & TELEPHONE REASSURANCE


Plan 1449 1449 1449 1449 Actual 1768 1188.50 965 815

2010 BOP Q4 Report: Richard Pitter Pg. 1 of 1

2010 – 2011 Manager Program Report – 4

MANAGER RICHARD PITTER PROGRAM HIGHLIGHTS

TRANSPORTATION


Plan 5930 5930 5930 5929 Actual 5278 5457 5505 5232

A combined total of 5232 units were made this quarter.

Vehicles

There is a dramatic decrease to our insurance premiums for the coming year; we can attribute the decrease partially to our successful safe driving campaign. Thanks to the Nissan Foundation and Partner Dealerships Agincourt Nissan, Ajax Nissan and Scarborough Nissan, we now have ownership of three new vehicles, 2 Nissan Quest and 1 Altima. The Altima is actually a Hybrid model which should lessen some of the gas expenses.

Scarborough Ride Consortium

Activities in the Scarborough Ride Consortium continue to grow slowly; we’ve noticed a slight increase in referrals, both to and from the program. More than 116 units were accomplished this quarter.

Staff

In March, performance evaluations were completed for all Transportation staff.

OUTDOOR MAINTENANCE

Activities

We had a one of the busiest winter experienced in quite some time. The City received more than the average of 130cm snowfall; therefore our workers were kept busy, not to mention our phone lines. 203 clients are actively using the program. We are currently in the recruitments mode, preparing for the spring and summer seasons. Recruitment materials are being prepared to be sent out to various youth employment centres and local schools.

Business operational plan – quarterly report – Jan, Feb, Mar

Documents

Transcript of Business operational plan – quarterly report – Jan, Feb, Mar