procÈs-verbal de la réunion du conseil d tenue le 3 octobre...

Procès-verbal – conseil d’administration du CASC de Champlain, le 3 octobre 2012

Champlain Community Care Access Centre Centre d’accès aux soins communautaires de Champlain

Head Office

4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8

Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 1422

www.champlain.ccac-ont.ca

PROCÈS-VERBAL

de la réunion du conseil d’administration

tenue le 3 octobre 2012

dans la salle du conseil du bureau principal du CASC de Champlain

MEMBRES DU

CONSEIL :

Michael Ennis

Denise Alcock

Ralph Moxness

Célestin Abedi

Lynn Graham

Diane Hupé

Melody Isinger

Bob Kulas

Barbara Lajeunesse

Anne Noonan

Président

Vice-présidente

Trésorier

ABSENCES

MOTIVÉES :

Colette Rivet

Sherryl Smith

MEMBRES DU

PERSONNEL

PRÉSENTS :

Gilles Lanteigne

Patrice Connolly

Kim Peterson

Deryl Rasquinha

Ashley Haugh

Claire Ludwig

Teresa Rivera-

Mildenhall

Steven Carswell

Directeur général

Vice-présidente, RHDO et Communications

Vice-présidente, Services à la clientèle

Vice-président, Services généraux et Qualité

Adjointe à la direction

Directrice, Qualité et Élaboration de programmes

Gestionnaire, Services à la clientèle

Gestionnaire, Sécurité, Gestion des risques et Agrément

SECRÉTAIRE

DE SÉANCE :

Ashley Haugh Adjointe à la direction

INVITÉS : Colleen Currie

Tom Foreman

Michael Kekewich

Melanie MacDonald

Jeanne Poirier

Shelley Vaillancourt

Elder Mediation International Network

Éthicien

Éthicien

Centre de santé Perley et Rideau pour anciens combattants

Société Alzheimer de Cornwall et région

Société Alzheimer de Cornwall et région

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POINT À L’ORDRE DU JOUR MESURE À

PRENDRE

1.0 OUVERTURE DE LA SÉANCE

Le président, Michael Ennis, ouvre la séance.

1.1 Mot de bienvenue

Michael Ennis souhaite la bienvenue à toutes les personnes présentes.

1.2 Déclaration de tout conflit d’intérêts

Aucun conflit d’intérêts n’est déclaré.

2.0 ÉLECTION D’UN MEMBRE DU CONSEIL D’ADMINISTRATION

Melody Isinger, avec l’appui de Barbara Lajeunesse, propose que le conseil du CASC

de Champlain élise le Dr Célestin Abedi au conseil du CASC de Champlain, qui y

siégera jusqu’à juin 2013.

ADOPTÉE

Michael Ennis souhaite officiellement la bienvenue au Dr Célestin Abedi au conseil

du CASC de Champlain, puis lui présente chacun des membres du conseil présents.

Motion adoptée

10-12-72

3.0 REMISE DE PRIX – MÉDIATION POUR LES PERSONNES ÂGÉES

Le CASC de Champlain et la Société Alzheimer de Cornwall et région ont remporté

le Prix de reconnaissance spéciale du Elder Mediation International Network pour

avoir créé un programme novateur qui soutient les aînés et illustre les bienfaits de la

médiation.

Ce prix vise à reconnaître la collaboration des deux organismes à l’élaboration d’un

programme novateur à l’appui des aînés et de leurs soignants. Dans le cadre de cette

initiative, des médiateurs accrédités auprès des aînés ont aidé 216 personnes âgées

atteintes de démence ainsi que leur famille et leurs soignants à déterminer le soutien

qu’il leur faut pour continuer à vivre chez elles et éviter l’hospitalisation ou

l’admission prématurée dans un foyer de soins de longue durée. Le personnel du

CASC de Champlain compte actuellement deux médiateurs accrédités auprès des

aînés et sept autres membres suivent une formation menant à l’accréditation. Le

programme, qu’on a établi dans les comtés de l’Est, sera offert dans d’autres secteurs

du district de Champlain.

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4.0 BLOC DE RÉSOLUTIONS

Denise Alcock, avec l’appui de Diane Hupé, propose que le bloc de résolutions de la

réunion du conseil d’administration du CASC de Champlain du 3 octobre 2012, qui

contient les motions et les renseignements suivants, soit approuvé tel qu’il a été

modifié :

4.1 Que le conseil du CASC de Champlain approuve le procès-verbal de la réunion du conseil tenue le 4 juillet 2012.

4.2 Rapport du Comité de gouvernance renfermant des renseignements et des mises à jour sur les sujets suivants :

o Recrutement de membres du conseil o Évaluations du conseil o Indicateurs de fonctionnement de la gouvernance o Examen du manuel des politiques du conseil

4.2.2 Que le conseil du CASC de Champlain approuve le calendrier des réunions du conseil pour 2013 :

o Le 13 février o Le 13 mars o Le 10 avril o Le 8 mai o Le 12 juin o Le 11 septembre o Le 9 octobre o Le 13 novembre o Le 11 décembre

4.2.3 Que le conseil du CASC de Champlain approuve la nomination du D

r Célestin Abedi au Comité de gouvernance.

4.4 Rapport du Comité des services à la clientèle, de la qualité et de la sécurité (CSCQS) renfermant des renseignements et des mises à jour sur les sujets suivants :

o Données sur les événements – Identification initiale des tendances o Objectifs de qualité et de sécurité o Mise à jour sur l’agrément o Plan d’amélioration de la qualité et de la sécurité des patients F2012 o Mise à jour sur l’Évaluation de l’expérience des clients et des

soignants o Mise à jour opérationnelle sur les services à la clientèle/Efficacité de

l’accueil o Discussion ciblée sur le contenu de la réunion visant la surveillance

des problèmes liés à la qualité et à la sécurité o Fiche de rendement du conseil o Mise à jour sur la stratégie de levée des listes d’attente

4.5 Rapport du directeur général renfermant des renseignements et des mises à jour sur les sujets suivants :

o Leadership o Opérations stratégiques

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o Relations externes ADOPTÉE

Les points suivants ont été déplacés du bloc de résolutions à l’ordre du jour :

4.2.1 Plan de désignation en vertu de la Loi sur les services en français (passé au point 6.1)

4.3 Rapport du Comité des finances – États financiers (passé au point 4.6) 4.6 Rapport du Comité des finances – États financiers

Pour les cinq mois se terminant le 31 août 2012, le CASC de Champlain affiche un

excédent de 2,3 millions de dollars par rapport à un excédent budgétaire prévu de

688 000 $, ce qui donne un excédent net de 1,6 million de dollars à l’appui des

mesures de viabilité budgétaire.

Nous retirons les contraintes que nous avions mises en place en réponse aux

pressions budgétaires pendant les quatre premiers mois de l’exercice, p. ex. levée de

certaines des listes d’attente et dégel de l’embauche. Nous surveillons étroitement les

dépenses pour assurer un rythme annualisé viable pour 2013-2014.

Le CASC de Champlain continue à servir un plus grand nombre de clients ayant des

besoins plus complexes. Les clients dont le score au RAI se situe entre 0 et 7 seront

adressés directement aux Services de soutien communautaire (SSC). C’est au client

de communiquer avec les SSC. Nous travaillons à la mise au point d’un système de

renvoi et de suivi électroniques pour les clients du CASC adressés aux SSC.

Motion adoptée

10-12-73

Remarque : Sujet d’une

séance future

d’éducation du conseil –

les renvois électroniques

entre le CASC et les

SSC.

5.0 APPROBATION DE L’ORDRE DU JOUR Anne Noonan, avec l’appui de Ralph Moxness, propose que l’ordre du jour de la réunion du 3 octobre 2012 soit approuvé tel qu’il a été modifié.

ADOPTÉE

Motion adoptée

10-12-74

6.0 PLAN DE DÉSIGNATION EN VERTU DE LA LOI SUR LES SERVICES EN FRANÇAIS

6.1. Plan de désignation en vertu de la Loi sur les services en français Depuis que le conseil d’administration a approuvé, en avril 2011, que le CASC

entreprenne les démarches pour obtenir la désignation en vertu de la Loi sur les

services en français, le personnel collabore avec Le Réseau à la préparation de la

documentation nécessaire. Après avoir reçu l’approbation du conseil du CASC, il

faut obtenir celle du Comité de désignation du Réseau, du RLISS de Champlain, du

ministère provincial et du Conseil des ministres de l’Ontario. Ce processus peut

prendre jusqu’à deux ans. Dans la plupart des régions, le CASC mène déjà ses affaires comme s’il était désigné

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en vertu de la Loi sur les services en français. Par conséquent, l’obtention de la désignation officielle n’aura pas de répercussions financières importantes et ne nécessitera pas de changements majeurs des processus. Célestin Abedi, avec l’appui de Lynn Graham, propose que le conseil du CASC approuve le plan du CASC visant la désignation en vertu de la Loi sur les services en français tel qu’il a été présenté et demande la désignation officielle aux termes de cette loi.

ADOPTÉE 6.2 Services en français – Modification du règlement administratif n° 3 Denise Alcock, avec l’appui de Diane Hupé, propose que le CASC de Champlain approuve l’ajout de l’énoncé ci-dessous au préambule des règlements administratifs : En vertu de la Loi de 2011 sur les sociétés d’accès aux soins communautaires, chacun a droit à l’utilisation du français pour communiquer avec une société d’accès aux soins communautaires et pour en recevoir les services disponibles. [2011, chap. 9, annexe 6, art. 1]

ADOPTÉE

Motion adoptée

10-12-75

Motion adoptée

10-12-76

7.0 GESTION DES RISQUES

Le conseil examine le programme et la structure de gestion des risques du CASC de

Champlain.

Au printemps 2011, le conseil a participé à un sondage et à une discussion sur

les risques, qui ont débouché sur la création du cadre de gestion des risques.

À l’automne 2012, on demandera au conseil de prendre part à un sondage à

l’échelle de l’organisme afin de déterminer l’appétit pour le risque du CASC

de Champlain.

Il y aura un cycle annuel de gestion des risques comprenant les composantes

suivantes :

o Appétit pour le risque;

o Évaluation des risques;

o Atténuation des risques;

o Rapports de gestion;

o Planification et changements.

On a élaboré des outils de gestion des risques pour s’assurer d’identifier

justement les risques et les gérer comme il se doit.

La discussion sur l’exposé porte sur les points suivants :

Le CASC de Champlain n’exerce pas le contrôle sur son propre financement

et les fonds peuvent être affectés à certains programmes, ce qui pose toujours

un risque.

En tant que partenaire su sein du système de soins de santé, le CASC de

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Champlain n’est pas toujours en mesure de « gérer » les risques; il faut tenir

compte de cette limite.

8.0 ÉTHIQUE ORGANISATIONNELLE

Le conseil a assisté à un exposé sur la responsabilité en matière de décisions

raisonnables (A4D) : cadre éthique d’établissement des priorités.

Il s’agit d’un cadre de prise de décisions qui permet l’établissement juste des

priorités.

Il repose sur cinq principes directeurs :

o La responsabilité;

o L’inclusivité;

o L’ouverture ou la transparence;

o La vraisemblance;

o La réceptivité.

A4D a été largement utilisé dans les contextes d’établissement des priorités

après les éclosions de SRAS et de H1N1.

L’éthique « nous » oblige à nous demander « pourquoi » - pourquoi

acceptons-nous de nous acquitter d’une tâche et pas d’une autre? Pourquoi

sommes-nous prêts à courir plus de risques un jour qu’un autre?

Il faut s’assurer que le système fonctionne pour le client ou le patient. Dans

certains cas, une décision peut porter préjudice à un certain groupe de

personnes, mais être dans l’intérêt du système.

On discute des questions d’éthique relativement aux listes d’attente.

9.0 FICHE DE RENDEMENT DU CASC DE CHAMPLAIN

On présente la nouvelle fiche de rendement révisée du conseil :

Le conseil a créé un comité chargé de réviser la fiche de rendement.

Celle-ci se fonde sur des domaines prioritaires rattachés aux trois orientations

stratégiques, soit :

o L’excellence de la prestation des services;

o La capacité et le rendement organisationnels;

o Le leadership en matière de soins à domicile et communautaires au

sein d’un système de santé intégré.

La fiche de rendement continuera à faire l’objet d’un examen par les comités

et fera partie de la documentation envoyée au conseil tous les mois. Elle est

également affichée sur le site Web externe avec le reste de la documentation

du conseil.

La somme de 1,47 million de dollars que nous avons reçue du RLISS de Champlain sert à cibler bon nombre des signaux d’alarme figurant à la fiche – efficacité de l’accueil et temps d’attente.

Un nombre plus élevé de clients que prévu dans le budget et un plus grand

nombre de clients ayant des besoins complexes reçoivent des services.

Bien que l’accueil soit efficace, il continue à y avoir une liste d’attente en

raison du nombre accru de renvois. Le personnel de l’accueil a pris plusieurs

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mesures pour augmenter l’efficacité de l’accueil. Il faut maintenant ajouter

des ressources à l’accueil.

Le CASC de Champlain dépasse les objectifs financiers établis dans le plan

de viabilité budgétaire.

Le programme Chez soi avant tout continue à contribuer à la réduction du

nombre de clients nécessitant d’autres niveaux de soins. En effet, la plupart

des clients continuent à vivre chez eux après 90 jours et reçoivent des services

ordinaires du CASC.

10.0 DIVERS

10.1 Questions et commentaires du public

Il n’y a aucune question ni aucun commentaire du public.

11.0 À HUIS CLOS Barbara Lajeunesse, avec l’appui d’Anne Noonan, propose que la réunion se

poursuive à huis clos.

ADOPTÉE

Ralph Moxness, avec l’appui de Diane Hupé, propose que la séance soit levée.

ADOPTÉE

Motion adoptée

10-12-77

Motion adoptée

07-12-81

CONFIRMÉ : APPROUVÉ – VOIR LA SIGNATURE ORIGINALE

MICHAEL ENNIS, PRÉSIDENT

APPROUVÉ – VOIR LA SIGNATURE ORIGINALE GILLES LANTEIGNE, DIRECTEUR GÉNÉRAL ET SECRÉTAIRE DU

CONSEIL

DRAFT

Résultat : PD – Prise de décisions DS – Discussion IE – Information et éducation Orientation stratégique : EPS – Excellence en prestation de services LEAD – Leadership en soins à domicile et communautaires dans un système de santé intégré ORG – Capacité et rendement organisationnels

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RÉUNION DU CONSEIL D’ADMINISTRATION DATE : Le 3 octobre 2012 HEURE : 12 h ENDROIT : Salle du conseil du bureau principal du CASC de Champlain

ORDRE DU JOUR

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12 h – 12 h 05

1.0 Ouverture de la séance 1.1 Mot de bienvenue

1.2 Déclaration de tout conflit d’intérêts

Michael Ennis Michael Ennis

V-B-14

12 h 05 – 12 h 10

2.0

Élection d’un membre pour le conseil d’administration

Sherryl Smith

PD

12 h 10 – 12 h 25

3.0

Remise de prix – Médiation pour les personnes âgées

Kim Peterson

IE

LEAD

12 h 25 – 12 h 30

4.0 Bloc de résolutions (N’importe quel membre du conseil d’administration peut demander qu’on déplace un article du bloc de résolutions à l’ordre du jour ordinaire.)

Michael Ennis

PD

4.1 Procès-verbal de la réunion du conseil d’administration tenue le 4 juillet 2012

PD

4.2 Rapport du Comité de gouvernance IE

4.2.1 Plan de désignation des

services en français

PD EPS

4.2.2 Date des réunions du conseil d’administration pour 2013

PD

4.2.3 Composition du Comité de

gouvernance

PD

4.3 Rapport du Comité des finances – États financiers

IE

4.4 Rapport du Comité des services à la clientèle, de la qualité et de la sécurité (SCQS)

IE

EPS

DRAFT

DRAFT

Résultat : PD – Prise de décisions DS – Discussion IE – Information et éducation Orientation stratégique : EPS – Excellence en prestation de services LEAD – Leadership en soins à domicile et communautaires dans un système de santé intégré ORG – Capacité et rendement organisationnels

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4.5 Rapport du directeur général IE

12 h 30 – 12 h 45

5.0

Approbation de l’ordre du jour

Michael Ennis

PD

12 h 45 – 12 h 55

6.0

Services en français – Modification du règlement administratif no 3

Sherryl Smith

PD

EPS

12 h 55 – 13 h 25

7.0

Cadre de travail pour la gestion des risques

Claire Ludwig

IE

EPS

13 h 25 –

13 h 55

8.0

Éthiques organisationnelles

Tom Foreman

IE

EPS

13 h 55 – 14 h 25

9.0

Fiche de rendement du CASC de Champlain

Deryl Rasquinha

IE

LEAD

14 h 25 –

14 h 30

10.0 Divers

9.1 Questions et commentaires du public

IE

À huis clos

PD

16 h 30 Levée de la séance Michael Ennis

PD

Item 2.0 – Election of Director

MOTION

WEDNESDAY OCTOBER 3, 2011

Champlain CCAC Board of Directors

Election of Director

After a Board recruitment process, the Governance Committee recommends the appointment of Dr. Célestin Abedi to the Champlain CCAC Board until June 2013. Dr. Abedi is filling in the remainder of the term vacated by Abdourahamane Diallo. Per the Champain CCAC By-Laws, he will then be eligible to serve for two terms (three years each) following the initial election.

Moved by:

Seconded by:

Be it resolved, That the Champlain CCAC Board elects Dr. Célestin Abedi to the Champlain CCAC Board until June 2013.

Carried Defeated

Head Office

4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 z Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8

Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 6984

www.champlain.ccac-ont.ca

Memo/Note

To/Destinataire Champlain CCAC Board

Date October 3, 2012

Subject/Sujet Item 3.0 – Elder Mediation Award Presentation

From/De Ashley Haugh, Executive Assistant

The Champlain CCAC is receiving an award from the Elder Mediation International Network (EMIN) at the October 3, 2012 Board meeting. The award is for the creation of an innovative program that supports elders and demonstrates the benefits of mediation. About the Elder Mediation International Network

Vision - To inspire excellence in the practice of Elder Mediation across the world.

The mission of Elder Mediation International Network is:

• To advance the practice of elder mediation across the world as a credible, distinct specialty that promotes dignity, respect and optimal health for all people accessing this service.

• To improve the qualifications and effectiveness of mediators through the development of high standards of ethics, conduct, education, and achievement

Attending the presentation are:

Colleen Currie, lawyer/mediator and a board member of Elder Mediation International Network

Teresa Rivera-Mildenhall, Manager of Client Services, Champlain CCAC Jeanne Poirier, Alzheimer Society -Cornwall & District Shelley Vaillancourt, Executive Director, Alzheimer Society -Cornwall &

District

Item 4.0 Consent Agenda

MOTION



Consent Agenda

For all presentations and reports on the entire agenda (i.e., not just the consent

agenda), presenters have been asked to assume that the Board has read all of the

material in advance. Time with the Board will focus on questions and discussions

rather than repetition of the written material.

Any one Board Member may request that any item be removed from the consent

agenda and moved to the regular agenda for discussion.

By approving the consent agenda, the Board will be approving and accepting the

material on the consent agenda. The minutes of the meeting will reflect that the

consent agenda passed and note all of the items and full motions approved as part

of the consent agenda.

Moved by: Seconded by:

Be it resolved, That the Champlain CCAC Board approves the consent

agenda for the October 3, 2012 meeting.

• 4.1 Minutes from the July 4, 2012 Board meeting (approval)

• 4.2 Report from the Governance Committee

• 4.2.1 French Language Services Designation Plan (approval)

• 4.2.2 2013 Board Meeting Dates (approval)

• 4.2.3 Governance Committee Membership (approval)

• 4.3 Report from the Finance Committee – Financial Statements

• 4.4 Report from the Client Services, Quality and Safety Committee (CSQS)

• 4.5 Report from the CEO

Carried Defeated

Champlain CCAC Board - October 3, 2012

Item 4.1.2 – Report from the Governance Committee PAGE 1

Submission To The Board

Report from the Governance Committee

October 3, 2012 Board Recruitment Welcome to new Board Member Dr. Célestin Abedi. Dr. Célestin comes to the Champlain CCAC Board with a background in primary care and mental health. Dr. Célestin will sit on the Governance Committee. Board Evaluations Thank you to all Board Members for completing the Board evaluations earlier this summer. The Governance Committee has reviewed the results and will be presenting the results along with an action plan for improvement at the next Board meeting. Individual results from the peer-to-peer survey will be shared with you in a confidential manner in the near future. Governance Functioning Indicators In conjunction with the launch of the new Champlain CCAC Board scorecard, which provides an overview of the Strategic Plan, Operating Plan, Work Plan, and Scorecard Alignment for F2012-2013, the Governance Committee is also developing a governance scorecard. The indicators will align with accreditation standards and the proposed Governance Functioning Indicators will be presented on a quarterly basis with the Board, beginning in November, and will initially include:

• Attendance at Board meetings • Attendance at Committee meetings • Regional representation, language and minority/aboriginal representation • Board members complete board evaluation tools • Board members receive feedback on performance • Board members participate in education opportunities • Board member participate in orientation

Board Policy Manual Review The Governance Committee is beginning its annual review of the Board policy manual. Updates will be tabled at the November Board meeting. As all Board members are expected to be familiar with the Board policies, we would appreciate any feedback you have on policies by October 17. Please send your comments to Ashley Haugh. If you don’t have a current policy manual, please contact Ashley Haugh. Sherryl Smith Sponsoring Executive Chair Patrice Connolly, VP, HR, OD and Communications

01/10/2012

1

French Language Services (FLS) Designation

Patrice Connolly Vice President, Human Resources,

Organizational Development and Communications

Board of Directors October 3, 2012

Item 4.2.1 French Language Services Designation Plan

Champlain

What is FLS Designation?

Designation is the legal recognition, by the Government of Ontario, of an organization’s capacity to provide services in French, in accordance with the criteria set out by the Office of Francophone Affairs. An FLS Designation signals to the Francophone population that it is possible to obtain services in French at a given location and that the organization has committed to provide services in French on a permanent basis. Source: Office of Francophone Affairs of Ontario

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01/10/2012

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Champlain

Impact of designation The organization :

commits to the process and its Francophone clientele

integrates French language health services delivery practices

transforms its organizational culture and values the efforts of its Francophone professionals and managers

adopts a proactive approach in the provision of French language services

Champlain

• Three components: • FLS Designation Plan (5 Sections)

• List of identified supporting documents (over 80 appendices)

• Human Resources Plan

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FLS Designation Plan Overview

01/10/2012

3

Champlain


SECTION 1

AGENCY INFORMATION

A. HISTORY

B. AGENCY DESCRIPTION

C. ADMINISTRATIVE STRATEGIES

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Champlain


SECTION 2

DIRECT SERVICES TO FRENCH-SPEAKING CLIENTS

A. SWITCHBOARD

B. RECEPTION (OVER THE COUNTER SERVICES)

C. OTHER DIRECT SERVICES

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01/10/2012

4

Champlain

SECTION 3

OTHER PERTINENT SERVICES TO FRENCH-SPEAKING CLIENTS

A. COMMUNICATION STRATEGIES

B. CORRESPONDENCE

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Champlain

SECTION 4

OTHER BILINGUAL INFORMATION

SECTION 5

SUPPORTING DOCUMENTATION CHECKLIST

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01/10/2012

5

Champlain

Next Steps

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Designation plan development and approval

Performed by the organization with support from Réseau planning officer

Requires CCAC board approval

Réseau Designation Committee

Approves the designation plan or makes a recommendation to the organization

Boards of Directors of the Réseau and LHIN


French Language Health Services Office, Ministry of Health and Long-Term Care


Office of Francophone Affairs


Cabinet

Passes a regulation officially designating the organization

December 2012 January 2013

February 2013

March 2013

Process could take up to 24

months

April 2011- October 2012

Champlain

MOTION

• It is recommended that the Board of Directors approve the Champlain CCAC’s plan for French language designation of its services, and request official designation under the French Language Services Act.

Note: As part of the French Language Services Designation Plan, an update to the preamble of the by-laws is required to include a statement related to French Language Services. There is a separate agenda item for the by-law change.

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Item 4.2.1 – FLS Designation Plan

MOTION



French Language Services Designation Plan

Moved by:

Seconded by:

Be it resolved, That the Champlain CCAC Board approves the Champlain CCAC’s plan for French language designation of its services, as presented; and requests official designation under the French Language Services Act.

Carried Defeated

Item 4.2.2- 2013 Board Meeting Dates



2013 Board Meeting Schedule Board meeting dates are approved by the Board, committee dates do not need Board approval. Once approved, a final schedule for the year – Board and Committees – will be sent to Board members.

Moved by: Seconded by:

Be it resolved, That the Champlain CCAC Board approves the 2012 Board meeting schedule: • February 13 • March 13 • April 10 • May 8 • June 12 • September 11 • October 9 • November 13 • December 11

Carried Defeated

Item 4.2.3 – Governance Committee Membership

MOTION



Governance Committee Membership

With the appointment of Célestin Abedi to the Board, he has also agreed to join the Governance Committee. He will join Sherryl Smith, Chair, and Barbara Lajeunesse who are currently on the Governance Committee.

Moved by:

Seconded by:

Be it resolved, That the Champlain CCAC Board approves the appointment of Célestin Abedi to the Governance Committee.

Carried Defeated

Item 4.3 – Report from the Finance Committee – Financial Statements

Page 1 of 5 August 2012

Champlain CCAC

Executive Summary Financial & Performance Results

For the Five Months Ended August 31, 2012

Summary This executive summary covers Champlain CCAC’s financial results for the five-month period ended August 31, 2012.

Financial Results – Summary For the five-month period ending August 31, 2012, Champlain CCAC is in a surplus position of $2.3M, against a budgeted surplus view of $688K, for a net YTD surplus variance of $1.6M against plan. Budget numbers reflect a base increase of $2,368,400 announced by the Ministry of Health and Long Term Care in 2011/12, as well as an additional planning increase of 1.25%, as directed by the LHIN.

FINANCIAL RESULTS:

Five Months Ended August 31, 2012

YTD

Actual

YTD

Budget

YTD

Variance

Variance % of

Budget

2012/13

Budget

REVENUE

Base Funding 82,787,380 83,770,608 (983,228) (1.17%) 196,320,232

One-Time Funding 1,045,783 914,147 131,636 14.40% 1,955,145

BTI 198,985 198,573 412 0.21% 476,574

Other 21,037 43,333 (22,296) (51.44%) 104,000

TOTAL REVENUE 84,053,185 84,926,661 (873,476) (1.03%)

198,855,951

EXPENSES

CHRIS 55,436,136 55,146,766 (289,370) (0.52%) 128,889,348

Non-CHRIS 1,864,827 1,926,545 61,718 3.20% 4,545,604

Internal Therapies 1,570,449 1,755,657 185,208 10.55% 4,133,121

Case Management and I&R 16,680,985 18,195,724 1,514,739 8.32% 42,891,244

Administration 6,157,503 7,213,560 1,056,057 14.64% 16,744,456

TOTAL EXPENSES 81,709,900 84,238,252 2,528,352 3.00% 197,203,773

TOTAL SURPLUS (DEFICIT) 2,343,285 688,409 1,654,876 1,652,178



Key Revenue Assumptions

Assumptions and funding updates are shown in the Current Budget Guidelines document.

Financial Results

August Financial Results For the month of August 2012:

Revenues are in a deficit position of $176K:

o Base funding is under budget by $218K: Mental Health and Rapid Response funding have not been recognized as revenue since the related expenses have not been incurred and unspent funds will be returned to the LHIN. Similarly, CARESS base funding has also been adjusted to match expenses.

o One time funding is under budget by $79K: CARESS one time revenues were adjusted to match expenses incurred.

o BTI revenue is matched with associated expense, and has no net impact

Expenses are in a surplus position of $1.5M:

o Client Service expenditure for the month of August are under budget by $476M o Case Management and I&R expenditures for the month of August are under budget by $755: As

mentioned above, the Mental Health and Rapid response project expenses have not yet been incurred. These expenses consist mainly of salaries budgeted in the Case Management line ($150K). The surplus is also caused by vacation time taken

1 and other vacancies/hourly rate savings.

o Admin expenditure for the month of August are under budget by $288K: As mentioned above, the timing of the CARESS expenses is not following the budget.

This is causing a surplus in IT (148K), but overall there is not impact on the bottom line as revenues have been adjusted as well.

Vacancies and vacation time taken is also affecting the surplus1

Deferral of other expenses.

YTD Financial Results For the five months ended August 31, 2012:

Revenues are in a deficit position of $873K.

o Base funding is under budget by $983K: Mental Health and Rapid Response funding have not been recognized as yet as revenue since the related expenses have not been incurred as yet and unspent funds will be returned to the LHIN. The revenue will be recognized when matching expenses are incurred. Similarly, CARESS funding has also been adjusted to match expenses.

o One time funding is over budget by $131K: Hips and Knees revenue is recognized based on the number of clients in a month. Revenue for these funds was originally budgeted on a straight-line basis. A higher percentage of revenue is actually recognized in the first quarter.

o BTI revenue is matched with associated expense

Expenses are in a surplus position of $2.5M

o Client Services over by $42K o Case Management and I&R under by $1.5M o Admin under by $1.05M

$1.2M of the $1.6M is largely offset by existing known pressures, or timing related to expenditures and should dissipate over the year (eg HOOPP expenses, vacation earned/taken, recognition of Hip/Knee expenses account for $0.8M of the difference); The remaining funds ($0.4M) will be allocated to Client Service demands or additional Case Management/Administrative programs

Year End Carryover The CCAC ended with a $1,652,178 deficit in 2011/12. To offset this deficit, the 2012/13 budget results in a surplus of $1.65M and assumes that it will be realized equally ($137,682/month) throughout the year.

1 August is part of peak vacation season. Vacation earned is accrued each pay: while on vacation; there is no expense associated to an

employee. August salary surpluses are therefore overstated by the difference between vacation taken and vacation earned. This represents approximately $391K surplus for August. As the year progresses, vacation earned will be closer to vacation paid. YTD, the impact is a surplus of 270K.



Overall Analysis

Champlain CCAC is in an overall favourable financial position, for the period ending August 2012. Champlain CCAC has served more clients that budgeted for 4 of the last 5 months, with referral/client volumes declining in August. The Operations Improvement Plan has delivered savings well beyond expectations (YTD anticipated was $1.3M; YTD actual estimates are $2.6M) due to its quicker rampup. Champlain CCAC is actively applying operating surplus to client waitlists (while managing client volumes to sustainable expenditures for F2013), and other case management/administrative priorities. Operations Improvement Plan Results:

Savings Initiative Metric Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13

Overall

Estimated

Savings

Monthly Target 0% 0% 0% 40% 70% 100% 100% 100% 100% 100% 100% 100%

Actual 76.6% 79.8% 75.7%

Baseline $15,500 $14,820 $14,140 $13,460 $12,780 $12,100 $11,420 $10,740 $10,060 $9,380 $8,700 $8,020

Actual $19,021 $18,237 $19,218 $17,245

Baseline 13 13 12.75 12.75 12.5 12.5 12.25 12.25 12 12 12 12

Actual 12.7 13.4 12.9 13.2 13.9

Monthly Target 17.5% 17.5% 18.0% 18.0% 18.5% 18.5% 19.0% 19.0% 19.5% 19.5% 20.0% 20.0%

Actual 17.7% 18.7% 21.2% 21.3% 21.4%

Monthly Target (Number

of clients receiving PSS

with scores of 0-7)

2,400 2,220 2,020 1,880 1,740 1,540 1,340 1,140 1,020 980 940 900

Actual 2,277 2,161 1,886 1,551 1,249

Monthly Target $119,167 $119,167 $119,167 $0 $0 $0 $0 $0 $0 $0 $0 $0

Actual $142,624 $234,498 $255,000 $267,485 $287,904

Total Savings 5,065,500$

On Target on target or better

Caution within 5% of target or $10,000

Missed Target beyond 5% of target or $10,000

Under Development query under development

Legend

Administrative

Savings

Reduction in administration costs

per savings schedule

$357,500

Clinic Achieving 20% % Clinic Nursing Units of Total Visit-

type Nursing Units

Discharging RAI-HC 0-5

Clients + 6-7 Clients

Count of paid clients with PSS,

where RAI Score 0-7

Wound Care Frequncy

Change

% of wound care clients on q3 days

Cluster Care: Rate

Reduction

Monthly Lost Savings if Clients at

Cluster Care not serviced at Shared

Retirement Home:

Utilization Reduction

Average PSS Monthly Utilization

(Retirement homes)

$1,400,000

$54,000

$319,000

$335,000

$2,600,000



Performance Results 2011/12 – Summary M-SAA Performance Metrics

Accountability Indicators 2012-13 Performance Standards

Measure Type

Q1* Q2 Q3 Q4

Target Performance Standard

% Total Margin 0% >=0% YTD 0.69%

Balanced Budget 0 0 YTD 344,512

Proportion of budget spent on Administration 9% <10% YTD 7.3%

Variance Forecast to Actual Expenditures 0.0% <5% YTD 0.14%

Variance Forecast to Actual Units of Service 0.0% <5% YTD -2.3%

Number of Individuals Served 52,000 +/- 5% YTD 33,894

Wait Time 1. 50th Percentile from hospital discharge to service initiation (Hospital clients)

1 <=1 Quarterly Not available at

this time

Wait Time 1. 90th Percentile from hospital discharge to service initiation (Hospital clients)

8 6-10 Quarterly Not available at

this time

Wait Time 2. 90th Percentile wait time from community setting to community home care services

56 50-61 Quarterly 106.3

Clients placed in LTCH with MAPLE scores high an very high as a proportion of total clients placed

78 <=78 Quarterly 81.3%

Falls for long stay home care clients N/A N/A Quarterly Not available at

this time

Medication Safety N/A N/A Quarterly Not available at

this time

Cost Per Episode

Adult Short Stay – Acute (episode)

N/A N/A Quarterly Not available at

this time

Adult Long Stay Complex (monthly)


this time

End of Life (episode – End Life portion)


this time

End of Life – in the 3 months immediately preceding death


this time

Children Medically Fragile (Monthly)


this time

Explanatory Indicators

Turnover Rate 10% Annually YTD

1.94% (7.78%

Annualized)

Wait Time 1: From Hospital Discharge to service initiation (Hospital clients) – Short Stay Acute

N/A Quarterly Not available at

this time

Wait Time 1: From Hospital Discharge to service initiation (Hospital clients) – Short Stay Rehab


this time

Wait Time 1: From Hospital Discharge to service initiation (Hospital clients) – Long Stay Complex


this time

Wait Time 2: 90th percentile wait time from community setting to community home care services – Short stay acute

N/A Quarterly 17.6

Wait Time 2: 90th percentile wait time from community setting to community home care services – Short Stay Rehab

N/A Quarterly 164.9

Wait Time 2: 90th percentile wait time from community setting to community home care services – Long Stay Complex

N/A Quarterly 128.1

Home First Admitted Number of new hospital clients admitted to home first program per month (Yr. 1 – explanatory; Yr. 2 – Accountability)

Quarterly 56

Avg.

Home First Discharged

Number of home first clients discharged by destination within 90 days per month (Yr. 1&2 – explanatory; Yr. 3 – Accountability)

ALS-HRS YTD 31 CCAC Enhanced Services

YTD 37

CCAC Palliative Services

YTD 0

CCAC Regular Services

YTD 396

Died YTD 4 Hospital Stay, Returned to CCAC Services

YTD 62

Hospital Admission > 14 days

YTD 20

LTCH YTD 11 Other YTD 0

Others

Service Max Expenditure (EPSS, SAH,WAH/H2H, EOL incremental, CM

costs estimated) YTD $4,066,771

Total joint funding (hips & knees) 1,333 clients/year YTD 530

Dialysis clients 85 clients per year YTD 35



Schedule E-3-CCAC OHRS Description Health Service

Activity 2012-13

Performance Target

2012-13 Performance Standard

Q1* Q2 Q3 Q4

Min Max

Total Case Management (72 5 09)

Visits (s450,s451)

133,000 129,010 136,990 42,076

Individuals Served (s8550005)

52,000 49,400 54,600 33,894

Total Primary Care (72 5 10)

Visits Face-to-Face (s449,s450,s453,s454)

75,000 72,750 77,250 20,872


6,200 5,890 6,510 2,413

Total In-Home Visits (72 5 30)

Visits Face-to-Face (s449,s450)

510,000 494,700 525,300 136,639

Total In-Home Hours of Care (72 5 30)

Hours of Care (s453,s454)

170,000 164,900 175,100 55,189

Total In-Home Individuals Served (72 5 30)


39,000 37,050 40,950 17,866

Total In-Home Support (72 5 35)


1,899,156 1,842,181 1,956,131 546,654


13,497 12,822 14,172 10,755

Total COM Residential Services (72 5 40)


49,100 47,627 50,573 Not available at

this time


635 540 730 Not available at

this time

Total CSS In-Home & Community Services (72 5 82)

Visits Face-to-Face (s449,s450)

7,756 7,368 8,144 Not available at

this time



this time



this time

CHAMPLAIN

Board OP Statement

For the Five Months Ending Friday, August 31, 2012

Item 4.3b - Report from the Finance Committe - Financial Statements

1 Month YTD YTD Total

1 Month Budget Variance YTD Budget Variance BudgetREVENUE

Base Funding 16,951,799 17,170,473 -218,674 82,787,380 83,770,608 -983,228 196,320,232

One-Time Funding 143,814 222,981 -79,167 1,045,783 914,147 131,636 1,955,145

BTI 166,389 39,715 126,674 198,985 198,573 412 476,574

Other 4,065 8,667 -4,602 21,037 43,333 -22,296 104,000

Total Revenue 17,266,067 17,441,836 -175,769 84,053,185 84,926,661 -873,476 198,855,951

CLIENT CARE

Purchased Services

Personal Support Services 5,728,404 5,432,951 -295,452 28,701,741 27,130,382 -1,571,359 62,207,900

Visit Nursing (includes dialysis) 2,189,267 2,743,949 554,682 11,598,815 13,908,535 2,309,721 31,688,066

Visit Nursing - Clinic 290,868 229,276 -61,592 1,413,120 1,108,530 -304,590 2,630,733

Nursing Shifts 623,168 621,611 -1,556 4,049,374 3,562,636 -486,738 8,961,944

Community - OT 221,718 278,890 57,171 1,299,882 1,373,925 74,043 3,224,542

Community - PT 216,644 256,050 39,406 1,201,728 1,265,483 63,755 2,952,651

Community - Speech 12,808 13,807 998 60,321 68,262 7,941 159,151

School - OT 835 1,579 744 683,390 576,476 -106,914 1,943,297

School - PT 987 723 -263 172,738 154,792 -17,946 520,335

School - Speech 139 952 812 506,429 434,913 -71,516 1,467,362

Social Work 18,336 25,473 7,137 102,197 124,881 22,684 295,487

Nutrition 33,710 37,195 3,485 176,430 193,296 16,866 467,037

Hospice 284,634 284,634 1,423,170 1,423,168 -2 3,415,604

Aphasia 20,833 20,833 104,167 104,167 250,000

Medical Supplies 1,074,025 1,047,487 -26,538 5,385,146 5,121,762 -263,383 12,094,865

Medical Equipment 111,930 96,641 -15,289 547,997 473,622 -74,376 1,117,738

Laboratory Services 63 63 540 311 -229 737

Recoveries -55,073 -14,791 40,282 -149,901 -73,957 75,945 -177,496

Other 3,457 97,625 94,168 23,680 122,125 98,445 215,000

Total Purchased Services 10,776,691 11,174,949 398,258 57,300,963 57,073,311 -227,652 133,434,953

Internal Therapies

Wages 223,834 275,323 51,489 1,146,292 1,316,764 170,472 3,149,699

Benefits 75,603 102,388 26,785 331,989 338,060 6,071 741,422

Travel 19,156 18,917 -239 87,461 94,583 7,123 227,000

General Administration Costs 1,170 1,250 80 4,708 6,250 1,542 15,000

Total Internal Therapies 319,763 397,878 78,115 1,570,449 1,755,657 185,207 4,133,121

Page 1 of 7

CHAMPLAIN

Board OP Statement



Case Management

Wages 2,338,891 2,886,838 547,948 12,305,242 13,739,984 1,434,742 32,823,661

Benefits 872,013 1,076,034 204,021 3,583,037 3,559,611 -23,426 7,931,409

Travel 52,471 41,125 -11,346 209,917 205,625 -4,292 493,500

Professional Service 8,463 4,292 -4,171 21,931 21,458 -473 51,500

Office Supplies 3,587 7,917 4,330 30,036 39,583 9,547 95,000

Printing 11,250 11,250 26,462 56,250 29,788 135,000

Photocopy Charges 31,255 7,083 -24,172 42,257 35,417 -6,841 85,000

Delivery & Courier 1,895 3,542 1,647 11,901 17,708 5,807 42,500

Courses/Training/Conferences -890 4,583 5,473 9,677 22,917 13,240 55,000

Equipment Maintenance 208 208 1,042 1,042 2,500

Minor Equipment 1,667 1,667 8,333 8,333 20,000

Wireless Service 5,936 6,417 480 37,240 32,083 -5,156 77,000

Recoveries -16,441 -14,493 1,948 -99,148 -72,465 26,683 -173,916

Other 15 833 818 6,843 4,167 -2,677 10,000

Total Case Management 3,297,196 4,037,296 740,100 16,185,396 17,671,712 1,486,316 41,648,154

Information & Referral

Wages 77,189 85,306 8,117 382,329 407,984 25,654 975,895

Benefits 28,190 34,852 6,663 107,327 112,486 5,159 258,695

Travel 286 708 423 5,933 3,542 -2,391 8,500

Other

Total for Information & Referral 105,664 120,866 15,202 495,589 524,011 28,422 1,243,090

Total Client Care 14,499,313 15,730,989 1,231,676 75,552,397 77,024,692 1,472,294 180,459,318

ADMINISTRATION

Executive Office

Wages 64,297 94,229 29,932 407,291 419,542 12,251 991,642

Benefits 22,353 25,142 2,789 87,046 97,965 10,919 220,742

Travel 436 1,583 1,147 9,285 7,917 -1,368 19,000

Legal Services 3,083 3,083 6,196 15,417 9,221 37,000

Consultants 833 833 4,167 4,167 10,000

Membership (OACCAC) 30,806 31,667 861 156,946 158,333 1,388 380,000

Minor Equipment

Meeting Expenses 292 292 568 1,458 890 3,500

Printed Matter & Subscriptions 208 167 -42 1,042 833 -208 2,000

Board Expenses 161 2,292 2,131 7,178 11,458 4,280 27,500

Recoveries -258 258 -1,292 1,292

Other 292 292 57 1,458 1,401 3,500

Total for Executive Office 118,003 159,579 41,577 674,316 718,549 44,233 1,694,884

Page 2 of 7

CHAMPLAIN

Board OP Statement



Corporate Services

Business Intelligence

Wages 33,732 36,675 2,943 156,664 163,293 6,629 385,966

Benefits 10,896 9,786 -1,110 43,456 38,130 -5,326 85,917

Travel 83 83 14 417 403 1,000

Other

Recoveries

Total for Business Intelligence 44,629 46,544 1,915 200,134 201,840 1,706 472,883

Quality & Risk

Wages 28,332 39,729 11,397 168,995 176,889 7,894 400,626

Benefits 8,899 10,579 1,680 68,959 41,220 -27,739 88,727

Travel 458 458 1,053 2,292 1,239 5,500

Other 4,925 4,925 17,461 35,275 17,814 117,600

Recoveries

Total for Quality & Risk 37,231 55,691 18,460 256,468 255,676 -792 612,453

Project Management Office

Wages 17,442 25,063 7,621 83,097 111,590 28,493 263,757

Benefits 4,466 6,687 2,221 20,713 26,057 5,344 58,713

Travel 292 292 531 1,458 927 3,500

Other 42 42 208 208 500

Recoveries

Total for Project Management Office 21,908 32,083 10,175 104,342 139,314 34,972 326,470

Finance

Wages 28,255 42,622 14,367 158,664 192,418 33,754 455,894

Benefits 12,500 12,635 135 48,479 46,782 -1,697 106,739

Travel 83 83 21 417 396 1,000

Insurance 6,021 6,250 229 30,106 31,250 1,144 75,000

Audit Services 3,775 3,775 17,333 18,875 1,542 45,300

Other 577 333 -243 1,437 1,667 230 4,000

Recoveries

Total for Finance 51,127 65,699 14,572 256,041 291,408 35,367 687,933

Contracts & Procurement

Wages 43,605 55,159 11,554 228,829 245,590 16,761 580,484

Benefits 19,684 14,718 -4,966 74,936 57,345 -17,591 129,212

Travel 2,039 917 -1,122 4,163 4,583 421 11,000

Other 4,167 4,167 36 20,833 20,797 50,000

Recoveries

Total PMA 65,328 74,960 9,633 307,964 328,352 20,388 770,696

Page 3 of 7

CHAMPLAIN

Board OP Statement



IT & System Communications

Wages 114,764 138,464 23,700 580,868 636,280 55,412 1,443,477

Benefits 40,064 48,425 8,361 160,314 165,164 4,850 367,589

Travel 1,633 2,667 1,034 8,501 13,333 4,832 32,000

Telephone & System Communications 27,861 38,583 10,722 143,699 182,917 39,218 453,000

Telephone Supplies 449 3,453 3,004 8,891 17,267 8,376 41,440

Telephone Maintenance & Licenses 6,729 9,750 3,021 34,023 48,750 14,727 117,000

Telephone System Consultant 211 1,583 1,373 5,007 7,917 2,909 19,000

Equipment Maintenance 1,483 3,533 2,050 8,806 17,667 8,861 42,400

Software Maintenance & Licenses 7,476 86,417 78,941 56,732 229,583 172,851 362,000

System Development Consultant/CHRIS Development 1,015 13,006 11,991 1,301 29,136 27,835 120,180

Computer Supplies 8,009 6,392 -1,618 24,923 31,958 7,035 76,700

Other Equipment Rentals

BTI 165,901 39,715 -126,186 198,985 198,573 -412 476,574

BTI Refresh/Growth 1,030 4,500 3,470 19,723 22,500 2,777 54,000

CCAC eHealth Program 116,896 132,618 15,722 584,479 663,092 78,613 1,591,421

Renovations 116 2,083 1,968 5,844 10,417 4,573 25,000

Other 3,580 69,583 66,003 7,129 229,249 222,120 300,999

Recoveries -4,041 -31,933 -27,892 -9,970 -89,129 -79,159 -130,002

Equipment Purchases (Capital Asset) 12,165 -12,165 67,648 -67,648

Net Gain or Loss on Disposal

Total for IT & System Communications 505,341 568,840 63,499 1,906,903 2,414,673 507,770 5,392,778

Health Records

Wages 24,797 29,299 4,502 119,015 134,249 15,234 318,875

Benefits 8,920 9,820 900 33,131 33,768 637 78,519

Travel 94 458 364 267 2,292 2,025 5,500

Equipment Maintenance

Shredding & Document Destruction 1,669 1,917 247 7,873 9,583 1,710 23,000

Scanning Services

Storage 3,958 3,958 18,791 19,792 1,000 47,500

Other

Recoveries -270 270 -810 810

Total for Health Records 35,210 45,452 10,242 178,268 199,684 21,416 473,394

Facilities

Wages 15,098 21,659 6,561 89,436 100,643 11,207 239,612

Benefits 4,528 7,786 3,258 42,755 26,444 -16,311 61,691

Travel 317 333 16 1,050 1,667 616 4,000

Office Supplies & Services 594 1,083 489 6,737 5,417 -1,320 13,000

Postage, courier & photocopy services 7,180 3,083 -4,096 21,440 15,417 -6,023 37,000

Building Occupancy 198,058 209,123 11,065 1,017,857 1,045,615 27,759 2,509,477

Page 4 of 7

CHAMPLAIN

Board OP Statement



Office Renovations 764 14,000 13,236 7,401 206,000 198,599 390,000

Utilities 6,194 9,247 3,053 27,945 46,235 18,291 119,540

Building & Grounds - Other

Misc Supplies/Repairs/Cleaning 7,590 8,000 410 42,737 40,000 -2,737 96,000

Equipment Maintenance-Plant 6,788 1,728 -5,060 27,981 10,912 -17,069 55,000

Furniture & Equipment Purchases (Capital Asset)

Leasehold Improvement Purchases (Capital Asset)

Other 1,559 2,492 933 8,296 12,458 4,162 29,900

Recoveries -8,581 -13,342 -4,761 -50,281 -66,710 -16,429 -160,105

Total for Facilities 240,090 265,193 25,103 1,243,353 1,444,097 200,744 3,395,115

Total Corporate Services 1,000,864 1,154,463 153,599 4,453,473 5,275,043 821,570 12,131,721

Human Resources

Wages 31,159 34,414 3,255 153,961 153,226 -735 362,169

Benefits 10,789 9,182 -1,607 42,815 35,778 -7,037 80,619

Travel 255 1,000 745 3,513 5,000 1,487 12,000

Consultants - HR -114 3,667 3,781 12,904 18,333 5,429 44,000

Labour Relations 8,209 5,833 -2,375 50,322 29,167 -21,155 70,000

Occupational Health & Safety 170 1,250 1,081 5,128 6,250 1,122 140,000

Employee Assistance Plan 364 1,917 1,553 6,102 9,583 3,481 23,000

Staff Appreciation 185 5,000 4,815 411 25,000 24,589 60,000

Other 637 -637

Recoveries -250 250

Total Human Resources 51,016 62,263 11,247 275,543 282,338 6,794 791,788

Organizational Development

Wages 28,728 40,879 12,151 171,731 182,009 10,278 430,201

Benefits 9,825 10,907 1,082 67,738 42,498 -25,240 95,760

Travel 28 625 597 147 3,125 2,978 7,500

Advertising 7,551 2,388 -5,163 35,009 21,276 -13,733 38,000

Courses/Training/Conferences 6,833 6,833 10,175 34,167 23,992 82,000

Other 395 2,000 1,605 45,529 62,500 16,971 76,500

Recoveries

Total Organizational Development 46,528 63,632 17,105 330,329 345,575 15,246 729,961

Page 5 of 7

CHAMPLAIN

Board OP Statement



Inservice Educators

Wages 16,131 35,760 19,629 120,075 167,854 47,779 400,295

Benefits 8,129 12,805 4,676 36,876 43,380 6,504 97,696

Travel 522 625 103 3,531 3,125 -406 7,500

Other

Recoveries

Total for Inservice Educators 24,782 49,190 24,408 160,481 214,359 53,878 505,491

Payroll

Wages 10,960 15,131 4,171 61,153 67,369 6,216 159,237

Benefits 5,163 4,037 -1,126 19,519 15,731 -3,788 35,447

Travel 125 125 470 625 155 1,500

Other

Recoveries

Total for Payroll 16,123 19,293 3,170 81,142 83,725 2,583 196,184

Public Relations

Wages 17,235 35,319 18,084 107,608 157,253 49,644 371,688

Benefits 8,715 9,424 709 32,479 36,719 4,240 82,737

Travel 417 417 549 2,083 1,535 5,000

Public Relations 950 18,417 17,466 20,195 92,083 71,888 221,000

Translation 1,043 1,167 124 21,387 5,833 -15,554 14,000

Other

Recoveries

Total Public Relations 27,944 64,743 36,799 182,219 293,972 111,753 694,426

Total HR/OD & Communications 166,392 259,121 92,728 1,029,715 1,219,968 190,253 2,917,850

Total Administration 1,285,259 1,573,163 287,904 6,157,503 7,213,560 1,056,056 16,744,456

Total Expenses 15,784,572 17,304,152 1,519,580 81,709,900 84,238,252 2,528,350 197,203,774

Revenue less Expenses 1,481,495 137,684 1,343,811 2,343,285 688,409 1,654,876 1,652,178

Additional Programs :

French Language

Funding -11,082 -11,810 -728 -55,426 -56,165 -739 -133,000

Expenses 9,488 11,810 2,323 48,479 56,167 7,688 133,000

Total French Language 1,594 -1,595 6,947 -2 -6,949

Page 6 of 7

CHAMPLAIN

Board OP Statement



Preschool

Funding -24,906 -28,929 -4,023 -134,539 -127,105 7,434 -298,881

Expenses 26,172 28,929 2,757 125,989 127,106 1,117 298,881

Total Preschool -1,266 1,266 8,550 -1 -8,551

Palliative Care

Funding -7,202 -7,203 -1 -36,018 -36,015 3 -86,432

Expenses 7,203 7,203 1,635 36,015 34,380 86,432

Total Palliative Care 7,202 -7,202 34,383 -34,383

CSS (AIP)

Funding -118,464 -120,629 -2,165 -592,323 -593,325 -1,002 -1,421,571

Expenses 107,513 120,630 13,117 523,225 593,326 70,101 1,421,571

Total CSS (AIP) 10,951 -1 -10,952 69,098 -1 -69,099

PSW

Funding

Expenses

Total PSW

Total Additional Programs 18,480 -2 -18,482 118,978 -4 -118,982

Total as per Trial Balance 1,512,140 137,681 -1,374,459 2,477,606 688,406 -1,789,200 1,652,178

Page 7 of 7

Champlain CCAC Board –October 3, 2012

Item 4.4 – Client Services, Quality and Safety Committee Report PAGE 1

Submission to Board of Directors

Client Services, Quality and Safety Committee Report

October 3, 2012

BACKGROUND/ISSUE

Events Data – Initial Identification of Trends

Initial data was presented from the Champlain Events Learning System (CELS). Reporting levels continue to increase as staff become more familiar with the

system; reporting is now on a par with previous volumes. Initial trends have been identified. The top five trends in the events categories include: service not delivered as expected, improper procedure/intervention, late/wrong delivery of medical

equipment and supplies, client fall, failure to communicate with caregiver. Gaps in communication have been identified as a contributing factor to service not delivered

as expected. Additional detailed analysis was presented to demonstrate the level of analysis enabled by the Champlain Events Learning System. The complaints data was also presented to the committee. The top five complaints were identified as

complaints relating to: service eligibility, service quality (service providers), termination of service, amount of service, service quality (CCAC staff). Complaints

regarding eligibility, termination and amount of service are showing an upward trend and shows a correlation with the launch of budget management strategies. Detailed categorization of complaints data recently facilitated a successful reach-out

and engagement strategy with MPPs within the Champlain region. Given that the rollout and adoption of CELS is still in the ramp up phase, the Committee

determined that Events reporting agenda item should be presented on a quarterly basis to allow for better base of data to be gathered, and for more in-depth trends analysis and action recommendations relevant to the governance role of the

Committee.

Quality and Safety Goals (From August CSQS meeting) A motion was presented to the committee to approve the revised organizational

quality and client safety goals and metrics. The revisions were contextualized within the update to the strategic plan, a need for increased integration between, quality, safety and risk, and alignment with the recent Board Scorecard refresh. The areas

of focus are aligned with the current operational activities associated with improvements in wound care, medication safety, falls prevention and client

experience. The committee approved the proposed metrics but recommended that attention should be also directed to how the organization tracks safety issues related to wait-listing. Quality and safety metrics will be reviewed at a minimum

each fiscal quarter by the operational Quality and Safety Committee and items for escalation will be brought forwards to the Board committee. Both committees will

be actively involved in the development of the annual quality & client safety plan during the last fiscal quarter.



Accreditation Update (From the August CSQS meeting) A status update on accreditation activities was presented to the committee at the August 27 meeting. Work has continued over the summer months to prepare for

the survey visit December 2-6, 2012. Despite some current challenges (i.e., project scope, complexity of work, competing priorities and coordination across

departments) significant progress has been made. Actions for improvement have been achieved in the following areas: infection prevention and control, emergency

preparedness and pandemic planning, quality improvement, risk assessment and policy and procedure development in all of the associated areas. In the coming months, the accreditation team will begin Mock Tracers (tracing key organization-

wide processes), prepare for the survey visit and gather evidence for the survey visit.

F2012 Quality and Client Safety Plan A status update was provided on the F2012 Quality and Client Safety work plan at

both the August and September Committee meetings; work remains on target for a number of key deliverables. There is currently considerable work in progress with

regard to client safety and risk assessments. All-staff education and training is currently underway and will be completed in early October 2012. The training integrates client safety, infection prevention and control and occupational health

and safety; this will form the basis of annual education on a go forwards basis.

Client Caregiver Experience Evaluation Update(From the August CSQS meeting) Data was presented on Client Caregiver Experience Evaluation survey at the August 27 meeting. Data from eight waves of the survey (2009-2011) was stratified by

time, population and region; specific focus was directed to client satisfaction, accessibility and discharge. In terms of geographical differences, greater levels of

satisfaction are reported in the eastern counties region. Discussion occurred with respect to the impact that expectation has on levels of reported satisfaction, especially when coupled with lower levels of service utilization in this region. The

committee recommended that the organization conduct a more detailed analysis to better understand this regional difference. In terms of differences in client

population ratings, the more complex client groupings reported lower levels of satisfaction; this may be an indication of an overall poorer health status in complex and chronic populations. The committee was updated on the results of the Request

for Proposals (RFP) for the survey; NRC Picker has been awarded the contract for the next series of CCEEs. Changes have been effected to the survey in terms of

length and cost. The new survey methodology will allow for greater statistical significance in reporting at the service provider level which is an improvement on previous survey methodology. The Champlain CCAC is currently leading a provincial

committee to explore research ethics board approval. The committee recommended that local differences be considered in this process.

Client Services Operational Update/Intake Efficiency

An update was provided with regard to strategies to increase intake efficiency. Strategies currently underway to decrease time to assessment at intake include, but are not limited to: implementation of a triage process to assess according to

client acuity; navigation of clients to community services and, implementation of performance standards for the number of case manager assessments per day. It

was noted that in spite of these efficiencies time to assessment remains high; this



is attributable to an increase in the volume of new referrals and requires additional resources to ensure clients are assessed in a timely manner. Additional work is focused on initial point of entry for clients at Intake and Referral with the

development of an enhanced screening tool to better triage incoming clients. The organization is also moving forward with increasing staffing at the Intake position,

to help reduce the current intake queue.

The care pathways for school health services have also been reviewed and revised with the participation of the service providers. This will help address the therapies waitlist by ensuring greater throughput of clients

Focused Discussion on Meeting Content for Monitoring Quality and Safety Issues

The Committee chair opened discussion about how the committee can work to optimize their role and effectiveness in monitoring quality and safety through prioritization of meeting content and structure. The intent is to build upon the

initiatives and issues identified previously in the open discussion on quality issues. The Committee chair encouraged members to prioritize items for discussion,

particularly those that warrant more detailed analysis and attention. The committee should also identify what their learning needs are in relation to developing a deeper understanding of the issues brought forth in order to promote a richer dialogue.

Additional meeting content may include regular operational status updates across departments (Client Services and Human Resources); specifically as they relate to

quality and safety. The Committee discussed the need for increased Board Integration at the system level and will continue to strategize on how best to effect this change. The Committee concluded several areas of strategic priority should be

addressed on a systematic basis at subsequent meetings, including: Home First strategies; Expanded Role; Assisted Living Services/High Risk Seniors; community

integration opportunities and challenges (specifically related to the changing role of the CCAC on system partners); Nursing Initiatives and the changing role of the CCAC in service delivery. The Committee would also like to see an update on the

therapy waitlist, procurement and the Resource Prioritization strategies. The notion of the client story will be re-introduced with guidelines around how the story

connects to broader system issues and provide a clear understanding of whether these link to system level change or local policy development/revision.

Board Scorecard (see item 9.0) A brief overview was presented with regard to the new structure and content of the

Board Scorecard. The scorecard has been aligned to the directions outlined in the strategic plan. The structure and process for scorecard review will be outlined in much greater depth with the full Board in October. A brief summary of the review

process was provided to the committee. The proposal is that a summary view be presented with adjustments made to incorporate deeper analysis of specific

indicators that require more focused attention and discussion at the Board level.



Waitlist Release Strategy and Update With the recent release of funding from the Champlain Local Health Integration Network, the CCAC is in the position of releasing clients with High RAI scores from

the Personal Support Services waitlist. Community clients currently waitlisted on the Stay at Home Program will also be released. Also, all clients waiting for

Negative Pressure Wound Therapy are now receiving services. There will also be some release of waitlisted therapy clients, as budgets allow, but the ramp up is

expected to be between four to six weeks. Service providers have been notified of the wait list release and are working to staff accordingly.

Diane Hupé

Chair

Sponsoring Executive: Deryl Rasquinha

Vice-President, Corporate Services & Quality

Champlain CCAC Board – October 3, 2012

Item 4.5 - Report from the CEO PAGE 1

Submission To The Board

Report from the Chief Executive Officer

October 3, 2012

INFORMATION UPDATE

To provide an update on CEO and organization activities. The format/outline has been modified to reflect the CEO’s 2012-2013 Performance Management Framework.

BACKGROUND/ISSUE

Leadership

Participated in Conversations with Staff

New reporting for the Strategic Plan, Operating Plan, Work Plan, and Scorecard Alignment for F2012-2013 being rolled out to the Board and staff in October 2012

Strategic Operations

The Champlain CCAC received $1.47M in one-time funding from the Champlain Local Health Integration Network for meeting budget sustainability targets

Meeting MSAA targets related to administration and client counts

Accreditation readiness preparation continues across the organization

The Champlain Events Learning System (CELS) successfully launched and education continues to increase reporting based on a culture of learning from events

External Relations

Ongoing meetings/conversations with hospital CEO and/or VPs

Ongoing updates with multiple hospitals re Memorandum of Understandings.

Ongoing open communication and meetings with the Local Health Integration Network (LHIN) CEO and staff

Gilles Lanteigne, CEO

Champlain CCAC Board – October 3, 2012

Item 6.0 - French Language Services Amendment to By-Law No. 3 PAGE 1

Submission To the Board

French Language Services (FLS)Amendment to By-Law No. 3

October 3, 2012

ISSUE / PURPOSE

To approve an amendment to By-Law No. 3 related to French Language Services.

BACKGROUND

The Champlain CCAC is seeking full French Language Services designation from the Ontario Government (see agenda item 4.2.1).

When the final draft was reviwed by Le Réseau des services de santé en

français de l'Est de l'Ontario it was also noted that the requirement to provide services in French, as per legislated mandates, should be included in the

preamble of the Champlain CCAC’s By-Laws ensuring accountability and compliance with the FLS Act.

RECOMMENDATIONS

It is recommended that the following statement be added to the preamble of

the by-laws (definition provided by Le Réseau):

In accordance with the Community Care Access Corporations Act, a person has the right to communicate in French with, and to receive

available services in French from, a community care access corporation.

[2011, c. 9, Sched. 6, s. 1.]

Sponsoring Executive: Patrice Connolly

Vice-President Human Resources, Organizational Development and Communication

Item 6.0 – French Language Services Amendment to By-Law No. 3

MOTION



French Language Services Amendment to By-Law No. 3

Moved by:

Seconded by:

Be it resolved, That the Champlain CCAC Board approves that the following statement be added to the preamble of the by-laws: In accordance with the Community Care Access Corporations Act, a person has the right to communicate in French with, and to receive available services in French from, a community care access corporation. [2011, c. 9, Sched. 6, s. 1.]

Carried Defeated

01/10/2012

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Champlain

Risk Management Program and Structure

Board of Directors

October 2012

Item 7.0 – Risk Management

Champlain

Risk Management

• To refresh the Board of Directors on general risk concepts

• Provide an overview of the Risk Management Program at the Champlain CCAC

• Share tools and resources available to the Board

• To introduce Board Risk Appetite Exercise

Risk Management Purpose

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Champlain

Risk Management

Risk is the chance or possibility of danger, loss or injury. For health services organizations, this can relate to the health and well-being of clients, staff and the public; property; reputation; environment; organizational functioning, financial stability, market share; and other things of value. Risks can be positive or negative.

Risk Management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.

Risk Appetite is the level of risk that the organization is willing to assume in order to achieve its goals and objectives.

Risk Management Overview

Champlain

Board Exercise February 2011

In early 2011, the Board of Directors conducted an exercise to define and rate risk levels for the Champlain CCAC.

Risk Management Policy Risk Questionnaire Risk Framework (Categories)

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Champlain

Risk Management Categories

Champlain

Risk Management Annual Cycle

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Champlain

Risk Management Risk Appetite

A risk appetite is a company-wide statement of the amount of risk that is acceptable in day-to-day affairs.

More information to follow later in the slide deck…

Champlain

Risk Management Risk Assessment

On an annual basis the Quality Team will conduct a full risk analysis of the organization and board’s existing mitigation strategies. Results from the analysis will be used to feed the Champlain CCACs risk register, a risk database used to manage and track risks throughout the organization .

Planning & ChangeRisk Appetite Risk Assessment Risk MitigationManagement

Reporting

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Champlain

Risk Management Management Reporting

The Risk Register will also allow for easy, real time reporting of risks. The Quality team will track risks across a number of different factors, including :

• High risk areas • Risks by responsible team • Risks up for review

• Risks by category • Risks according to strategic priority

Champlain

Risk Management Planning and Change

The Quality department can use the results of the Risk Register and the Risk Analysis tool to help in the organization’s annual planning cycle.

SAMPLE

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Champlain

Risk Management Tools

In order to ensure the Champlain CCAC Leadership (Operations and Board of Directors) are properly identifying and managing risk, the Quality Team has developed Risk Management Tools.

Risk Management

Toolkit Projects and Individual Risks

SWOT Analysis Strategic Decisions

Champlain

SWOT Analysis Introduction

A SWOT Analysis is a strategic planning method used to evaluate Strengths, Weaknesses, Opportunities, and Threats of a particular business venture. It involves identifying internal and external factors that are favorable and unfavorable to the achievement of objectives.

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Champlain

SWOT Example Resource Prioritization

Champlain

Risk and Strategy Using Risk Appetite

• Risk and Strategy are intertwined. When considering a strategy, the organization should determine whether the strategy aligns with the organization's risk appetite.

• Risk Appetite guides management in setting goals and making decisions so that the organization is more likely to achieve its goals and sustain operations.

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Champlain

Risk Appetite Development

Steps in Adopting a Risk Appetite

1. Management develops, with board input and review, a view of the organization’s overall risk appetite (both globally and by category )

2. This view of risk is translated into written form that can be shared across the organization.

3. Management monitors the risk appetite over time, adjusting how it is expressed as operational conditions warrant.

Champlain

Risk Appetite Survey

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Champlain

Risk Appetite Sample Statements

1. “The organization has a higher risk appetite related to strategic objectives and is willing to accept higher loses in the pursuit of higher returns.”

2. “The Champlain CCAC places client safety amongst its highest priorities. The organization also understands the need to balance the level of client need with the cost of providing such services levels. The organization has a low risk appetite related to client safety.

3. “Given the system pressures on the provincial healthcare system, the organization has a higher risk appetite for reputational risk than financial risk.”

Champlain

Next Steps

1. Risk Appetite Exercise

• Board Level Survey

• Facilitated Discussions with Board of Directors

• Written Risk Appetite Statements

2. Organizational / Corporate Risk Assessment

• Management and Board will be asked to provide insight

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Champlain

Discussion

01/10/2012

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Champlain

Accountability for Reasonableness: An Ethical Governance Framework for Priority Setting

October 2012

Item 8.0 - Organizational Ethics

Champlain

A4R: Accountability for Reasonableness

What is A4R?

• Ethical decision-making framework for fair priority setting – explicit rational

decision-making; priority setting process

• Prioritization and ethical decision-making is an iterative process; with changes in the healthcare environment, priorities change – need an iterative review of decisions to respond to these changes as new information emerges

• Based on the idea that people are more likely to agree on process than outcomes

• Applied widely in priority setting contexts post-SARS (i.e. H1N1)

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Champlain


What is A4R?

• Ethical decision-making framework for fair priority setting

• 5 Procedural Values

– Accountability

– Inclusiveness

– Openness/Transparency

– Reasonableness

– Responsiveness

Champlain


Value 1: Accountability

• There should be mechanisms in place to ensure that ethical decision-making is sustained over time

– In a public healthcare system, we are accountable to the public and

the community we serve (our stakeholders).

– As healthcare organizations, we are accountable to our patients

– As employers, we are accountable to our employees

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Champlain


Value 2: Inclusiveness

• Decisions should be made explicitly with stakeholder views in mind and there should be opportunities for stakeholders to be engaged in the decision-making process

– Identify your stakeholders

– Engage your stakeholders (patient centred care)

– If certain groups are not included, need justification

– Including stakeholders in discussions does not mean they get to

decide, it means they get to have a voice

Champlain


Value 3: Transparency

• Decisions should be publicly defensible. That means the process by which decisions were made must be open to scrutiny and the basis upon which the decisions are made should be publicly accessible to affected stakeholders.

– Are policies and procedures readily available?

– This is the basis of FIPPA (a basic legal requirement)

– Are there barriers to stakeholders accessing information?

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Champlain


Value 4: Reasonableness

• Decisions should be based on reasons (i.e. evidence, principles, values) that stakeholders can agree are relevant to meeting health needs…and they should be made by people who are credible (expertise) and accountable

– Reasonable people will disagree – it’s not possible to make a

perfect decision or achieve universal consensus

– Decisions should be made with the best evidence and decision-

making process available

– Decisions should be consistent (not ad hoc) and people should be

able to understand the rationale

Champlain


Value 5: Responsiveness

• There should be opportunities to revisit and revise decisions as new information emerges

– There should be mechanisms in place to address disputes and

complaints (appeals process)

– Information will always be changing – decision-making needs to be

flexible and timely

– Set time frames for revisions in advance

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Champlain

CASE STUDY

• Ethical considerations around wait-lists

Champlain

REFERENCES

Thompson AK, et al. Pandemic influenza preparedness: an ethical framework to guide decision-making. BMC Medical Ethics 2006; 7(12). http://www.biomedcentral.com/1472-6939/7/12.Accessed Dec 3, 2010.

Daniels N. Accountability for Reasonableness. BMJ 2000; 321: 1300-1301.

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Board Scorecard

September 2012 (Data as of August 2012)

Item 9.0 – Champlain CCAC Scorecard

Champlain

Core Metrics

2

Legend

Good

Caution May or may not require a mitigation strategy

Attention Requires a mitigation strategy

Info Only Information only

Developmental

Service Delivery Excellence

Organizational Capacity and Performance

Client Trends Target / Baseline Jul-12 Aug-12 FY 2012/13

1. Cl ient Population

17,770 Clients

non-summer

15,550

Summer

14,943 14,688 18,183

2. Referra ls 3703 Referrals 3,696 3,554 3,706

3. Intake Efficiency 90% 84.2% 85.0% 82.4%

4. Intake Waitl i s t 760 Clients 1,276 1,401 1,285

5. PSS Waitl i s t0-25 clients

(RAI 16+)44 34 42

6. Adult OT/PT Therapy Waitl i s t7 days or less

(RAI 16+)3.4 2.1 4.0

7. School Therapy Waitl i s t28 days or less

(RAI 16+)42.7 37.0 46.6

8: Community Cl ients Requiring

Enhanced Services36 Clients 23 23 32.5

Organizational Health Target / Baseline

1: Staff Turnover Rates 10%Q1

7.8%

Q1

7.8%

Annualized

7.5%

2: Absenteeism Annualized Rate and

Cost12

12 mnts to

Jul

10.0

12 mnts to

Aug

10.0

N/A

3: Health & Safety Staff Events TBD - Q3 TBD TBD TBD

4: % Education Hours TBD - Q3 TBD TBD TBD

Quality Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Service Wait Times: Community 19 days or less 85.0 111.0 103.0

1: Service Wait Times: Hospita l 3 days or less 16.0 19.0 17.4

2: Cl ient Events TBD - Q3 11 20 13.8

3: Cl ient Compla ints TBD - Q3 52 64 39.0

4: % of Wound Cl ients within target

LOS80% 76% 69% 73%

5: % Compl iance to receiving Fa l l s

Prevention Intervention (Audit)TBD - Q3 NA NA NA

6: % of Cl ients that triggered RAI-Med.

Cap with a Medication Review (Audit)TBD - Q3 NA NA NA

7: ED Regis tration/Hospita l Admits

(QCH)

444 clients/

117 clients470/93 513/105 427/101

Financials / Sustainability Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Tracking to Monthly Financial

Targets

+ $138k per

month+$517k +$1,481k +$2,343k

2: Tracking Against Operational

Improvement Plan Global

3: Tracking to Avg. Cost/Client

Expectations

$639/client($734 Summer)

$694 $711 $673

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Champlain

Enhanced Role Metrics

3

Legend

Good

Caution May or may not require a mitigation strategy

Attention Requires a mitigation strategy

Info Only Information only

Developmental

Leadership in Home & Community Care in an Integrated Health System

Long Term Care Homes Target / Baseline Jul-12 Aug-12 FY 2012/13

1: % of LTCH placements with a

MAPLe score of 4 or 578% or more 82.3% 83.1% 82.0%

2: Admission to LTCH from

Community/Hospital

% Hospital

48.8%41.6% 37.1% 39.4%

3: Percent of Clients on LTCH Waitlist

with CCAC Services51% 57% 58% 56%

At Home Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Number of Clients in Community

(MAPLe 4,5)4500 Clients

2012/13 Q1

4761

2012/13 Q1

4761

2012/13 Q1

4761

2: Number of Clients in Community

85 & Over6501 clients 6,234 6,268 6,351

Primary Care Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Number of Referrals from

Physicians500 485 563 528

Adult Day Program Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Waitlist Volume NA 128 150 130

2: % ADP Spaces Filled TBD TBD TBD TBD

ALS-HRS Target / Baseline Jul-12 Aug-12 FY 2012/13

1: % of clients placed into ALS-HRS

with a Moderate or above MAPLe63.9% 76.5% 61.5% 64.6%

2: Waitlist Volumes NA 128 142 NA

CSS Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Referral Volumes TBD TBD TBD TBD

2: % of clients referred where CSS

accepted the clientTBD TBD TBD TBD

Acute Hospitals Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Home First Enhanced Volumes 55 Clients 54 67 57.4

2: Initial Transitions within net 90

days

90% In

Community94.2% 97.8% NA

3. Total Days & Number of Clients

Waiting for Home First Enhanced

Clients

07 clients

3.3 days

avg.

2 clients

7 days avg.

3.3 clients

4.1 days

avg.

Sub Acute Hospitals Target / Baseline Jul-12 Aug-12 FY 2012/13

1: Volume of Placements to Other

Settings234 277 264 295

2: % of Spaces that CCAC is Managing NA 15% 15% NA

Champlain

CORE METRICS

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Champlain

Population FY 2011/12

Avg.

July 2012

August 2012

FY 2012/13 YTD Avg.

Total Clients

Non-Summer Months: 17,770 Summer Months: 15,550

15,080 14,688

Non-Summer: 18,183

Summer: 14,884

Budgeted Total Clients

17,770 14,819 14,799

Detail

Short Stay-Acute 1,991 2004 1961 1954

Short Stay-Rehab 954 765 666 801

Short Stay-Oncology

701 721 688 731

Community Independence

5,129 4677 4479 4839

Chronic 3,649 3716 3708 3687

Complex 2,405 2473 2478 2497

Enhanced 428 505 515 503

Paeds 2,521 325 280 1931

Uncategorized 300 239 225 275

Client Trends 1: Clients by Population

Assigned

to:

SB

5

Indicator Characterization

Definition Distinct count of clients, where a paid unit of service, equipment, or supplies occurred within the period, broken down by Client Population Groups. This excludes Case Management only clients, LTCH placement only clients

Reliability High

Frequency Monthly

Target Informational

Champlain

Referral Source for New Referrals

FY 2011/12

Avg.

July 2012

August 2012

FY 2012/13

Avg.

Hospital 2,052 2,049 1,983 2,049

Community-Physicians

500 485 563 528

Community-Other

1,151 1,162 1,008 1,129

Total 3,703 3,696 3,554 3,706

Client Trends 2: Referrals

Assigned

to:

Sharon

6


Definitions Referrals: Count of new referrals to the CCAC within the period, broken down by source of the referrals, and outcome of the referral (admit to CCAC or Non-Admit to CCAC).

Reliability High

Frequency Monthly


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Champlain 7

Client Trends 3: Intake Efficiency

Assigned

to:

Sharon

7


Count of clients assessed for initial eligibility determination, grouped into categories of the number of days waited. Note: Output of intake process could be that a client is not-admitted, admitted to Case Management only, or admitted to receiving services.

Medium – Indicator is directional

Monthly

90% of clients waiting for home care, wait less than or equal to 19 days

Metric Target July 2012

August 2012

FY 2012/13

Avg.

% of Clients waiting 19 days or less

90% or

more 84.2% 85.0% 82.4%


Definition Count of clients assessed for initial eligibility determination for Home Care referrals, grouped into categories of the number of days waited. Note: Output of intake process could be that a client is not-admitted, admitted to Case Management only, or admitted to receiving services.

Reliability Medium – Indicator is directional

Frequency Monthly

Target Green – if 90% or more of assessed clients receive eligibility determined date within 19 days

Yellow – if 85% to less than 90% of assessed clients receive eligibility determined date within 19 days Red – if less than 85% of assessed clients receive

Champlain

Intake Days Waiting Category

FY 2011/12

Avg.

July 2012

August 2012

FY 2012/13

Avg.

0-21 418 454 476 459

22-42 266 273 259 281

43-63 203 217 236 208

>64 358 332 430 339

Total 1,186 1,276 1,401 1,285

Client Trends 4: Intake Waitlist

Assigned

to:

Sharon

8


Definition Count of referrals waiting for initial assessment at intake, grouped by number of days waiting category. Note that some clients will be appropriately waiting for initial assessment, due to planned future dated assessments.


Frequency Monthly

Target 760 Clients

01/10/2012

5

Champlain

RAI Score

Target July 2012

Aug 2012

16 + 0-25 44 34

11 - 15 N/A 511 560

8 - 10 N/A 166 172

0 - 7 N/A 7 7

Client Trends 5: PSS Waitlist

(Month end Snapshot)

Assigned

to:

Prasun

Time Period

Known Issues or Events

Fall 2009 PSS waitlist instituted

Summer 2010

Therapy waitlists may have HR resourcing issues

9


Definition Count of clients waiting for PSS service. Includes all clients, whether on full or partial waitlist. The count is split by client priority groups. Snapshot taken at the end of the previous month

Reliability High

Frequency Monthly

Target Green – if between 0-25 RAI Score 16-28 PSS clients waitlisted Yellow – if between 26-50 RAI Score 16-28 PSS clients waitlisted Red – if over 50 RAI Score 16-28 PSS clients waitlisted

Champlain

Client Trends 6: Adult OT/PT Therapy Waitlist


Assigned

to:

Prasun

Time Period



Summer 2010


Fall 2010 Therapy waitlist release approved, but provider resources are tight

RAI Score Target July 2012

Aug 2012

Days Waiting for clients with a

Priority Score of 16+

less than 7 days

3.4 2.1

10


Definition Count of Adult clients waiting for OT or PT therapy services. Includes all clients, whether full or partial waitlist. The count is split by client priority groups. Snapshot taken at the end of the previous month

Reliability High

Frequency Monthly

Target Green – if RAI Score 16-28 waiting less than 7 days Yellow – if RAI Score 16-28 waiting between 7-14 days Red – if RAI Score 16-28 waiting more than 14 days

01/10/2012

6

Champlain

Client Trends 7: School Therapy Waitlist


Assigned

to:

Prasun

Time Period



Summer 2010



11


Definition Count of School clients waiting for Therapy service. Includes all clients, whether full or partial waitlist. The count is split by client priority groups. Snapshot taken at the end of the previous month

Reliability High

Frequency Monthly

Target Green – if A & B waiting less than 28 days Yellow – if A & B waiting between 28-60 days Red – if A & B waiting more than 60 days

RAI Score Target July 2012

Aug 2012

*A & B Priority Clients’

Days Waiting

less than 28 days

42.7 37.0

Insert graph showing number of complaints

due to school therapy waitlist per month:

August 2012 Availability

Champlain

FY 2011/12

Year – End

Jul 2012

Aug 2012

SAH Clients Waiting

36 23 23

Client Trends 8: Community Clients Requiring

Enhanced Services Assigned

to:

Juhee

Time Period



Summer 2010



12


Definition SAH Waitlist : Count of clients who are presently served in the community, who are waiting for an enhanced level of Personal Support Services (PSS), as at the end of the period. % of clients with an Assessment within past 6 months: For clients on the SAH waitlist, the count of clients whose last assessment is 6 months or less as at the end of the period. Note: Case Managers only add clients to the SAH waitlist if clients request enhanced services. Case Managers will not actively discuss the enhanced level of services for clients when enhanced levels of services are unavailable. Therefore, the metric is only indicative of a portion of the overall demand potential.

Reliability Moderate – Manual Tracking

Frequency Monthly


01/10/2012

7

Champlain

Quality 1: Service Wait Times

(Community & Hospital)

Assigned

to:

Juhee

13


Definitions Reliability Frequency Community Target (90th Percentile)

Hospital Target (90th Percentile)

Wait time from client intake / application date for services from the community, to receiving the first paid service (excludes clients receiving Case Management services, LTCH placement assistance, and any client waiting over 1 year)

High Monthly Green: 19 days or less

Yellow: 20 to 24 days

Red: 25+ days

Green 3 days or less

Yellow: 4 days

Red: 5+ days

CMs used “block orders” like 1

visit during three months

instead of using a therapy wait

list. Because of this, there were

clients waiting longer than 25

days for their first services

without being waitlisted

Hospital by CCM TypeBaseline

averageJul-12 Aug-12 FYTD

Monthly

Trend

Avg 7.1 7 8 7.8

90th

Percentile15.0 16.0 19.0 17.4

Hospital Total

Community by

CCMType

Baseline

averageJul-12 Aug-12 FYTD Monthly Trend

Avg 28.3 27 31 29.6

90th Percentile 84.7 85.0 111.0 103.0

Community

Total

Champlain 14

Number of events

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2011/12

Avg.

Adverse Events NA 3 1 3

High Risk Events

NA 8 19 11

Total High Risk & Adverse Events

NA 11 20 13.8

Quality 2: Client Events

Assigned

to:

Prasun

14


Definitions Reliability Frequency Target

Number of high and adverse risk events reported and recorded within Champlain Event Learning System. Top five events by volume and by risk provided for information purposes.

Moderate Monthly TBD

01/10/2012

8

Champlain 15

Complaints FY

2011/12 Avg.

Jul 2012

Aug 2012

FY 2012/13

Avg.

Total Complaints NA 52 64 39

Quality 3: Client Complaints

Assigned

to:

Prasun

15


Definitions Number of complaints reported and recorded within Champlain Event Learning System. Top five complaints type by provided for information purposes.

Reliability Moderate

Frequency Monthly

Target TBD

Champlain 16


Definitions Total number of healable wound clients achieving a Length of Stay (LOS) below or equal to wound pathways’ target LOS over the total number of healable wound clients.


Frequency Monthly

Target Green: 80% or better Yellow: Between 70% and 80% Red: Below 70%

Quality 4: % Wound Clients within Target Length of

Stay

Assigned

to:

Juhee

16

0

10

20

30

40

50

60

70

% Wound Clients within Target Length of Stay

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2012/13

(since June)

Avg.

Total 80% 76% 69% 73%

Arterial Ulcer 80% 75% 62% 65%

Diabetic Foot 80% 55% 60% 56%

NPWT 80% 85% 73% 79%

Other 80% 77% 71% 72%

Pressure Ulcer 80% 72% 74% 72%

Surgical 80% 73% 64% 69%

Traumatic 80% 76% 62% 73%

Venous Leg 80% 47% 64% 59%

01/10/2012

9

Champlain 17

Quality 5: Compliance To Receiving Falls Prevention

Intervention

Assigned

to:

17


Definitions % clients who trigger the falls cap and receive follow up for Falls Prevention as measured through auditing of random sample


Frequency Quarterly

Target TBD

47

48

49

50

51

52

53

54

55

56

57

2012/13 Q1 2012/13 Q2 2012/13 Q3 2012/13 Q4

% Compliance to Receiving Falls Prevention Intervention

FY 2011/12

Avg.

April 2012

May 2012

FY 2012/13

Avg.

% Compliance to Receiving Falls Prevention Intervention

TBD %% %% %%

Sample: with a RAI-

HC within the

previous month, for

initial RAI, look

within a 2 week

period from the date

of the RAI

assessment, where

the cap is triggered :

CHRIS number

CCM level

Referral to OT

(Yes/No)

Referral to PT

(Yes/No)

Date of RAI-HC

Has cap on previous

RAI?

Random number

(sort by random

number)

Champlain

47

48

49

50

51

52

53

54

55

56

57

2012/13 Q1 2012/13 Q2 2012/13 Q3 2012/13 Q4

% of Clients that triggered RAI-Medication CAP with a Medication Review

18

Quality 6: % of Clients that triggered RAI-

Medication CAP with a Medication Review (Audit)

Assigned

to:

18


Definitions % of clients who have a RAI-Medication CAP triggered, whose medications were reconciled at admission to CCAC services as measured through auditing of random sample


Frequency Quarterly

Target TBD

FY 2011/12

Avg.

April 2012

May 2012

FY 2012/13

Avg.

% of Clients that triggered RAI-Medication CAP with a Medication Review

TBD %% %% %%

Sample: with a RAI-

HC within the

previous month, for

initial RAI, look

within a 2 week

period from the date

of the RAI

assessment, where

the cap is triggered:

CHRIS number

CCM level

Referral to OT

(Yes/No)

Referral to PT

(Yes/No)

Date of RAI-HC

Has cap on previous

RAI?

Random number

(sort by random

number)

01/10/2012

10

Champlain

ED Registrations Q4

2011/12 Avg.

Jul 2012

Aug 2012

FY 2012/13

Avg.

QCH 444 470 513 426.6

QCH – Daily Average 15.3 15.2 17 14.2

Quality 7: Client ED Registrations & Hospital Admits

Assigned

to:

Bobbak

19


Definitions Registrations – The number of active CCAC Clients registered at the Hospital Emergency Department (ED). Admissions – The number of those clients who registered with the ED that were subsequently admitted as in-patient to the hospital. Note: While statistics have been collected since Dec. 2011, ED CCAC Notification went live at QCH on March 6, 2012

Reliability High

Frequency Monthly

Target TBD

ED Admissions Q4

2011/12 Avg.

Jul 2012

Aug 2012

FY 2012/13

Avg.

QCH 117 93 105 100.8

QCH – Daily Average 3.83 3.0 3 3.5

Champlain

Employee Category

FY 2011/12 Baseline

Q4 YTD 2011/12 Annualized

Q1 YTD 2012/13 Annualized

FY 2012/13 Annualized

CM 6.6% 6.6% 6.1% 6.1%

TA 3.9% 3.9% 3.8% 3.8%

Other Union

11.1% 11.1% 12.2% 12.2%

MPE 11.3% 11.3% 14.3% 14.3%

Total Target 10.0%

7.5% 7. 8% 7.8%

Organizational Health 1: Staff Turnover Rates

Assigned

to:

Jamie /

HROD

20



Rate at which employees leave an organization. Calculated as number of permanent employees who terminate or cease employment, divided by the average number of permanent employees on staff

High Quarterly Green – Less than 10% Prorated annualized Yellow – 10-11% prorated annualized Red – Greater than 11% prorated annualized

01/10/2012

11

Champlain 21

Employee Category

FY 2011/12 Baseline

12 months ending

Jul 2012

12 months ending

Aug 2012

Annual cost based on 12

months ending

Aug 2012 (thousands)

CM 10.2 10.3 10.4 $746k

TA 16.9 15.0 14.8 $223k

Other Union 10.1 8.8 8.9 $145k

MPE 3.1 3.9 3.8 $91k

Total 10.3 10.0 10.0 $1,205k

Organizational Health 2: Absenteeism

Assigned

to:

Jamie /

HROD

21


Definition Total number of sick hours, paid and unpaid for all permanent and temporary staff (excludes casuals), divided by number of permanent staff. .

Reliability High

Frequency Monthly and Annually

Target Green – 12 days or less annually Yellow – Above 12, up to 13.8 days Red – Above 13.8 days

Champlain 22

Number of events

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2011/12

Avg.

Adverse Events NA

High Risk Events

NA

Total High Risk & Adverse Events

NA

Organizational Health 3: Health & Safety Staff Events

Assigned

to:

Prasun

22



Number of high and adverse risk events reported and recorded within Champlain Event Learning System related to Staff Health & Safety. Top five events by volume and by risk provided for information purposes.


01/10/2012

12

Champlain 23

Number of events

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2011/12

Avg.

Total Worked Hours

NA

Total Education Hours

NA

% Education Hours

NA

Organizational Health 4: Percent Education Hours

Assigned

to:

HROD

23



Number of high and adverse risk events reported and recorded within Champlain Event Learning System related to Staff Health & Safety. Top five events by volume and by risk provided for information purposes.


Champlain

Financial / Sustainability 1: Tracking to Monthly Financial Targets

Assigned

to:

Jamie

24

Target Jul 2012

Aug 2012

FY 2012/13

As per Budget

+ $517k

+ $1,481k

+ $2,343k


Definition Net surplus/deficit as calculated by Revenue minus Expenses

Reliability High

Frequency Monthly

Target Balanced Budget as annual aggregate target Green – within 0 to +/- 1.5 % of cumulative YTD spend against budget Yellow – Outside of Green corridor, but within 2.5 % of YTD spend against budget Red – Outside of 2.5 % of YTD spend against budget

01/10/2012

13

Champlain 25

Financial / Sustainability 2: Tracking Against Operational

Improvement Plan

Assigned

to:

Jamie

25



For each budget sustainability initiative, metrics have been determined and targets set. For a full explanation for each initiative, please refer to the operational plan prepared for the board and the LHIN.

High Monthly As per individual metric above

Savings Initiative Metric Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13

Overall

Estimated

Savings

Monthly Target 0% 0% 0% 40% 70% 100% 100% 100% 100% 100% 100% 100%

Actual 76.6% 79.8% 75.7%

Baseline $15,500 $14,820 $14,140 $13,460 $12,780 $12,100 $11,420 $10,740 $10,060 $9,380 $8,700 $8,020

Actual $19,021 $18,237 $19,218 $17,245 TBD

Baseline 13 13 12.75 12.75 12.5 12.5 12.25 12.25 12 12 12 12

Actual 12.7 13.4 12.9 13.2 13.9

Monthly Target 17.5% 17.5% 18.0% 18.0% 18.5% 18.5% 19.0% 19.0% 19.5% 19.5% 20.0% 20.0%

Actual 17.7% 18.7% 21.2% 21.3% 21.4%

Monthly Target (Number

of clients receiving PSS

with scores of 0-7)

2,400 2,220 2,020 1,880 1,740 1,540 1,340 1,140 1,020 980 940 900

Actual 2,277 2,161 1,886 1,551 1,249

Monthly Target $119,167 $119,167 $119,167 $0 $0 $0 $0 $0 $0 $0 $0 $0

Actual $142,624 $234,498 $255,000 $267,485 $287,904

Total Savings 5,065,500$

On Target on target or better

Caution within 5% of target or $10,000

Missed Target beyond 5% of target or $10,000

Under Development query under development

Legend

Administrative

Savings

Reduction in administration costs

per savings schedule

$357,500

Clinic Achieving 20% % Clinic Nursing Units of Total Visit-

type Nursing Units

Discharging RAI-HC 0-5

Clients + 6-7 Clients

Count of paid clients with PSS,

where RAI Score 0-7

Wound Care Frequncy

Change

% of wound care clients on q3 days

Cluster Care: Rate

Reduction

Monthly Lost Savings if Clients at

Cluster Care not serviced at Shared

Retirement Home:

Utilization Reduction

Average PSS Monthly Utilization

(Retirement homes)

$1,400,000

$54,000

$319,000

$335,000

$2,600,000

Champlain 26


Definition Average costs are calculated by summing all costs within the period (Services, supplies, equipment) divided by the sum of unique clients with costs. This is further divided into Lines of Business groupings. It excludes Case Management costs

Reliability High

Frequency Monthly

Target Target set against FY 2012/13 budget assumptions for average cost. Green: At or below target Avg. Cost Yellow: Between Target and 5% above Target Red: Above 5% of target Provincial averages to be determined for comparison as they become available.

CCM Population

Budget Target

July 2012

Aug 2012

FY 2012/13

Avg.

SS-Acute $544 $465 $472 $510

SS-Rehab $321 $293 $299 $316

Stable Oncology

$366 $344 $360 $343


$381 $360 $384 $386

Chronic $696 $693 $713 $709

Complex $1,124 $1,104 $1,106 $1,143

Enhanced $2,652 $2,628 $2,588 $2,652

Paeds $397 NA NA $1,012

Total $639 ($734 summer due to Peds)

$694 $711 $673

Financial / Sustainability 3: Tracking to Avg. Cost/Client Expectations

Assigned

to:

Prasun

26

CCM Group Budget Plus 5%

SS-Acute $544 571

SS-Rehab $321 337

Stable Oncology $366 384

Stable Low Risk $381 400

Chronic $696 731

Complex $1,124 1180

Enhanced $2,652 2785

Paeds $397 417

Total $639 671

01/10/2012

14

Champlain

PROVINCIAL COMPARATORS

Champlain

Provincial Comparators 1: Cost per Client Groupings

Client Grouping Data updated to compare: 2011/12-Q4

Champlain Central East

Central HNHB South West

Province

Adult Short Stay Acute (Episode)

$747 $587 $572 $457 $473 $592

End of Life (Episode)

$5178 $6131 $7168 $5175 $3760 $4936

Children Medically Fragile (Episode)

$3067 $3183 $2846 $2507 $3988 $2668

End of Life-in the last three months preceding death

$2918 $2899 $3419 $2871 $3161 $3101

Adult Long Stay – Complex RAI 17+ (Monthly)

$1292 $1077 $1145 $1121 $949 $1138

Adult Long Stay – Chronic RAI 11-16 (Monthly)

$705 $623 $616 $692 $632 $663

Adult Long Stay – Community Independence RAI 1-10 (Monthly)

$370 $377 $344 $379 $364 $377

Assigned

to:

Jamie

Source: OACCAC

Excludes case management, equipment and supplies

01/10/2012

15

Champlain

Provincial Comparators 2: Expenditures Proportioning: (Admin,

CM, Client Care)

Expenditures Category Data updated to compare: 2011/12-Q4

Champlain Central East


Province

Client Care 71.9% 69.9% 71.3% 72.3% 64.4% 69.9%

Case Management / I&R 19.8% 21.5% 21.0% 20.2% 25.6% 21.5%

Administration 8.1% 8.2% 7.4% 7.4% 9.5% 8.2%

Other 0.2% 0.4% 0.3% 0.2% 0.5% 0.4%

Assigned

to:

Jamie

Source: OACCAC Finance Reports

Champlain

Provincial Comparators 3: Penetration Rate for Servicing Complex/Chronic

and Community Independence

Assigned

to:

Jamie

30

0

10

20

30

40

50

60

Averag

e M

on

thlt

y A

cti

ve R

efe

rra

ls

per

10

00

Po

pu

lati

on

75

+

Fiscal Quarter

Trends in CCAC Population 'Penetration' by Client Complexity for all CCACs


Chronic and Complex

0

10

20

30

40

50

60

Averag

e M

on

thly

Acti

ve C

lien

ts p

er

10

00

Po

pu

lati

on

75

+

Trends in CCAC Population 'Penetration' by Client Complexity for Champlain

CCAC


Chronic and Complex

01/10/2012

16

Champlain

ENHANCED ROLE METRICS

Champlain

Category Target Jul

2012 Aug 2012

FY 2012/13

Avg.

Enhanced 55 54 67 57.4

Regular NA 159 162 148.8

Palliative NA 5 7 6.4

Non-Admit NA 44 49 43.0

Pending NA 4 11 NA

Total NA 254 275 258.2

Acute Hospitals 1: Home First Volumes

Assigned

to:

Bobbak

32


Definition Count of new hospital clients admitted to the Home First Program per month


Frequency Monthly

Target 70 or more Home First Enhanced clients per month (January 2012 to March 2013) 55 clients per month FY 2012 Green – 55 or more admissions to New Home First Enhanced Clients per month Yellow – Between 50-55 admissions to Home First Enhanced Clients per month Red – Below 50 clients admitted to Home First Enhanced Clients per month

New Home First (ALC) Activity

per Month

Client Type 2011/09 2011/10 2011/11 2011/12 2012/01 2012/02 2012/03 2012/04 2012/05 2012/06 2012/07 2012/08

CCAC Enhanced Service Clients

transitioned home 75 65 47 44 53 66 55 54 56 56 54 67

CCAC Palliative Service Clients


CCAC Regular Service Clients


Non-admits Clients 14 8 23 15 12 24 44 38 50 44 49 34

Pending Referrals 0 0 3 1 0 1 1 0 0 0 4 11

Grand Total 157 135 155 132 150 206 266 241 261 254 271 264

Month

01/10/2012

17

Champlain 33

Acute Hospitals 2: Initial Transitions within

net 90 days

Assigned

to:

Bobbak

33


Definition Understanding of where clients get referred to after being referred to the CCAC Home First Enhanced Services program for their first transition


Frequency Monthly


Destination 2011-09 2011-10 2011-11 2011-12 2012-01 2012-02 2012-03 2012-04 2012-05 2012-06 2012-07 2012-08

ALS-HRS 5 16 17 10 10 17 19 15 12 15 8 3

CCAC Enhanced Service 15 19 10 10 22 19 19 19 18 8 20 5

CCAC Palliative Service 4 1 0 0 0 0 2 0 1 0 1 0

CCAC Regular Service 64 67 59 54 44 65 105 109 123 139 158 62

Died 2 0 2 2 2 2 2 3 4 2 2 0

LTCH 3 2 6 1 2 4 4 3 8 8 7 2

Other 0 0 0 0 3 0 2 0 0 0 0 0

Hospital Admission > 14 Days 8 1 5 3 5 11 9 10 12 12 7 0

CCAC Hosp Stay Return to CCAC 18 17 27 10 26 24 21 32 41 30 38 20

Grand Total 119 123 126 90 114 142 183 191 219 214 241 92

Enhanced Services Client Destination (<+90 Days

Champlain

Category Target Jul

2012 Aug 2012

FY 2012/13

Avg.

Number of Clients

0 7 2 3.3

Avg. Days Waiting

0 3.3 7 4.1

Acute Hospitals 3. Total Days & Number of Clients Waiting for

Home First Enhanced Clients

Assigned

to:

Bobbak

34


Definition Count of new Home First Enhanced clients waiting to go home due to CCAC delays.


Frequency Monthly

Target 0 clients waiting

01/10/2012

18

Champlain

Destination FY 2011/12

Avg.

July 2012

August 2012

FY 2012/13

Avg.

ALS-HRS 28 17 12 23

Adult Day Program

NA 38 33 34

Assess & Restore

8 5 5 7

Convalescent Care

28 25 32 30

LTCH 198 192 182 200

Total 262 277 264 295

Sub-Acute Hospitals 1: Volume of Placements to

Other Settings

Assigned

to:

Sharon

35


Definition Count of placements from sub-acute hospital settings to alternative settings. Indicator of work accomplished by CMs in enhanced roles.


Frequency Monthly


Champlain

Destination FY 2011/12

Avg.

Jul 2012

Aug 2012

Percent Spaces that the CCAC is Managing

N/A 15% 15%

Total Sub-Acute Spaces CCAC is involved in Client Flow

N/A 128 128

Total Sub-Acute where CCAC is not involved

N/A 706 706

Total Sub-Acute Spaces

N/A 834 834

Sub-Acute Hospitals 2: Percent Spaces that the CCAC is Managing

Assigned

to:

SB / Kevin

B

36


Definition Percent of sub-acute spaces that the CCAC is managing flow to the space, of the total Champlain wide sub-acute spaces.


Frequency Monthly


01/10/2012

19

Champlain

Prior Location

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2012/13

Avg.

Hospital 78.2% 74.6% 84.7% 78.8%

Private Dwelling

84.4% 93.1% 84.9% 83.8%

Retirement Home

88.2% 87.2% 93.9% 88.3%

Total 78.3% 82.3% 83.1% 82.0%

Long Term Care Homes 1: % of LTCH placements with a MAPLe

score of 4 or 5, by Source

Assigned

to:

Bobbak

37


Definition Percent of clients with a MAPLe (Method of Assigning Priority Levels) score of High or Very High, out of the total number of clients placed into LTC homes within the previous quarter (Note: MAPLe scores are determined from a RAI assessment on a client) Note 1: Crisis placement designation from Hospital may impact this indicator; Note 2: Home First should help improve indicator results over time

Reliability High

Frequency Monthly

Target Green – if 78% or greater Yellow – if between 75-78%% Red – if below 75%

Champlain

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2012/13

Avg.

Hospital 48.8% 40.9% 37.1% 39.4%

Community 51.2% 59.1% 62.9% 60.6%

Long Term Care Homes 2: Admission from Community/Hospital

Assigned

to:

Bobbak

38

Stacked column chart for

initial placements:


Definition % Admission to LTCH by Community/Hospital: The count of clients placed into LTCH for their initial placement by location prior to placement, divided by the overall initial placements in the period. Number of Admissions to LTCH by Community/Hospital: The count of clients placed into LTCH for their initial placement by location prior to placement..

Reliability High

Frequency Monthly


2011-09 2011-10 2011-11 2011-12 2012-01 2012-02 2012-03 2012-04 2012-05 2012-06 2012-07 2012-08 Total FTYD

Community

# of Clients 75 87 94 79 88 77 92 98 128 112 94 105 1129 537

% of Clients 51.0% 48.9% 49.0% 46.5% 46.3% 43.3% 48.4% 55.1% 65.6% 59.9% 59.1% 62.9% 53.0% 60.6%

Hospital

# of Clients 72 91 98 91 102 101 98 80 67 75 65 62 1002 349

% of Clients 49.0% 51.1% 51.0% 53.5% 53.7% 56.7% 51.6% 44.9% 34.4% 40.1% 40.9% 37.1% 47.0% 39.4%

Total # of Clients 147 178 192 170 190 178 190 178 195 187 159 167 2131 886

01/10/2012

20

Champlain

FY 2011/12

Avg.

Jul 2012

Aug 2012

FY 2012/13

Avg.

Total LTCH waitlist not in LTCH waiting for final placement

2,637 2,404 2,363 2,411

Number of Clients on Waitlist with CCAC services (Private Dwelling or Retirement Home)

1,352 1,384 1,363 1,347

Number of Clients on LTCH Waitlist in Retirement Homes without CCAC Services

336 335 336 346

Number of LTCH clients without CCAC or Retirement Home Services

949 685 664 718

Ratio LTCH Waitlist with CCAC Services

51% 57% 58% 56%

Ratio LTCH Waitlist in Private Dwelling or LTCH with CCAC or Retirement Home Services

64% 72% 72% 70%

Long Term Care Homes 3: Percent of Clients on LTCH Waitlist with

CCAC Services

Assigned

to:

Bobbak

39



Count of number of clients on LTCH waitlist, as compared to the count of the same clients who currently are receiving CCAC Home Care services, or have received CCAC Home Care services within the past 30 days.

High Monthly Informational

Champlain

MAPLe Score

Target Q4-2011/12

Q1-2012/13

FY 2011/12

Avg.

MAPLE 4 & 5

4500 4483 4761 4760

At Home 1: Number of Clients in Community

(MAPLe 4,5)

Assigned

to:

Bobbak

40


Definition Count of CCAC clients with an open referral with a MAPLe (Method of Assigning Priority Levels) score of High or Very High

Reliability Medium – Indicator is dependent on when RAI assessment was last conducted NOTE: Indicator is a count, and not a % based on census of clients living in Champlain territory

Frequency Quarterly

Target Green: 4500 Yellow: 4320-4499 Red: Below 4320

01/10/2012

21

Champlain

FY 2011/12

Avg.

July 2012

August 2012

FY 2012/13

Avg.

6,501 6,234 6,238 6,351

At Home 2: Number of Clients in Community

85 & Over

Assigned

to:

Sharon

41


Definition Count of CCAC clients who are actively case managed by the CCAC during the period.

Reliability High

Frequency Monthly


Champlain

Referral Source for New Referrals

FY 2011/12

Avg.

July 2012

August2012

FY 2012/13

Avg.

Community-Physicians

500 485 563 528

Primary Care 1: Referrals by Physicians

Assigned

to:

Sharon

42


Definitions Referrals: Count of new referrals to the CCAC within the period, broken where the referral source is identified as physicians.

Reliability High

Frequency Monthly


01/10/2012

22

Champlain 43

Region FY 2011/12

Avg.

July 2012

August 2012

Ottawa NA 116 142

Eastern NA 7 3

Renfrew NA 5 5

Total NA 128 150

Adult Day Program 1: Waitlists

Assigned

to:

Sharon

43


Definition Count of CCAC clients who are waiting for Adult Day Programs (ADP), by region and provider, as at the end of the period.

Reliability Moderate – New process with ADP partners

Frequency Monthly


Champlain

MAPLe Level

FY 2011/12

Avg.

July 2012

Aug 2012

FY 2012/13

Avg.

% Moderate or above

63.9% 76.5% 61.5% 64.6%

Detail Placement Volume

Very High NA 2 2 3

High NA 10 6 10

Moderate NA 1 0 2

Mild 0 0 1

Low NA 4 5 8

No MAPLe

NA 0 0 1

ALS – HRS 1: % of clients placed into ALS-HRS with a

Moderate or above MAPLe

Assigned

to:

Juhee

44


Definition Percent of all clients placed into Assisted Living Services with a MAPLe score of Moderate or higher.


Frequency Monthly

Target TBD

01/10/2012

23

Champlain

Source Baseline Jul 2012

Aug 2012

Hospital NA 37 46

Community NA 91 96

Total NA 128 142

ALS – HRS 2: Waitlists

Assigned

to:

Juhee

45


Definition Count of unique clients waiting to be placed into Assisted Living Services, by referral source category.


Frequency Monthly

Target TBD

Champlain

PROVINCIAL COMPARATORS

01/10/2012

24

Champlain

Enhanced Role: Provincial Comparators

Metric Champlain Central East


Province

LTCH Beds per 1,000 Population Aged 75+ February 2012 : LTCH System Report

91.9 86.2 67.1 90.9 98.7 85.9

Average LOS in LTCH (Years) February 2012 : LTCH System Report

3.3 3.2 3.5 3.0 2.7 3.1

Acute ALC-LTC % at discharge

FY 2011/12: iPort Baseline

21.7% 22.4% 19.5% 5.6% 38.4% 15.4%

August 2012: iPort

12.5% 30.1% 16.7% 7.5% 30.6% 12.8%

Assigned

to:

Jamie /

Sharon

Champlain

Term Definition

ADP Adult Day Program Services: Adult Day Programs are funded by the LHIN, provided by community support services; provide supervised group programs to frail elderly and/or individuals with progressive cognitive disorders such as dementias

ALC Alternate Level of Care (ALC): A client whose care is being provided in an acute care setting where the client is no longer in an acute phase, and can be cared for in another area of the health care sector

ALS-HRS Assisted Living Services for High Risk Seniors: Program to provide clients with an enhanced level of personal support services through near on-call availability.

Ax Assessment, typically a RAI-HC or RAI-CA assessment, sometimes a local CCAC Assessment tool

CAP Client Assessment Protocol: Identifies the MDS-HC items that alert the assessor to the client’s potential problems or needs. Once flagged by a triggered condition, a more in-depth review of the relevant causes of the client’s identified problems and needs is necessary

CCM Client Care Model: Grouping clients into categories according to the needs of the client

CM Case Manager

CSS Community Support Services: Community support services are intended for seniors or people with disabilities who prefer to stay at home. Services can be offered at the client’s home or in the community. Funded via LHIN, local Cities and other sources for basic operation and salary costs Offer mostly fee based services

FTE Full Time Equivalent

LOS Length of Stay

LTCH Long Term Care Homes

MAPLe Method of Assigning Priority Levels (MAPLe) for community and/or facility services, as calculated by the RAI-HC assessment instrumentTher

MPE Management and Professional Exempt

PSS / HOM Personal Support Services

RAI-CA Resident Assessment Instrument – Contact Assessment

RAI-HC Resident Assessment Instrument – Home Care

RAI Score A score derived from outputs from the InterRAI RAI-HC

SAH Stay at Home (SAH) program where clients require more than the legislated maximum of 60 hours of Personal Support Services (PSS) per month

TA Team Assistant

Therapies Aggregation of the therapy services provided by the CCAC, including: Occupational Therapy (OT), Physiotherapy (PT), Speech & Language Pathology (SLP), Nutrition (NUT), Social Work (SW)

48

Glossary of Terms

01/10/2012

25

Champlain

Term Definition

AGH Almonte General Hospital

ADMH Arnprior District Memorial Hospital

Bruyere, BCC Bruyere Continuing Care Hospital

CCH Cornwall Community Hospital

CPDMH Carleton Place District Memorial Hospital

GMH Glengarry Memorial Hospital

HDMH Hawkesbury District Memorial Hospital

HM Hopital Montfort – Monfort Hospital

HNHB Hamilton Niagara Haldimand Brant Community Care Access Centre

KDH Kemptville District Hospital

PRH Pembroke Regional Hospital

QCH Queensway Carleton Hospital

ROMHC Royal Ottawa Memorial Health Centre

RVH Renfrew Victoria Hospital

SFMH St. Francis Memorial Hospital

SJCCC St. Joseph’s Continuing Care Centre

TOH-Civic The Ottawa Hospital – Civic Campus

TOH-General The Ottawa Hospital – General Campus

WDMH Winchester District Memorial Hospital

49

Glossary of Terms Cont’d

procÈs-verbal de la réunion du conseil d tenue le 3 octobre...

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