annual general meetingbrenda howorth, board secretary, welcomed everyone and gave a summary of the...

ANNUAL GENERAL MEETING

Tuesday, September 22, 2015

7:00 P.M.

Steinmann Mennonite Church 1316 Snyder’s Road West

Baden, ON N3A 3K8

TABLE OF CONTENTS

AGENDA ........................................................................ page 1

MINUTES OF 2014 ANNUAL GENERAL MEETING ............ page 2

BOARD REPORT................................................................................ page 8

ANNUAL REPORT ........................................................... page 9

ANNUAL BUSINESS PLAN for 2015-2016 ...................... page 19

MEMBER RELATIONS REPORT ..................................... page 28

ACTIONS OF THE BOARD ............................................. page 30

TREASURER’S REPORT ................................................. page 32

NOMINATING COMMITTEE REPORT ............................. page 33

REVISIONS - BY-LAW NO 1: 11 & 12 .............................. page 34 APPENDIX: Auditor’s Report and Audited Financial Statements ..... page 36

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AGENDA For

TRI-COUNTY MENNONITE HOMES

2015 Annual General Meeting

Tuesday, September 22, 2015 - 7:00 P.M.

STEINMANN MENNONITE CHURCH

Welcome: Michael Steinmann, Board Chair

Meditation: Pastor Steve Drudge, Steinmann Mennonite Church

Approval of Minutes of TCMH 2014 Annual General Meeting held September 23, 2014 at

Maple View Mennonite Church – Brenda Howorth, Board Secretary

Board Report – 2014-2015 – Michael Steinmann, Board Chair

Annual Report – 2014-2015 - Steve Lichty, Chief Executive Officer

Annual Business Plan – 2015-2016 – Steve Lichty, Chief Executive Officer

Member Relations Report – 2014-2015 - Brent Leis, Director of Administrative Services

Approval of Actions of the Board for the Fiscal Year April 1/14– March 31/15 – Michael Steinmann

Treasurer’s Report 2014-2015 – Bob Jantzi, Board Treasurer

Auditor’s Report 2014-2015 – Charles Seebach, Charles Seebach CA Professional Corporation

Acceptance of Audited Financial Statements for the Fiscal Year Ending March 31, 2015

Appointment of Auditors for 2015-2016 Fiscal Year – Susan Cressman, Board/Audit Committee Member

Election of Board Members – Michael Steinmann Nominating Committee Report – Dwight Steinman, Nominating Committee Chair

Revision to By-Law No 1: 11 & 12 – Michael Steinmann

Concluding Comments and Adjournment – Michael Steinmann

* Refreshments and fellowship for everyone following the meeting

Tri-County Mennonite Homes (TCMH)

Annual General Meeting Minutes

7:00 p.m., Tuesday, September 23, 2014

Maple View Mennonite Church, Wellesley

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PRESENT: Board Members: Michael Steinmann, (Board Chair), Dwight Steinman (Vice Chair), Brenda

Howorth (Secretary), Bob Jantzi (Treasurer), Susan Cressman, Larry Erb, Janice Gingerich, John Lichti, Paul

Shantz, Lynn Zehr Voting Delegates – 62 TCMH Staff – 14 Guests – 23

WELCOME: Michael Steinmann welcomed everyone to the meeting and thanked Maple View Mennonite

Church for hosting tonight’s meeting. He thanked and introduced the Board members present and gave special

welcome to Brenda Hallman (Board Chair) and Tim Kennel (CEO) from Fairview/Parkwood Mennonite

Homes. (Joan Fisk of the Waterloo Wellington Local Health Integration Network had planned to attend and sent

her regrets following the meeting.) Michael invited Pastor Brent Kipfer to share the devotional.

MEDITATION: Pastor Kipfer compared Tri-County Mennonite Homes (TCMH) to God’s custom built arrow,

designed to hit a particular target, rebalancing in mid-flight. He referenced Isaiah 49: 2&3, in terms of how God

called and prepared Israel (as a polished arrow) for the work He had given him to do His work. He added that

Jesus did what people could not do for themselves and that he came as a Servant Leader. He noted that Tri-

County Mennonite Homes has been chosen by God, polished & sent flying in pursuit of its godly mission

(reflected in the TCMH mission statement). In order to fly straight and true, TCMH is in constant need of

renewal and tweaking, in order to stay on track with God’s agenda, with the help of the Holy Spirit. Pastor

Kipfer then led in prayer.

APPROVAL OF MINUTES OF SEPTEMBER 24, 2013 ANNUAL GENERAL MEETING

Brenda Howorth, Board Secretary, welcomed everyone and gave a summary of the 2013 Annual General

Meeting minutes, which were found in the AGM information package (a copy of which is available at TCMH

Corporate Office).

It was moved by Brenda Howorth and seconded by Ken Kropf

That the minutes of the TCMH Annual General Meeting, held on September 24, 2013 at Tavistock

Mennonite Church be accepted as printed. Motion carried.

TCMH BOARD REPORT – Michael Steinmann gave highlights from his written report.

- On behalf of the Board, Michael welcomed Steve Lichty as Chief Executive Officer.

- Michael extended thanks to Stephen Herbert for his support and guidance as interim CEO and thanked the

TCMH Senior Leadership Team, all of the staff and volunteers for their work and care for residents and

clients this past year.

- Michael noted that, due to all of the transitions this past year, for both TCMH and Craigwiel Gardens, the

Board had put partnering discussions with Craigwiel Gardens on hold until TCMH is stabilized. He added

that there are still synergies and TCMH will again consider discussions at an appropriate time.

- Michael invited Steve Lichty to present the Operational Reporting.

OPERATIONAL REPORTING FOR THE YEAR APRIL 2013 – MARCH 2014

TCMH Corporate Office – Steve Lichty shared some of his own biography and then introduced the staff

present from the Corporate Office. He noted that it was challenging writing the Corporate Office report as he

had not been with the organization during the 2013/14 fiscal year.

- Steve affirmed the TCMH Mission statement and values, noting that they are understandable to staff and

clearly articulate the organization’s values. He noted that the divisional operating philosophies are very

strong.

TCMH Annual General Meeting Minutes September 23, 2014 cont’d.

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- Research shows that: a) Organizations that have mission statements do better than those that do not and b)

Organizations that focus on financial statements do not do as well as those who concentrate on community

and customers. This is the focus of TCMH.

- Steve reflected on the growth of TCMH over the past 50 years and asked the question, “Where does TCMH

go in the next 20 to 30 to 40 years?”

o The vision, mission and values stay the same but operating policies and procedures may need to change

to adjust to the world we live in.

o The Ontario Government Ministries have instituted some safety measures which allow TCMH to

compare itself to other long-term care facilities and to see how it can improve. Following Ministry

standards is half the job. The other half, which is equally important, is measuring aspects of resident-

centred care.

o Steve said that, although it was a good financial year for the organization, TCMH has still kept its

Mennonite roots, using financial resources to pay down debt.

- Steve noted that there was an oversight in the written AGM information package, in terms of any direct

reference to the pastoral care aspect within the TCMH organization. Leadership will endeavor to ensure this

does not happen again in the future.

- Steve welcomed questions but none were raised.

- Steve introduced Louise Lepp, new Executive Director of Aldaview Services.

Aldaview Services – Louise Lepp shared some of her own biography which brought her from England to

Canada twenty years ago, working in developmental services. She then came to Aldaview, working first as front

line staff ten years ago, then moved to a manager position and is now happy to serve TCMH as Aldaview’s

Executive Director. She noted that there have been both challenges and successes this past year (as indicated in

her written report).

- The Ministry of Community & Social Services’ recent compliance review at Aldaview looked at all

programs and services provided to clients. One comment fed back to management commended management

on the person-centred supports provided at Aldaview.

- Much energy has been put into developing day programs based on the clients’ desires, while also looking for

ways to support older/retired clients (such as the Life After Forty-Five [L.A.F.F.] pilot project referenced in

Louise’s written report).

- Louise highlighted a success story about a new resident, who had been unable to leave her familial home for

two years, prior to moving to Aldaview. Staff supported her in her struggles and successes and she has now

moved to a home with more independent living and is attending appointments and participating in

community!

- Louise thanked the community for their support and noted that Aldaview is now looking at ways to develop

and reach out with extended services to families within our community.

Louise introduced Joyce Penney, Executive Director of Greenwood Court.

Greenwood Court – Joyce Penney thanked everyone for attending this meeting and extended her gratitude to

the TCMH Corporate Office, the Greenwood Court team and Elizabeth Klassen for their support,. She

welcomed and extended thanks to Steve Lichty for his support over the past several months.

- Joyce referenced her written report and introduced Greenwood staff who were in attendance. - She noted that two memorial services were held this past year at Greenwood, for residents and staff, where

personal tributes to deceased family members were shared. Joyce noted that Vicki Stewart’s life will be

honoured in October. Vicki, who passed away in June 2014, had served first as Greenwood’s Executive

Director and then Nithview’s Director of Care, up until a few years ago. - Joyce expressed gratitude for the many contributions that have been made to Greenwood through the Chapel

Committee, the Greenwood Auxiliary and personal donations. These gifts have been used to provide many

“extras” at Greenwood. Joyce introduced Elizabeth Klassen, new Executive Director of Nithview Community.


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Nithview Community – Elizabeth Klassen, who spent her first seven years serving with TCMH as ED of

Aldaview Services, noted that her new position as ED of Nithview has come with many challenges. Before

providing highlights from Nithview, Elizabeth introduced the Nithview staff that were present. She then shared:

- The importance of Nithview’s retirement residents: These residents receive some support but also provide

valuable support to long-term care residents. Appreciation was expressed for their contribution to Nithview,

with Elizabeth noting that the next AGM report will be sure to include updates on the community in

retirement living.

- The retirement home sector has come into legislation over the past two years. Nithview’s first Retirement

Homes Regulatory Authority review (which took place this year) result showed no unmet standards.

- Nithview’s Pastoral Care program has gone through a period of restructuring this year. The already enhanced

pastoral care program (compared to partner agencies and which is beyond what is mandated or funded by the

Ministry), has increased hours for staffing.

o Pastors Sherri Martin-Carman and Jane Kuepfer (whose qualifications allow Nithview to provide

internships) are Nithview’s pastoral team. In October, they plan to welcome a pastoral care intern to

provide individual support, focusing on grief and loss.

- In Nithview’s effort to lead the way in dementia care, a partnership was established with the Dementia Care

Alliance, with Nithview planning to host the play, “Cracked, New Light on Dementia” (4 showings) in

October.

o This event is being billed as part of the education series provided by Fairview/ Parkwood and Tri-County

Mennonite Homes.

o This partnership will see Nithview staff participate in a related research study being conducted to see if

and how the play affects people’s view of dementia.

o The goal is to help improve the understanding of family, staff and residents as together they provide

person-centred care, in order to enhance the lives of those living with dementia.

Elizabeth introduced Brent Leis, Director of Administrative Services at Tri-County Mennonite Homes.

Member Relations Report – Brent Leis reported that TCMH has a variety of stakeholders, including local

businesses, financial institutions, insurance companies, members (including those present) and community. He

noted that it is through the support in financial gifts or gifts of time, that TCMH is able to significantly enhance

the lives of the people we serve.

- Volunteer hours: TCMH is currently searching for ways to electronically track and schedule volunteers, in

order to have the right volunteer in the right place at the right time, to support our residents.

- Included in cash reserves is over $473,000 accumulated charitable contributions for distribution. The written

report outlines some of the things TCMH was able to do this past year because of these donations.

o Some exciting projects TCMH is looking towards this coming year are: new computers in the Nithview

library, for resident use; a coffee shop at Nithview; enhancing the sensory room at Aldaview; and wall

art and a bathing spa at Greenwood.

o All of these projects contribute to resident life and would not be possible without the generosity of our

donors.

- TCMH and investors benefit from the promissory note program. In early 2014, a TCMH note holder donated

to TCMH the remainder of their promissory note for which TCMH is very grateful.

On behalf of all of TCMH, Brent extended thanks for all of the contributions given, which make a difference in

the lives of the people we serve.

Michael Steinmann thanked everyone for their reports and opened the floor for questions. None were raised.

APPROVAL OF ACTIONS OF THE BOARD FOR THE FISCAL YEAR APRIL 1/13 – MARCH 31/14

Michael Steinmann referenced the Actions of the Board which were listed in the information package beginning

on page 18. He opened the floor for any questions but none were raised.


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It was moved by David Seyler and seconded by Allan Mills

That the Actions of the Board for the Fiscal Year April 1, 2013 to March 31, 2014 be accepted as written

in the 2014 Annual General Meeting Information Package. Motion carried.

TREASURER’S REPORT – Michael invited Bob Jantzi, Board Treasurer to provide the Treasurer’s Report:

- TCMH ended the 2013/14 fiscal year in a financially strong position at $666,598.

- A 16.12 % operating margin exceeded budget expectations.

- Revenue (including resident payments, donations, other and government funding) exceeded $18 million for

the first time in history.

- As a not-for-profit organization, any net income earned is reinvested into infrastructure.

- The TCMH debt financing plan, including a renegotiation of mortgage, resulted in a decrease of $268,847

over the previous year.

o Over the past five years, TCMH has worked hard to reduce interest costs which are now down to 3% of

total revenue (from 7.3% in 2009).

o Subsequent to March 2014, TCMH has made another one-time mortgage payment (in July 2014), to

further reduce interest costs in future years.

- Key metrics indicate that TCMH is managing their working capital effectively. Improvement in debt ratio is

being run responsibly. With an emphasis on fiscal responsibility, TCMH operations remain financially

healthy and sustainable, thereby allowing the organization to be a leader in the community and in serving the

people who live here.

Charles Seebach was invited forward to present his report.

AUDITOR’S REPORT - Charles referenced the statements included in Appendix A.

- From an auditing perspective, there was nothing unusual or extraordinary. The audit went smoothly, as in the

past.

- Note #4 on page 10 of the written report, related to mortgages payable, reflects details on the refinancing of

the MSCU mortgage.

Charles welcomed questions about his report but none were raised. He thanked TCMH for having his firm as

auditor and extended thanks to the staff of TCMH.

Acceptance of Audited Financial Statements for the Fiscal Year Ending March 31, 2014

It was moved by Bob Jantzi and seconded by Dwight Steinman

To accept as presented the Audited Financial Statements for Tri-County Mennonite Homes for the

fiscal year ending March 31, 2014. Motion carried

Appointment of Auditors for 2014-2015 Fiscal Year

It was moved by Lynn Zehr and seconded by Paul Shantz

To appoint Charles Seebach CA Professional Corporation as auditors for TCMH for the 2014-2015

fiscal year. Motion carried.

ELECTION OF BOARD MEMBERS – Michael Steinmann thanked the Nominating Committee of Mel

Jantzi, Ken Kropf, Glenn Zehr and Dwight Steinman (Board representative), for the hard work they did in

filling positions this year. Michael noted that the purple page handed out at registration is to replace page 21 of

the information package, which contained some errors. Dwight Steinman was invited forward as Nominating

Committee Chair.


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- Dwight noted that he and the committee were charged with the task of filling five vacancies on the Board.

o Two positions had been left vacant, at the 2013 AGM, (to allow for Craigwiel Gardens’ representation on

the Board, however, that process had not come to fruition).

o These two vacancies are to be filled by individuals for a three year term, rather than four years, in order to

keep the Board member rotation at a constant of three vacancies per year in the future.

- Dwight introduced Lynn Zehr (who has completed his first four year term on the Board) and Arlene Hoke,

both of whom are nominees for three year terms.

- Dwight introduced Brenda Howorth (who has completed her first four year term on the Board), David

Honderich and Judy Johnson, all of whom have allowed their names to stand for four year terms.

Michael Steinmann opened the floor for additional nominees. None were presented.

It was moved by Dwight Steinman and seconded by Bob Jantzi

That nominations for the TCMH Board of Directors cease. Motion carried.

It was moved by Dwight Steinman and seconded by Allan Mills

That the nominations for the TCMH Board of Directors be approved as follows: a) 4 year term 2014 -

2018 – David Honderich, Brenda Howorth and Judy Johnson b) 3 year term 2014 - 2017 – Arlene Hoke

and Lynn Zehr. Motion carried.

Michael extended thanks to the Nominating Committee and to the new Board members, for their willingness to

serve.

NEW GOVERNANCE STRUCTURE – COMMITTEES AND MEETING SCHEDULE Michael Steinmann shared that the Board has found it increasingly difficult, in overseeing Tri-County

Mennonite Homes, to appropriately review all of the various reports, to discuss and discern directions for

Tri-County Mennonite Homes, and to still keep the meetings to a reasonable length. To address these issues, the

Board has created a new governance structure, including an expanded Board Committee set-up.

- The Board committees will be comprised of Board members and additional community members who have

experience or interest in specific areas of governance, related to the business of Tri-County Mennonite

Homes.

- The expanded Board Committees will allow opportunity for the committee members to dig deeper, ask

questions into their areas of responsibility, give input into their areas of expertise and interest, and provide

assurance that the right questions are being asked and that the Board’s responsibilities are being fulfilled.

- It is anticipated that Church constituents and community members who sit on the Board committees, serving

Tri-County Mennonite Homes in their areas of expertise and interest, will begin to more fully understand the

organization and hopefully have their interest piqued to become further involved down the road.

- The Board Committees more in-depth discussions, related to specific areas of TCMH business, will free up

the quarterly full Board meetings, thereby allowing more time to be spent, as a full Board, discussing and

discerning direction for TCMH.

- Michael noted that the Board anticipates an exciting and challenging transition, as they work through the first

year of this new structure, with the goal of providing improved governance to Tri-County Mennonite Homes.

- The new schedule for Board and committee meetings (located at Appendix B in the information package)

were referenced for review. It was noted that the Board will be transitioning to this new Governance

Structure this coming year.

- An invitation was given to anyone interested in being involved in one or more of the Board committees (in

which case, they were asked to speak with a member of the Board or to Tri-County Mennonite Homes

Corporate Office).

Questions were invited but none were raised.


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CONCLUDING COMMENTS AND ADJOURNMENT - On behalf of the Executive Committee and Board,

Michael Steinmann extended thanks:

- To Mel Jantzi for working on the Nominating Committee for the past three years and, prior to that, on the

Board of Directors for eight years.

- To Larry Erb for serving on the Board of Directors for eight years, during which he served on various ad hoc

committees, on the Huron Perth Non Profit Homes and Services for Seniors, and as Board secretary for three

years.

DATE OF NEXT ANNUAL GENERAL MEETING – Michael noted that the next AGM is scheduled for:

Tuesday, September 22, 2015 at Steinmann Mennonite Church

All were welcomed to a time of fellowship following this meeting.

Michael Steinmann closed in prayer.

MEETING ADJOURNED at 8:08 p.m.

Recording Secretary: Cathy Meidinger Approved by: Original Signed by Brenda Howorth

Brenda Howorth, Board Secretary

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TCMH Board Report - 2015 Annual General Meeting

Michael Steinmann, Board Chair

On behalf of the Tri-County Mennonite Homes (TCMH) Board of Directors, I am pleased to share some highlights around the activities of the Board and staff, during the 2014/2015 fiscal year. I invite you to read the information in this delegate packet and come to the Annual General Meeting at Steinmann Mennonite Church on Tuesday, September 22nd. We look forward to meeting with you there! The 2014/15 year was a year of positive change. As you heard at the last AGM, Steve Lichty joined TCMH in May 2014, as CEO of TCMH. We’ve been excited by his dedication to his role, and to the ideas he is working on to improve the resident experience for those that we serve. Steve has support from a great management team who have worked hard to support TCMH through the transitional period. The Board continued to receive reports from all of the areas of TCMH this year. In the past year, the Board changed its structure to improve efficiency and oversight to its Board responsibilities. Board Committees have been created to oversee the following areas: Finance & Audit, Building & Property, Quality & Risk Management, Strategic Planning, and 50th Anniversary. These committees are made up of a variety of individuals with expertise in certain areas and include Board Members, Staff, and Community Members. These committees provide a good opportunity for the three stakeholder groups to provide deeper oversight and understanding into their areas of expertise and report back to the Board. The Board’s quarterly meetings are an opportunity to ultimately get comfort that all these areas, and TCMH as a whole, are being overseen properly and with due diligence. I’d like to thank the Board for their quick adjustment to this new structure, to the Staff for their input and guidance, and to the Community Members who have taken on these new roles and provided valuable work into this process. In the coming year, the Board will look forward to furthering work on Strategic Planning for TCMH’s future. Our ongoing partnering with like-minded groups has again resulted in some formal times of interaction with Parkwood and Fairview Mennonite Homes. We continue to look for ways we can work together with this and other organizations for the betterment of our communities. Please keep an eye out for special events that this partnership facilitates throughout the year. From a Board personnel perspective, this past year we welcomed Arlene Hoke, Judy Johnson and Dave Honderich as new members. The Board has appreciated their input and contributions as they began their terms with TCMH. At this year’s AGM, we wish to acknowledge Dwight Steinmann and Susan Cressman who have completed their terms on the Board and will be stepping down. I would encourage each of you to consider contributing to our organization as a Board member in the future. As you read through this annual report, it will again become clear that the success of TCMH is the result of a great many people. On behalf of the TCMH Board of Directors, I would like to express our sincere appreciation to all of our residents, clients, dedicated staff and volunteers who contribute so greatly to the community and mission of TCMH.

TCMH ANNUAL REPORT – APRIL 1, 2014 TO MARCH 31, 2015

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Rooted in faith, Tri-County Mennonite Homes provides leadership in service

to seniors and developmentally disabled individuals by dedicated staff and volunteers.

TCMH Mission Statement

For this very reason, make every effort to add to your faith goodness; and to goodness,

knowledge; and to knowledge, self-control; and to self-control, perseverance; and to

perseverance, godliness; and to godliness, mutual affection; and to mutual affection, love. For if

you possess these qualities in increasing measure, they will keep you from being ineffective and

unproductive in your knowledge of our Lord Jesus Christ.

2 Peter 1:5-8

Executive Summary

Over the last year, Tri-County Mennonite Homes (TCMH) has focused on continuous improvement in our

leadership in service to seniors and developmentally disabled individuals. In May 2014, both the TCMH Board of

Directors and the Senior Leadership Team set 12 performance objectives for the year. Every quarter, the Senior

Leadership Team gave a report on the progress achieved towards meeting each of the objectives. The

advantages of this format included:

It required Senior Leadership Team members to review their progress on their objectives, at regular

intervals throughout the year, which made it more likely that objectives would be achieved by the end of

the year.

If a Senior Leadership Team member found that their accomplishments did not align with a performance

objective, then it either meant that the wrong performance objectives were selected or the Senior

Leadership Team member was focusing on lower priority activities. In either event, corrective action could

be taken at an early stage.

It was easier for Board members and other stakeholders to evaluate the progress TCMH and its divisions

were making towards achieving the annual objectives.

A “dashboard” was incorporated into the reports to show graphically whether an objective was “green”

(already achieved or likely to be achieved); “amber” (at risk of not being achieved); or “red” (unlikely to be

achieved). This enabled the Board and other stakeholders to quickly identify the objectives where more

information may be required from the Senior Leadership Team on corrective and preventative actions.

It is important to note that many of the past year’s objectives are very broad and will take several years to

achieve and/or be ongoing. The “measures” and “targets” for 2014-15 were only one year’s expectations

towards achieving the broader objective over a longer time frame.


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The following table summarizes the year’s 12 performance objectives and the progress that was achieved by

March 31, 2015.

indicates that the objective was achieved by March 31, 2015.

indicates that the objective was partially achieved.

indicates that the objective will not be achieved.

A - RESIDENT PERSPECTIVE: How do we ensure that all of our divisions are exceptional places to live for our residents and clients?

A1 - To ensure that the safety of our residents and clients meets or exceeds provincial averages determined by the Ministry of Health and Long-Term Care

Amber

A2 - To make Aldaview Services, Greenwood Court and Nithview Community the “residences of choice” for the developmentally disabled and seniors in our region

Green

A3 - To ensure that the food served at Greenwood Court and Nithview Community is regarded as the best at any Long Term Care facility in our region

Amber

B - EMPLOYEE PERSPECTIVE: How do we ensure that TCMH is an exceptional place to work?

B1 - To ensure that employees are fully engaged Green

B2 - To create a resident/client centred culture, where quality is defined by our customers Green

B3 - To reduce grievances and staff complaints Amber

C - INTERNAL PERSPECTIVE: How will we sustain our ability to change and improve?

C1 - To improve TCMH governance Green

C2 - To improve TCMH operational effectiveness Amber

C3 - To strengthen community partnerships and to enhance TCMH profile within our communities Green

D - PHYSICAL AND FINANCIAL PERSPECTIVE: How will we ensure that our physical assets are maintained and that we are financially sustainable?

D1 - To ensure financial sustainability of TCMH and its divisions Green

D2 - To ensure the integrity and optimal use of our physical assets Green

D3 - To ensure that the TCMH website provides current useful information to all of our stakeholders and potential stakeholders

Green

Green

Amber

Red


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A: RESIDENT PERSPECTIVE: How do we ensure that all of our divisions are exceptional places to live for our residents and clients?

Objective Measures & Targets

Accomplishments

A1 To ensure that the safety of our residents and clients meets or exceeds provincial averages determined by the Ministry of Health and Long-Term Care

Measures To reduce:

Falls

Worsening of pressure ulcers

Use of restraints

Worsening of bladder control

Unnecessary ED (Emergency Department) visits

Infections Targets

To be at or below provincial averages, as provided in more detail in the divisions’ Quality Improvement Plans

Early in 2014, the Ontario Ministry of Health and Long-Term Care (MOHLTC) announced a new program whereby every Long Term Care (LTC) home in Ontario will be required to develop, annually, a Quality Improvement Plan, or “QIP”. Each home’s QIP will be filed with the Ministry and posted on the home’s website.

QIPs did not become mandatory until April 1, 2015, but homes were encouraged to develop a QIP for the 2014-15 fiscal year, in order to become more familiar with the program and to identify opportunities for improvement.

Although only LTC homes are required to develop QIPs, all three of the TCMH operating divisions developed a QIP for 2014-15 and monitored their progress in improving the safety of our residents and clients. The lessons learned, by both TCMH and the MOHLTC, from this experience, include:

It is better to have fewer objectives, so that more detailed attention can be paid to monitor and improve in specific areas. The MOHLTC revised the program to encourage homes to focus on only four objectives each year.

It may not be possible to achieve better results in every area. This is because of the trend, both provincially and at Greenwood Court and Nithview Community, that residents now entering LTC are frailer than those residents entering LTC in previous years.

Throughout the year, it became increasingly evident that improvement in any area requires an in-depth analysis of the reasons for an occurrence, a collaborative approach across departments to identify and implement preventative and corrective actions to be taken, and regular monitoring of the effectiveness of these actions.

The 2015-16 QIPs are available on the TCMH website www.tcmhomes.com .

A2 To make Aldaview Services, Greenwood Court and Nithview Community the “residences of choice” for the developmentally disabled and seniors in our region

Measures

Residents’ satisfaction at Greenwood Court and Nithview Community

Clients’ satisfaction at Aldaview Services

Targets

Continuous improvement targets to be set for all

While it is important that our residents and clients be safe, it is also important that they enjoy a high quality of life. An analogy can be made of the aviation industry. When we travel by air, we definitely do not want the plane to crash, but we also would like the flight to leave on time, the cabin crew to be friendly, the food to be tasty, and our luggage not to be lost.

The Quality Improvement Plans are designed to increase the safety of our residents and clients, but do not necessarily improve their quality of life. Thus, we initiated two new surveys to measure and monitor quality of life issues:

Family Satisfaction Surveys for residents in LTC at Greenwood Court and Nithview Community and for clients at Aldaview Services

Residents’ Satisfaction Surveys for residents in Independent and Retirement Living at Greenwood Court and Nithview Community.

The results of each survey are posted on the TCMH website, but some key findings include:

Overall, our residents and clients have a high satisfaction with their quality of life.

http://www.tcmhomes.com/


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services in all divisions after benchmarking

For residents in Retirement and Independent Living, the two greatest opportunities for improvements are in Food Services and Telecommunications (i.e., phone, internet and cable TV).

For residents in LTC, the greatest opportunities for improvement are in providing more choices. This includes more choice in the times that they get up, the times that they go to bed, meal times, activities, etc.

Family members of Aldaview clients requested better communications and involvement of family members in planning the goals of the client each year.

Residents, from all divisions, expressed their appreciation for the spiritual environment of TCMH and noted how important it is to maintain it.

The 2014-15 survey results have been used to establish benchmarks and will be used by each division for continuous improvement every year.

A3 To ensure that the food served at Greenwood Court and Nithview Community is regarded as the best at any LTC facility in our region

Measures

Taste

Nutrition

Presentation

Services

Targets

100% Satisfied or Very Satisfied in our next Satisfaction Survey

Food (a basic human need) is one of the services most commonly identified by our residents and clients, where improvements can be made. This will be an on-going process, but some of the initial steps taken in 2014-15 were as follows:

A “Food First” philosophy was adopted. This means that menu preparation for Greenwood Court and Nithview Community first determine what food our residents want and then prepare it in the manner they prefer. Adjustments, if needed, are then made, to ensure that we comply with nutritional and dietary requirements.

Aldaview Services has more consultation with our clients and their family representatives, on the types of food that the clients prefer to eat.

Small, but important changes have been made to improve the dining experiences. Residents in both Retirement and LTC now have coffee or tea served throughout their meals and there has been an increased emphasis on training staff, both Nursing and Dietary, on Pleasurable Dining practices.

A “coffee nook” has been created for Retirement and Independent Living at Nithview Community, similar to the one already in place at Greenwood Court.

The Family Satisfaction Surveys identified a need to improve the items stocked on the LTC snack carts. It has been a learning experience, for the staff and family members working on the response to this issue, to realize its complexities. For example, we received a complaint about melons sometimes being served before they were ripe. The preventative and corrective measures involve individuals who: set the menu (to show “fresh fruit” rather than “melon”); order the produce (to include fruit that is in season); receive the produce (to ensure it is ripe enough to eat); prepare the snack cart (making a substitution, if required); and serve the fruit (as the final check to ensure only appropriate food items are being served). The key objective is to empower all staff to make whatever changes are necessary, to improve the dining experiences of our residents and clients.


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B: EMPLOYEE PERSPECTIVE: How do we ensure that TCMH is an exceptional place to work?


Accomplishments

B1 To ensure that employees are fully engaged

Measures

Employee Engagement Surveys

Targets

Continuous improvement from previous results

Aldaview Services, Greenwood Court and Nithview Community will not be exceptional places for our residents and clients to live, unless they are exceptional places for our staff to work.

Just as we have a basic obligation to keep our residents and clients safe, TCMH also has a basic duty to keep our staff safe from harassment, workplace violence and bullying. Most organizations like to think these types of things are not occurring, but the evidence is staggering. A survey by the Workplace Bullying Institute found that in North America:

37% of workers have been bullied (13% currently and 24% previously).

40% of bullied individuals never tell their employers.

62% of employers, who have workplace bullying reported to them, ignore the problem, hope that it will stop on its own, do not know what to do, or normalize this damaging behaviour.

45% of the bullying targets suffer stress-related health problems.

A concerted effort was made throughout the year to raise the awareness, in all TCMH divisions, of workplace harassment and bullying, to encourage reporting, and to deal effectively with the incidents. It is believed that substantial progress was achieved, but this will continue to be a high priority issue.

Although safety is a basic requirement, we must also create a work environment that is meaningful and rewarding for all of our employees. TCMH conducts regular Employee Satisfaction Surveys. The results of this year’s survey are posted on the TCMH web site. The key findings include:

There is a need for improved communication among supervisors and their staff.

Staff would appreciate increased flexibility in their schedules.

Managers should demonstrate greater understanding, support and appreciation for the contributions of their staff.

B2 To create a resident/ client centred culture, where quality is defined by our customers

Measures

Resident/Client Satisfaction Surveys

Critical Incident Complaints to the Ministry

Targets

Continuous improvement from previous surveys

The first step to create a resident/client centred culture was to raise the awareness of managers and front line staff on what this means. The following definition and features were circulated and discussed in newsletters, staff forums, staff communications and other channels:

“All people living and working in TCMH facilities are partners in care, based on mutual respect and the recognition that the facility is the home for each resident and client”.

The main features of resident/client-centred care include: 1) Staff get to know the resident or client as a person. 2) Power and responsibility are shared between the staff and the resident or

client. 3) The care provider is accessible and flexible. 4) Each activity and action is considered from the point of view of the resident

or client. 5) An environment is fostered that is supportive of staff working in a person-

centred way, and easy for residents and clients to understand.


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No finding of fault in Critical Incident Inspections

Staff are now being asked to apply this knowledge in numerous ways, including:

Applicants for staff positions or promotions at TCMH are required to demonstrate how they provide resident/client-centred care, by giving specific examples.

The Task Forces and Committees that have been established, in response to the Satisfaction Surveys, are focusing on what our residents and clients actually want and need, rather than what we may have thought they wanted or needed.

There is an on-going campaign to remind residents, clients and their families that “this is your home” and that our staff are here to serve their needs.

Management training is being provided for all managers, which includes modules that show the relationship between good customer service practices and good human resources management.

Customer service training for all employees is planned for 2015-16.

B3 To reduce grievances and staff complaints

Measures

Number of grievances filed

Number of formal complaints received

Targets

No grievances or formal complaints from staff

The concerted effort, to raise the awareness of workplace harassment and

bullying, and to encourage reporting, led to an increase in the number of staff

complaints. This has been seen as a positive step, since these same types of

occurrences were previously unreported. Throughout the year, the number of

complaints in this area declined. It was refreshing to see situations where the

bully was able to change their behaviour, as soon as they find out how harmful

it had been.

There was also an increase in grievances, filed by the union at Nithview

Community, when the policy was instituted to base promotions on a

candidate’s demonstrated skills and abilities, in providing resident-centred care,

rather than on seniority. Although it required use of the mediation and

arbitration processes, it is now recognized that management can and will

continue to use resident-centred care as one of the main criteria in selecting

and promoting staff.

In the future, it is hoped that the focus will switch from “reducing grievances and formal complaints from staff” to “establishing a collaborative working relationship that focuses on proactive initiatives, rather than responding to problems”.

Each division has been asked to make the establishment of a more collaborative relationship a priority, in responding to the findings of the Employee Satisfaction Surveys. Some of the suggestions from staff include:

Providing better training.

Allow front line staff more autonomy to make improvements to their job.

Provide staff with more opportunities to participate in decisions that affect their department.

Promote a work environment that allows staff to feel comfortable questioning decisions.

Promote a work environment that encourages staff to make suggestions for change.


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C: INTERNAL PERSPECTIVE: How will we sustain our ability to change and improve?


Accomplishments

C1 To improve TCMH governance

Measures a) Up-to-date

by laws b) Up-to-date

policies of the Board

c) Effective Committees of the Board

d) Up-to-date Terms of Reference for each Committee

The by laws and policies of the Board were reviewed. It was found that no changes were required at this time, other than to appoint a President. However, the provincial government is preparing a new Not-For-Profit Corporations Act that is expected to come into effect in 2016. At that time, the by laws and policies will need to be reviewed again to ensure compliance with the new Act.

As outlined at the 2014 Annual General Meeting, Terms of Reference were prepared and approved for the following standing Committees of the Board:

Building and Property

Executive

Finance & Audit

Nominating & Governance

Quality & Risk Management

Strategic Planning

Each Committee has representatives from the Board of Directors, TCMH staff and the community. The objective is to ensure better oversight of each area by Committee members who have specialized expertise in the field. Each Committee’s mandate is to study the issues in their jurisdiction, in detail, and to provide summary reports and recommendations for Board review and approval.

Terms of Reference were also developed and approved for two ad hoc Committees of the Board:

Development Committee

50th Anniversary Planning Committee

The 50th Anniversary Planning Committee is being activated to prepare for TCMH’s golden anniversary in 2018. The Development Committee will be activated to direct fundraising once the new Strategic Plan has been developed.

C2 To improve TCMH operational effectiveness

Measures Up-to-date: a) Job

descriptions b) Human

Resources policies

c) Occupational Health and Safety policies

d) Financial policies

e) Physical Resources policies

Substantial work took place to update our Human Resources policies and procedures and included the following:

Job descriptions for each position, in each division, were reviewed and updated.

A market analysis was completed to learn what other employers in the LTC and Developmental Services sectors are paying for similar jobs.

Each job was evaluated, awarding points based on the relative level of skill, effort, responsibility and working conditions under which the work is performed. Based on the number of points awarded, each job was assigned to a pay band.

Using all of this data, a new compensation grid was established. The compensation grid shows for each pay band: the starting wage; the steps, or pay increments that will be earned based on experience; and the top wage for each position.

The Pay Equity Act will require TCMH to make some adjustments to the compensation for positions that have been evaluated at a higher level than previously, due to changes in the job requirements.


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The new compensation grid was implemented for all non-union positions on October 1st 2014. Any changes to the union positions must be agreed to through the collective bargaining process, or through an interest arbitration, scheduled for April 2016.

The following policies have been reviewed and updated:

Occupational Health and Safety

Finance and Purchasing

Dietary

A review of our other policies identified the need for significant upgrading in all areas. It was determined that it would save time and money to purchase policies that have already been approved by the various Ministry and regulatory overseers, and to include with the purchase a contract to update all policies on a regular basis. At year end, TCMH was soliciting proposals for services for this purpose.

C3 To strengthen community partnerships and to enhance TCMH profile within our communities

Measures

Formal and informal linkages with community partners

Public events hosted by TCHM divisions or organized jointly with community partners

Targets Establishment of

at least one additional:

education opportunity for staff through a community partner

public education event to be hosted regularly

joint service delivery for a community project

Several education and training linkages were established to assist TCMH in providing in-service training for our managers and staff:

Human Resource Management training is being delivered to all TCMH managers through Conestoga College. This “Leadership Development” program is designed to build on existing skills and experience and to apply those skills to workplace situations. Content includes communications, ethics, performance management, change management, team building, planning, and project management.

Aldaview Services’ staff are being registered for apprenticeship programs, to ensure that they have the appropriate qualifications for their jobs. The most common program is the Developmental Services Worker.

An introductory workshop on Project Management was delivered to TCMH managers in the fall of 2014.

Nithview Community has established monthly education events that are held the last Thursday of most months from September to June. Topics and presenters have included:

“Cracked – New Light on Dementia” (an innovative research play delivered in partnership with the University of Waterloo)

Wills and Estate Planning (Mennonite Foundation of Canada)

Elder Abuse (Elder Abuse Response Team, Waterloo Regional Police and Community Care Access Centre of Waterloo)

Supporting Seniors in our Community (CCAC)

Mennonite Church Canada (Willard Metzger)

Care for the Caregiver (Interfaith Counselling Centre)

MCC Thrift Shops (Karla Richards and Matt Kok)

Greenwood Court has initiated an annual “Prom Night” for Greenwood Court residents that has received significant positive media coverage on local TV stations and in local newspapers.

Discussions with the Stratford-Perth Hospice Committee are on-going, to establish a partnership for the establishment of a new hospice on the Greenwood Court site and the sharing of staff and other resources.


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D: PHYSICAL AND FINANCIAL PERSPECTIVE: How will we ensure that our physical assets are maintained and that we are financially sustainable?


Accomplishments

D1 To ensure financial sustainability of TCMH and its divisions

Measures

Financial statements (for all divisions and the corporate office)

Budgets (for all divisions and the corporate office)

Targets

Meet 2014-15 financial targets, as set in the 2014-15 budget

Project a balanced budget for 2015-16

The Board approved a 2014-15 operating budget that projected a small deficit, primarily due to additional funds for Resident and Client Services, for Equipment Repairs and Maintenance, and for Building Repairs and Maintenance. The actual results would have been essentially a balanced budget, except for a one-time accrual for a contingent liability for pay equity.

Significant items of interest in the 2014-15 financial results follow:

There was a decrease in Administration expenses, due to temporary vacancies in some management positions and the deletion of the position of Chief Financial Officer.

There was a decrease in Interest Costs, due primarily to a reduction in the mortgage loans outstanding by approximately $1.8 million.

There were significant increases for Maintenance and for Nursing and Personal Support to residents.

The financial objectives for 2015-16 are as follows:

To maintain a balanced budget or better;

To reduce the percentage of the budget allocated for Administration;

To reduce the amount of funds required for debt servicing and to continue to pay down long term debt;

To allocate additional operating and capital funds to deal with deferred maintenance issues;

To implement improved energy management practices that will result in no net increase in our overall costs for electricity, even though electrical rates are projected to increase by approximately 10% each year for the next four years.

D2 To ensure the integrity and optimal use of our physical assets

Measures

Estimated costs to remediate deferred maintenance issues

Five-year plan to remediate deficiencies in buildings and equipment

Energy conservation and waste management plan

Integrity studies were completed for the major buildings owned by TCMH, to assess the state of repair of all of our homes, and to develop long term plans to make them safe, comfortable and more cost-effective to operate. These studies were as follows:

Inspections, using infra-red technology, were completed for all of our major roofs, to determine weak spots before they develop into leaks, and to enable us to implement preventative maintenance programs. The preventative maintenance programs will enable us to reduce future costs and to improve resident and staff satisfaction. A five-year plan has been prepared to bring all of our roofs into good condition.

An analysis was made of our electrical consumption. TCMH pays approximately $165,000 per year for lighting. Although there will be significant capital costs to replace all of our light fixtures, by doing so over the next two to three years, we will cut our electrical consumption for lighting in half.

TCMH pays approximately $150,000 per year in electrical costs to operate our heating, ventilation and air-conditioning (HVAC) equipment. “Smart


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Gardens’ enhancement plan

Targets

Remediation of all deferred maintenance issues over five years

Benchmarks for energy conservation and waste management and establishment of targets for continuous improvement

Design(s) for new garden(s) to be constructed in 2015

technology” will enable us to manage our electrical loads more effectively, in order to reduce the peak demands, which will result in lower costs. Most of these changes will be implemented in 2015-16.

A consultant has been retained for a waste management study.

“Green roofs” will be incorporated into the roof repair projects, if feasible, and additional gardens will be included in the design of expanded facilities at all locations.

The costs to remediate deferred maintenance issues have been projected at approximately $4.25 million. A five-year capital budget has been developed to provide the required funding.

We have started evaluating the implementation of other energy conservation initiatives, including the use of geo-thermal energy and co-generation of electricity.

D3 To ensure that the TCMH website provides current, useful information to all of our stakeholders and potential stakeholders

Measures

Website analytics

Targets

To be determined and based on benchmarks that are easily obtainable through website analytics

The amount of information available on our website to our residents, clients, staff, community partners and other stakeholders has been increased to include:

Family Satisfaction Survey reports for Aldaview Services, Greenwood Court and Nithview Community

Resident Satisfaction Survey reports for Aldaview Services, and for Greenwood Court and Nithview Community

Employee Satisfaction Survey report for TCMH organization (including Aldaview Services, Greenwood Court, Nithview Community and Corporate Office)

Monthly activity calendars for Greenwood Court and Nithview Community (including daily activities and special occasions, birthdays, welcomes to new residents, etc.)

“Sharing the Vision” monthly newsletters

TCMH Annual Reports

The website itself will be modernized in 2015-16.

TCMH ANNUAL BUSINESS PLAN – APRIL 1, 2015 TO MARCH 31, 2016

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Introduction

The Tri-County Mennonite Homes’ (TCMH) Annual Business Plan shows the performance

objectives that have been set for each TCMH division. These performance objectives are used to

translate our vision and values into concrete goals and actions for the current year.

Each performance objective is intended to be clear, specific, realistic and measurable.

The Annual Business Plan covers from April 1, 2015 to March 31, 2016, to align with our fiscal

year.

The performance objectives have been designed to balance resident/client-defined quality,

employee empowerment, continuous improvement and financial sustainability by focusing on

these four questions:

1. How do we ensure that all of our divisions are exceptional places to live for our residents and

clients?

2. How do we ensure that TCMH is an exceptional place to work?

3. How will we sustain our ability to change and improve?

4. How will we ensure that our physical assets are maintained and that we are financially

sustainable?

The TCMH operational objectives and the managers’ performance objectives are readily available

to residents, clients, staff, community partners and other stakeholders on the TCMH website and

through other media.


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A: RESIDENT PERSPECTIVE: How do we ensure that all of our divisions are exceptional places to live for our residents and clients? CORPORATE SERVICES

Objective Measures Targets Initiatives

A1 To create a resident/ client centred culture, where quality is defined by our customers

Resident/Client and Family Satisfaction Surveys

Continuous improvement for all services in all divisions

Develop and deliver effective training in customer service for all staff in all divisions.

ALDAVIEW SERVICES


A2 To ensure that the safety of our clients meets or exceeds guidelines determined by Ministry of Community & Social Services

Staff medication errors

Serious occurrences

External inspections

Unplanned hospitalizations

As set out in the Quality Improvement Plan

Provide on-going refresher education around medication administration.

Formalize a process to track and follow up on all medication errors.

Review serious occurrence data quarterly, to identify any patterns/further client resources and supports.

A3 To meet the daytime needs of all clients supported within our agency

Attendance at various programs offered

Employment and volunteer opportunities supported

Review all client ‘paid’ positions at Connections

Bring all paid jobs up to minimum wage

Expand daytime programs

Identify minimum wage positions, develop job descriptions and complete interviews.

Develop and initiate a plan for expansion of existing day programs.

A4 To ensure that all clients have input around the supports they receive

Client Satisfaction Survey

Client complaints

Annual meetings

Utilize circles of support

Levels of client independence

100% of clients have an annual meeting by the end of the year and complete a Client Satisfaction Survey

Circles of support are activated when a client experiences change

Develop a process for receiving feedback from clients as part of a survey.

Update Individual Client Safety Checklists, to reflect levels of independence/support required, from which data will be gathered through circles of support and annual meeting.


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GREENWOOD COURT


A5 To ensure the safety of our residents by reducing: falls, the use of restraints and the use of anti-psychosis drugs

CIHI (Canadian Institute for Health Information) data

To not exceed provincial averages for: falls, use of restraints and use of anti-psychosis drugs

As set out in the Greenwood Court Quality Improvement Plan shown on the TCMH web site and filed with the Ontario Ministry of Health and Long- Term Care.

A6 To improve the quality and service in the home

Resident Satisfaction Survey

100% satisfied or very satisfied in our next Satisfaction Survey

Pleasurable Dining Committee targets

Develop a procedure to promote inclusiveness in a Resident Survey process (LTC).

Assess Food Service measures for pleasurable dining experience.

Retirement options to be reviewed and enhanced.

Establish a spa bathing service.

A7 To improve resident satisfaction with environmental services


Reduce number of complaints of “lost clothes”

Establish a standard for labelling of clothes in LTC.

Develop Environmental Policies to meet Greenwood needs.

A8 To enhance spiritual services at Greenwood

Spiritual Need Surveys


Continuous improvement

Increased number of participants

Develop and initiate a Spiritual Needs Survey 2015.

Integrate use of a spiritual assessment for LTC.

A9 To review and enhance end of life procedures

Number of positive responses on End of Life Survey


Review of End of Life Survey and Revamp End of Life Survey policies.

Develop a Dove and White Rose program, and introduce this program to Residents Council for participation.

A10 To enhance programming to residents with dementia and cognitive impairment

Anti-psychotic use Decreased anti-psychotic use

BSO (Behavioural Supports Ontario) Team to obtain life stories

Provide regular education with Teppa Snow (Dementia & Alzheimer care) videos.

GPA (Gentle Persuasive Approaches) training for staff

Purchase Mobile Snoezelen cart

Expand Montessori programs


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NITHVIEW COMMUNITY


A11 Ensure the safety of our residents

Number of falls in a month

Number of people falling in a month

Number of falls that result in injury

Number of falls that result in transfer to hospital

To not exceed WW LHIN average (2013/2014 provincial average: 16.1%)

HQO (Health Quality Ontario) indicators 2014 - Q2 was 14.9%

Ensure Nithview’s falls program is fully functioning.

Utilize resources of restorative care to develop strategies for reducing the risk of falls or preventing falls reoccurrence.

Include updates in huddles.

A12 Establish ourselves as a welcoming home


Family Satisfaction Survey

Feedback from Resident and/or Family Council


“Welcome Home Task Group” has been initiated.

Establish a process for all new admissions.

Develop a tool to determine satisfaction with welcoming new residents to Nithview (LTC).

A13 Improve the quality and service of our home

Utilize green cards for tracking resident comments regarding food quality, food choice and food service

No more than two concerns that cannot be resolved

No repeat of prior concern submitted within the quarter

Initiate a request for feedback from Residents Council, on a quarterly basis, or more frequently, if offered.


23

B: EMPLOYEE PERSPECTIVE: How do we ensure that TCMH is an exceptional place to work?

CORPORATE SERVICES



Employee Satisfaction Surveys

Critical Incident/ Serious Occurrence Reports

Grievances/ Complaints

Continuous improvement from previous results

Revamp our pre-service, in-service and mandatory training, to ensure that it is effective, memorable, timely and cost-effective.

ALDAVIEW SERVICES


B2 To ensure that all employees have related education and are provided with the opportunity of on-going education

Workshops offered

Training hours paid

Sponsored DSW apprenticeships

100% of staff have or are enrolled in related education

Expand DSW apprenticeship program and formalize processes

All staff have multiple opportunities to engage in on-going education related to their role

Ensure all current staff education is directly related to the developmental services sector.

Implement a workshop series for staff to attend, in order to receive on-going professional development.

GREENWOOD COURT



Employee Satisfaction Surveys

Resident and Family Surveys

85% of staff educated on Greenwood best practice in Customer Service (C.A.R.E. -- Connect/

Appreciate/

Respond/

Empower)

Improved orientation process using the “mentor role”

Number of staff appreciation events

Develop a Customer Service Program.

Establish a Survey Task Force to develop and implement recommendations for improvement.


24

NITHVIEW COMMUNITY


B4 Ensure that all staff receive an orientation and annual education to understand job expectations

Number of staff attending training

Number of staff oriented

92% will receive annual education

100% will receive initial orientation upon hire

Establish regular training dates for the year.

B5 To demonstrate appreciation to staff of their value

Will track the number of events

Staff communication notes with pay envelopes

Will hold 8 staff appreciation events during this year

Will include with each pay (26 in the year)

Track the number of events.

Write staff communication notes with pay envelopes.

B6 Provide opportunities for staff education

Number of staff provided opportunities for education

Number of education sessions offered

2 educational opportunities will be provided for RNs

2 educational opportunities will be provided for RPNs

3 educational opportunities will be provided for PSWs

Implement a workshop series for staff to attend, in order to receive on-going professional development.


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C: INTERNAL PERSPECTIVE: How will we sustain our ability to change and improve?

CORPORATE SERVICES


C1 To improve TCMH operational effectiveness

New and enhanced Management Information Systems

Selection and substantial implementation of enhanced Management Information Systems

Select, purchase and implement improved Management Information Systems.

ALDAVIEW SERVICES


C2 To partner with the local community

Extension of programs and services to others within the community

Increase of respite options

Incorporate four new clients into services through Passport funding/fee for service

Provide respite for two new clients

Identify opportunities where Aldaview can provide fee for services. Develop and implement a fee schedule.

Aldaview to be an active member of Passport Options Waterloo Region (POWR) Committee.

Review respite services and fees.

C3 To explore alternative housing options

Selection of new model(s) of housing for developmental services (DS) clients

Research leading practices in housing for DS clients.

Identify the most appropriate new models of housing that meet the changing needs of Aldaview clients.

GREENWOOD COURT


C4 To improve Greenwood operational effectiveness

Computer program implementation o POC o Maintenance

Care o Activity Pro o Hand Swipe

Installation of upgraded call bell system to meet legislative requirements

100% environmental staff trained in housekeeping protocols

24/7 RN coverage

Fully implemented software programs in 2015

Develop an improved cleaning process at Greenwood.

Meet MOHLTC (Ministry of Health & Long-Term Care) standards for RN coverage.

Select and implement an upgraded call bell system.


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NITHVIEW COMMUNITY


C5 To ensure a consistent way of documenting resident care

Number of staff utilizing the various tools

25% compliance by end of May

50% compliance by end of July

75% compliance by end of October

100% compliance by end of March 2016

Implement Point of Care for PSWs in LTC

Implement Point Click Care for Retirement

Implement Recreation Pro for Recreation staff

C6 Utilize RAI/MDS (Resident Assessment Instrument Minimum Data Set) to document resident activity

Reports that are open in a given time frame

Reports that are completed

Reports that are completed on time

Maintain a 98% completion of reports by due date

Regular RAI meetings to be held weekly.

RPNs and RNs will complete documentation, as required.

C7 Utilize committees/ task groups to direct activities at Nithview

Number of committees

Number in attendance

Frequency of meetings

Number of unresolved or uncompleted tasks from one meeting to the next

All committees will meet 100% of the time, in accordance with their terms of reference

Review committee structure, terms of reference, membership, etc. (Nithview has 14 committees.)


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D: PHYSICAL AND FINANCIAL PERSPECTIVE: How will we ensure that our physical assets are maintained and that we are financially sustainable?

CORPORATE SERVICES


D1 To ensure sustainability of TCMH and its divisions

Renewed long term vision for TCMH

New strategic plans for TCMH and all TCMH divisions

Establishment of priorities for growth and renewal for TCMH and all TCMH divisions

Develop a Strategic Plan for TCMH and all TCMH divisions, including the establishment of a vision for the next 25 years.

ALDAVIEW SERVICES


D2 To ensure financial sustainability

Financial statements

Budgets

Meet financial targets as set in the 2015-16 budget

Review financial reports quarterly, with Aldaview leadership team, to identify plan to address under/over targets.

D3 To ensure that Aldaview vehicles are in good repair and initiate a vehicle replacement plan

Maintenance costs

Replace one vehicle per year

Purchase snow tires at time of new vehicle purchase

Continue to replace one vehicle each year.

Purchase snow tires with all new vehicles as per MOL (Ministry of Labour) recommendation.

GREENWOOD COURT


D4 To review emergency and safety systems to ensure regulatory requirements are met

Fire Code Regulations

TCMH Safety Requirements

Ontario Health and Safety Act

Continuous improvement in all areas

Conduct emergency planning (practicing codes and drills), monthly.

Evaluate annual evacuation practices for Retirement & LTC.

Hold quarterly Health and Safety inspections.

NITHVIEW COMMUNITY


D5 Nithview will reduce the use of external organizations to augment staffing

Number of external agency staff used

40% reduction over 2014/2015

Jobs will be posted within 7 days of knowing of their vacancy.

Jobs will be awarded within 10 days of closing date of posting.

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MEMBER RELATIONS REPORT Brent Leis, Director of Administrative Services

Each year Tri-County Mennonite Homes receives support for our mission through members and friends who donate their time and money. Not only do we use all the government funding we receive to support our residents and clients, the contributions you provide help us to fulfill our unique mission and allow us to provide leadership in service to the clients, residents, and families that we serve.

Volunteers

Tri-County Mennonite Homes is blessed with many volunteers who generously support us with their time. The lives of our residents and clients are greatly enhanced because of their dedication to our organization. Our volunteers assist with meals, serve in our tea room and our café, host Christmas parties, porter residents, organize the church and garden clubs, operate the general store, visit residents, provide entertainment and more. With the help of our volunteers we provide many additional services that would not otherwise be available to our residents and clients.

Across all divisions, volunteers provided more than 12,000 hours of service and support to our residents and clients in 2014/15.

Donations

Donations of money and time enable us to enhance the quality of care we provide beyond what can be provided solely from government funding. Tri-County Mennonite Homes is a registered charity with the Canada Revenue Agency so all financial donations are receipted for tax purposes. We received donations from many generous supporters who provided funds to help us improve our services. Last year we received $81,677 in financial donations.

Summary of Financial Donations

Aldaview General Donations $ 13,584

Aldaview Erb Transport Golf Tournament 9,243

Aldaview New Hamburg 8K Classic Race 750

Greenwood General Donations 7,815

Greenwood Auxiliary 330

Nithview General Donations 7,528

Nithview Family Council 300

Chapel Donations 31,053

Tri-County General Donations 292

Tri-County Bus Fund 10,782

Total

81,677

We disbursed almost $86,000 of donated money this past year to support the programs we offer to the seniors and developmentally disabled people we serve. Some examples of what has been provided thanks to charitable donations this past year are:

Renovations and upgrades to Aldaview residential and day program facilities

Dementia art, new resident shower chair, support for Music Club at Greenwood Court

New resident use computers in the Nithview library

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The gifts that are provided through charitable donations add significantly to the quality of life and level of care for the people served by Tri-County Mennonite Homes. We thank all our supporters who have generously donated. Promissory Note Program In addition to the funds we receive from charitable giving, Tri-County Mennonite Homes is fortunate to have individuals and companies who approach us and offer to lend us money to fulfill our mission. The Promissory Note Program is a great way to support the Tri-County Mennonite Homes mission in addition to, or instead of charitable giving. Those who support us with money on loan receive an interest rate that is higher than what banks pay on GICs, and they are able to support a worthy cause at the same time. Tri-County Mennonite Homes has borrowed $6,139,378 through the Promissory Note Program. The rates of return and the stability of this program have been of benefit to both Tri-County Mennonite Homes and those who have participated by lending us funds for our work. We are very appreciative of the support and confidence expressed by those who invest with us. Thank you to all members and friends who have supported us with their time and money.

ACTIONS OF THE BOARD FOR THE FISCAL YEAR APRIL 1, 2014 – MARCH 31, 2015

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#262/04/14 – That the meeting agenda be approved as written.

#263/04/14 – That the minutes of the March 26th TCMH Board meeting be approved as circulated.

#264/04/14 – That the Board encourage TCMH/Greenwood management to continue in conversation with the

Steering Committee for the proposed Residential Hospice Stratford Perth, to determine the potential for

partnering on this project, in addition to exploring all other options to provide better services to the

community.

#265/05/14 – That the meeting agenda be approved as written.

#266/05/14 – That the minutes of the April 23, 2014 TCMH Board meeting, #483, be approved as circulated.

#267/05/14 – That as of May 5, 2014, Stephen Lichty has been hired in the position of Chief Executive Officer and

will assume the associated signatory obligations for Tri-County Mennonite Homes.

#268/06/14 – That the meeting agenda for meeting #485, June 25, 2014 be approved as written.

#269/06/14 – That the minutes of TCMH Board meeting #484, held May 28, 2014 be approved as circulated.

#270/06/14 – That the 4th Quarter Financial Statements and balance sheet for the period ending March 31, 2014 be

accepted as presented.

#271/06/14 – That the Audited Financial Statements for the fiscal year ended March 31, 2014 be accepted as presented

and brought to the September 23, 2014 TCMH Annual General Meeting.

#272/06/14 – That TCMH management pay down 20% on the MSCU mortgage.

#273/06/14 – That the 2013/14 Transfer Payment Annual Reconciliation be approved, signed by the Board chair, and

submitted as required to the Ministry of Community & Social Services.

#274/06/14 – That the Charitable Disbursement Committee Report, for the year ending March 2014, be accepted as

presented, with an understanding that the funds will be spent in a timely manner.

#275/06/14 – That a recommendation be taken to the 2014 Annual General Meeting to hire Charles Seebach CA

Professional Corporation as auditors for TCMH for the fiscal year 2014/2015.

#276/08/14 – That the meeting agenda for meeting #486, August 27, 2014 be approved as written.

#277/08/14 – That the minutes of TCMH Board meeting #485, held June 25, 2014, be approved as circulated.

#278/08/14 – That the 1st Quarter Financial Statements and balance sheet, for the period ending June 30, 2014, be

accepted as presented.

#279/08/14 – That the Corporate Resolution for CUETS (Form C-1), related to Tri-County Mennonite Homes’

application for MasterCards, through the Mennonite Savings & Credit Union, be approved as presented.

#280/08/14 – That the Terms of Reference for the TCMH Board Committees for the 2014/15 year, presented at the

June 25th Board meeting, be accepted with the inclusion of the adjustments as distributed in the August 27th

Board information package

#281/10/14 – That the meeting agenda for meeting #487, October 29, 2014 be approved as written.

ACTIONS OF THE BOARD FOR THE FISCAL YEAR APRIL 1, 2014 – MARCH 31, 2015 continued

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#282/10/14 – That the minutes of TCMH Board meeting #486, held August 27, 2014, be approved as circulated.

#283/10/14 – That any one of Michael Steinmann (Chair), Robert Jantzi (Treasurer), Brenda Howorth (Secretary),

Stephen Lichty (Chief Executive Officer), Brent Leis (Director of Administrative Services),

Louise Lepp (Executive Director Aldaview Services), Joyce Penney (Executive Director Greenwood Court)

or Elizabeth Klassen (Executive Director Nithview Community) be authorized to sign all documents

required to carry out the ordinary business of Tri-County Mennonite Homes (i.e., life lease and rental

agreements, cheques, banking instruments, receipts, etc.).

#284/10/14 – That the 2nd Quarter Financial Statements and balance sheet, for the period ending September 30, 2014,

be accepted as presented.

#285/10/14 – That the TCMH Health & Safety Policy be approved as written.

#286/10/14 – That the TCMH Health & Safety Annual Report be accepted as written.

#287/01/15 – That the meeting agenda for TCMH Board meeting #487, January 28, 2015 approved as amended.

#288/01/15 – That the minutes of TCMH Board meeting #487, held October 29, 2014, be approved as circulated.

#289/01/15 – That it be resolved that the Board of Directors of Tri-County Mennonite Homes hereby authorizes the

Board Chairperson to sign the Long Term Care Service Accountability Agreement Declarations of

Compliance to the SW LHIN and the WW LHIN, related to Greenwood Court and Nithview Community

(respectively), for the year January 1 – December 31, 2014, which will then be submitted to the LHINs,

as required.

#290/01/15 – That the 3rd Quarter Financial Statements and balance sheet, for the period ending December 31, 2014,

be accepted as presented.

#291/01/15 – That Chairpersons be appointed to Board Committees as follows:

Building and Property Committee - Lynn Zehr; Finance and Audit Committee - Bob Jantzi;

Nominating Committee - Dwight Steinman; Quality and Risk Management Committee - Judy Johnson;

Strategic Planning Committee - John Lichti.

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Treasurer’s Report - 2015 Annual General Meeting

Bob Jantzi, Treasurer, Tri-County Mennonite Homes Board of Directors Financial Review

In 2014, the Board approved an aggressive budget, in an effort to build up reserves for potential capital projects, asset replacement requirements, and major equipment and building repairs and maintenance. In 2015, the Board approved an operating budget that increased operating expenses by $557,000, recognizing the need to increase spending primarily in Program and Supports to residents and clients, and Facility Services (equipment and building repairs and maintenance). Total revenue for the year was $18,229,587, which was level with the previous year’s revenue and above the budgeted target. Total expenses of $18,446,541 was up from the previous year’s $17,563,671. Both resident, and property and building expenses, increased substantially as anticipated, while administration expenses decreased in 2015. Included in 2015 operating expense is a one-time accrual of $235,000 for an anticipated Pay Equity liability, leaving a Net Expenditure over Revenue for the year of $236,864. Total donations for the year were $95,548, a decrease of $36,376 over the previous year. We continually appreciate the generosity and ongoing support of our donors who play a vital role in our financial well being and providing quality care to our clients. Debt interest costs totalled $489,117 for the year, a decrease of $72,840 over the previous year, as we continue to focus on long term debt reduction. Financing costs are a significant annual drain on resources. Our debt obligations were met during the year, with mortgage loans being reduced by $1,794,597, as a result of a one-time mortgage principal repayment of $1,111,545 in July 2014, and normal monthly mortgage payments. We anticipate lower debt interest cost in 2016, as a result of an anticipated mortgage renewal at lower rates in October 2015. The debt financing plan is reviewed and approved by the Board on an annual basis, along with the annual budget. In addition, debt interest costs are monitored and reported to the Board quarterly and we are pleased to be able to significantly reduce our interest cost, as a percentage of revenues, over the last few years. Thank you to our management for your diligence in this area. Included in our year end cash balance is the Capital Cash Reserve of $986,824 and the accumulated contributions for specified charitable purposes, totalling $468,890. The capital reserve was established to meet approved capital budgets, unexpected repairs and maintenance, and may also be used to reduce our long-term debt. The growth of this fund helps to mitigate the risks associated with unplanned expenditures and helps position Tri-County Mennonite Homes to continually provide excellent service to our clients. Several financial ratios have improved over the last several years, which is a great sign for the feasibility of future projects. Audit

Our auditors, Charles Seebach CA Professional Corporation, have completed their audit on the March 31, 2015 financial statements. The audit proceeded smoothly and they were able to examine and assess the financial picture of Tri-County Mennonite Homes, as needed to express their opinion. The financial statements and audit report have been reviewed by the Audit Committee and approved by the Board.

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NOMINATING COMMITTEE REPORT 2015 Annual General Meeting The 2014/15 Nominating Committee, which includes Dwight Steinman (Current Board Member and

Nominating Committee Chair), Glenn Zehr and Larry Erb (former Board members), Michael Steinmann

(Current Board Chair) and Steve Lichty (CEO), will present their report at the September 22nd Annual

General Meeting.

Please note: Two vacancies had intentionally been left “unfilled” at the 2013 AGM. As those two Board

positions were still vacant at the 2014 AGM, and in order to keep the Board rotation at a constant of

three vacancies per year, the 2014 AGM voting delegates approved that Arlene Hoke and Lynn Zehr

would each fill a *three year term.

2015 AGM - TRI-COUNTY MENNONITE HOMES BOARD OF DIRECTORS

(4 year term and *3 year term)

Term Ending Director Name Home Church

2019 Janice Gingerich East Zorra (2nd 4 year term)

2019 (1st 4 year term)

2019 (1st 4 year term)

2018 Brenda Howorth Wellesley (2nd 4 year term)

2018 Dave Honderich Shantz (1st 4 year term)

2018 Judy Johnson Wellesley (1st 4 year term)

2017 John Lichti Hillcrest (1st 4 year term)

2017 Lynn Zehr Hillcrest *(2nd 3 year term)

2017 Arlene Hoke Nith Valley *(1st 3 year term)

2016 Paul Shantz Shantz (2nd 4 year term)

2016 Michael Steinmann Steinmann (2nd 4 year term)

2016 Bob Jantzi Poole (1st 4 year term)

Term Ending

2015 Dwight Steinman Tavistock (2nd 4 year term)

2015 Susan Cressman Nith Valley (1st 4 year term)

2015 Janice Gingerich East Zorra (1st 4 year term)

2014/2015 TCMH Executive Committee

Chair Michael Steinmann

Vice-Chair (vacant)

Secretary Brenda Howorth

Treasurer Bob Jantzi

Ex Officio Steve Lichty

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Revisions to Tri-County Mennonite Homes (TCMH) By-Law No 1: 11 & 12 CURRENT BY-LAW NO 1: Articles 11 & 12 Article 11 sets out the TCMH officers, which include a President and Vice President, but does not include a Chair, Vice Chair or Chief Executive Officer. 11. OFFICERS OF CORPORATION: There shall be a President and Vice-President, a Secretary, a Treasurer and an Administrator and

such other officers as the Board of Directors may determine by By-Law from time to time. One person may hold more

than one office except the offices of President and Vice-President. The President, Vice-President and Secretary shall be

members of the Board and shall hold office until their successors are appointed. The other officers of the Corporation

need not be members of the Board and in the absence of written agreement to the contrary, the employment of all

Officers shall be settled from time to time by the Board.

Article 12 sets out the duties of our President and Vice President. 12. DUTIES OF PRESIDENT AND VICE-PRESIDENT: The President shall, when present, preside at all meetings of the members of the Corporate and

of the Board of Directors. The President shall also be charged with the general management and supervision of the

affairs and operations of the Corporation. The President with the Secretary or other officer appointed by the Board for

the purpose shall sign all By-Laws and membership certificates. During the absence or inability of the President, his

duties and powers may be exercised by the Vice-President, and if the Vice-President or such other Director as the Board

may from time to time appoint for the purpose, exercise any such duty or power the absence or inability of the

President shall be presume with reference thereto.

REASONS FOR REVISIONS TO BY-LAW NO 1: Articles 11 & 12:

1) The Ministry of Government Services has advised TCMH to amend our annual filing to show the name of our President. TCMH does not currently have a President, but rather a Chair of the Board and a Chief Executive Officer. In order to respond to this issue, the TCMH Board of Directors has, in June 2015, approved the following motion:

That the TCMH Board of Directors designate the Chief Executive Officer as the President, on the annual filings required by government ministries and agencies, effective June 1, 2015.

2) Article #12 does not line up with the current practices of the TCMH Board and Management organizational

structure.

On July 29, 2015, the TCMH Board of Directors approved the following motion: That a recommendation be taken to the TCMH constituency members at the 2015 Annual General Meeting that TCMH By Law No. 1, Articles 11 and 12 be revoked and be replaced with the revised versions of Article 11 – relating to the positions of Chair, Vice-Chair and of President and Chief Executive Officer and Article 12 – relating to the duties of Chair, Vice Chair, and President and Chief Executive Officer, as presented. Motion carried.

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REVISED VERSION OF BY-LAW NO 1: ARTICLES 11 & 12 Article 11: OFFICERS OF CORPORATION: There shall be:

a Chair of the Board

a Vice Chair of the Board

a Secretary

a Treasurer

a President and CEO

such other officers as the Board of Directors may determine by By-Law from time to time.

The Chair, Vice Chair, Secretary and Treasurer shall be members of the Board and shall hold office until their successors are appointed.

The President and CEO shall be an ex officio member of the Board and shall hold office as long as he or she is employed by the Corporation.

Article 12: DUTIES OF CHAIR, VICE CHAIR, AND PRESIDENT AND CEO The Chair shall, when present, preside at all meetings of the members of the Corporation and of the Board of Directors. The Chair with the Secretary or other officer appointed by the Board for the purpose shall sign all By-laws and membership certificates.

During the absence or inability of the Chair, his or her duties and powers may be exercised by the Vice Chair, and if the Vice Chair or such other Director as the Board may from time to time appoint for the purpose, exercise any such duty or power the absence or inability of the Chair shall be presumed with reference thereto.

The President and CEO shall be responsible for the general management and supervision of the affairs and operations of the Corporation.

MOTION TO BE APPROVED BY CONSTITUENCY AT THE SEPTEMBER 22, 2015 ANNUAL

GENERAL MEETING OF TRI-COUNTY MENNONITE HOMES:

That TCMH By Law No. 1, Articles 11 and 12 be revoked and be replaced with the revised versions of Article 11 – relating to the positions of Chair, Vice-Chair and of President and Chief Executive Officer and Article 12 – relating to the duties of Chair, Vice Chair, and President and Chief Executive Officer, as presented.

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Appendix

Auditor’s Report and

Audited Financial Statements

Corporate Office Aldaview Services 200 Boullee Street 205 Peel Street

New Hamburg, ON New Hamburg, ON

N3A 2K4 N3A 1E7

Tel: 519-662-2718 Tel: 519-662-5174

Greenwood Court Nithview Community 90 Greenwood Drive 200 Boullee Street

Stratford, ON New Hamburg, ON

N5A 7W5 N3A 2K4

Tel: 519-273-4662 Tel: 519-662-2280

www.tcmhomes.com

annual general meetingbrenda howorth, board secretary, welcomed everyone and gave a summary of the...

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