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ANNUAL GENERAL MEETING

Tuesday, September 27, 2016

7:00 P.M.

Hillcrest Mennonite Church1056 Huron St.

New Hamburg, ON N3A 3E9(Alternate address for GPS: 1056 Huron St., Wilmot, ON N3A 3E9)

TABLE OF CONTENTS

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

MINUTES OF 2015 ANNUAL GENERAL MEETING ............ page 2

BOARD REPORT................................................................................ page 7

ANNUAL REPORT ........................................................... page 8

ANNUAL BUSINESS PLAN for 2016-2017 ...................... page 24

MEMBER RELATIONS REPORT ..................................... page 33

ACTIONS OF THE BOARD ............................................. page 34

TREASURER’S REPORT ................................................. page 36

BOARD MEMBERS & TERMS......................................... page 37

APPENDIX #1Auditor’s Report and Audited Financial Statements ..... page 38

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AGENDAFor

TRI-COUNTY MENNONITE HOMES

2016 Annual General MeetingTuesday, September 27, 2016 - 7:00 P.M.HILLCREST MENNONITE CHURCH

Welcome: Michael Steinmann, Board Chair

Meditation: Pastor Kevin Peters Unrau, Hillcrest Mennonite Church

Approval of Minutes of TCMH 2015 Annual General Meeting- Held September 22, 2015 at Steinmann Mennonite Church – Judy Johnson, Board Secretary

Board Report – 2015-2016 – Michael Steinmann, Board Chair

Staff Reports- Annual Reports – 2015-2016- Annual Business Plans – 2016-2017

o Steve Lichty, Chief Executive Officer Tri-County Mennonite Homeso Louise Lepp, Executive Director Aldaview Serviceso Joyce Penney, Executive Director Greenwood Courto Elizabeth Klassen, Executive Director Nithview Community

Member Relations Report – 2015-2016 - Brent Leis, Director of Administrative Services

Approval of Actions of the Board for the Fiscal Year April 1/15– March 31/16 – Michael Steinmann

Treasurer’s Report 2015-2016 – Robert Jantzi, Board Treasurer

Auditor’s Report 2015-2016 – Charles Seebach, Charles Seebach CA Professional Corporation

Acceptance of Audited Financial Statements for the Fiscal Year Ending March 31, 2016

Appointment of Auditors for 2016-2017 Fiscal Year – Robert Jantzi

Election of Board Members – Michael Steinmann- Nominating Committee Report – Janice Gingerich, Nominating Committee Chair

Concluding Comments and Adjournment – Brenda Howorth – Board Vice-Chair

* Refreshments and fellowship for everyone following the meeting

Tri-County Mennonite Homes (TCMH)Annual General Meeting Minutes

7:00 p.m., Tuesday, September 22, 2015Steinmann Mennonite Church, Baden

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PRESENT: Board Members: Michael Steinmann (Chair), Brenda Howorth (Secretary), Bob Jantzi (Treasurer), JaniceGingerich, Arlene Hoke, Dave Honderich, Judy Johnson, John Lichti, Paul Shantz, Dwight Steinman, Lynn ZehrBoard Regrets: Susan Cressman Voting Delegates – 59 TCMH Staff – 18 Guests – 28

WELCOME: Michael Steinmann welcomed everyone and thanked Steinmann Mennonite Church for hosting themeeting. Michael thanked and introduced the Board members present and gave special welcome to Bryan Larkin andElliot Fung of the Waterloo Wellington LHIN and to Doug Shantz and Tim Kennel attending from Fairview/ParkwoodMennonite Homes. Michael invited Pastor Steve Drudge to share the devotional.

MEDITATION: Pastor Steve Drudge welcomed everyone and shared from Galatians 5:14, Romans 12:8, James 2:8, 1Peter 4:8 and Acts 6, giving examples of loving God by loving our fellow person. Pastor Drudge expressed gratitude forthe people who had vision for the ministry of Tri-County Mennonite Homes. He commended the organization, Board,administration and staff for their care and concern for residents, clients, families, staff and volunteers. Pastor Drudge thenled in prayer.

APPROVAL OF MINUTES OF SEPTEMBER 23, 2014 ANNUAL GENERAL MEETING - Brenda Howorth,Board Secretary, welcomed everyone on behalf of the Executive Committee of the Board and gave a summary of the 2014Annual General Meeting minutes, which were found in the AGM information package (a copy of which is available atTCMH Corporate Office).

It was moved by Brenda Howorth and seconded by David SeylerThat the minutes of the TCMH Annual General Meeting, held on September 23, 2014 at Maple ViewMennonite Church be accepted as printed. Motion carried.

TCMH BOARD REPORT – Michael Steinmann gave highlights from his written report (page 8 of the informationpackage):- Steve Lichty was welcomed as the new CEO in May 2014.- The Board receives regular reports (at their now quarterly full Board meetings), from management as well as the newly

created Board Committees: Finance & Audit, Building & Property, Quality & Risk Management, Strategic Planningand 50th Anniversary.

- Partnering continues with Parkwood and Fairview Mennonite Homes, with events being held for the betterment of allrelated communities.

- New Board members, Arlene Hoke, Judy Johnson and Dave Honderich were welcome to the Board.- Outgoing Board members, Dwight Steinmann and Susan Cressman were thanked for their time on the Board.- Tri-County’s leadership team, staff, residents and clients were thanked, for making Tri-County Mennonite Homes a

great place to be. Questions were welcomed but none were raised. Michael then invited Steve Lichty, CEO, to give hisreport.

OPERATIONAL REPORT FOR THE YEAR APRIL 2014 – MARCH 2015 – Steve Lichty shared:- A formatting change on how information will be shared at the Annual General Meeting.

o An Annual Business Plan will outline, in advance, the goals for the coming year. The Annual Report will be acandid assessment of the achievement of those goals, identifying what was done well and what needs to beimproved. Regular reporting on the status of those goals takes place at the quarterly Board meetings.

- TCMH is striving for continuous improvement. Steve referenced 2 Peter 1:5-7, which lays out step by step proceduresneeded to become more effective and productive.

- Annual Report: Performance Objectives:o To ensure that all of our divisions are exceptional places to live for our residents and clients.

Safety – Working as a team with: nutritionists, pharmacists, etc., to promote safety; a continuing focus onreducing falls; reporting and following-up around “near miss” incidents and improving lift training for staff,etc.

Quality of Life – Satisfaction surveys were completed by all residents (from independent living to long-termcare) and by families. Feedback was very positive about staff care of residents and produced the followinggoals:

TCMH Annual General Meeting Minutes September 22, 2015 cont’d.

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Improved telecommunication (i.e., internet) Excellent Customer service – to be more resident and client focused, at all levels of staffing Quality of Food – to improve meal satisfaction in all divisions

o To ensure that TCMH is an exceptional place to work Feedback from an employee engagement survey produced some of the following goals:

To find ways to involve staff at all levels, residents and family members, in the decision making process; To address bullying and harassment that exists in the workplace; To reduce the number of employee grievances; and To continue to build toward a culture of collaboration between staff and management, relating to the

consistent provision of resident-centred care.o To sustain our ability to change and improve

The creation of Board Committees allows Board and other Committee members to focus on specific areas ofinterest within the TCMH operation, in between the quarterly full-Board meetings.

Our objective to update our job descriptions and employment practices, resulted in the realization of themagnitude of this project. Our search for government and union-approved policies from other organizations ledus to another organization’s approved policies which we will be contracting to use.

Our objective of heightening our profile in the community was accomplished through: a) the TCMH educationevenings, the 4th Thursday of most months (thanks to Christine Normandeau and Elizabeth Klassen), and b) topartner in hosting the CMHA conference in October 2015, which will focus on Physician Assisted Suicide andhow faith-based homes will respond.

o To ensure that our physical assets are maintained and that we are financially sustainable Last year the Board approved a budget that projected a modest deficit in order to provide funds to deal with

outstanding maintenance issues and to increase the funding for programming for residents. The actual financialresults would have been a balanced budget, except for the fact that it was learned during the year that therewere some liabilities for pay equity.

A 5-year plan was developed to bring the facility maintenance projects up to date. Maintenance projects that have bene completed, such as the replacement of most lighting across the

organization, will significantly decrease our electrical costs. Automatic door openers, and railings on both sides of staircases, have been installed in Nithview’s Village.

Steve welcomed questions but none were raised.Michael thanked Steve and introduced Brent Leis, Director of Administrative Services to present the Member RelationsReport.

MEMBER RELATIONS REPORT – Brent Leis shared:- As registered charity and a not-for-profit organization, TCMH relies heavily on its members’ help (either through

financial gifts or the gift of time) to enhance the quality of care and service for our residents and clients.- TCMH received almost $82,000 in financial donations last year and disbursed almost $86,000 internally, to enhance

and support internal programs, and externally, to charities such as the MCC, House of Blessing and Salvation Army.- As of March 31/15, there was over $450,000 of contributions to be distributed. The Executive Directors, Senior

Leadership Team and Board of Directors continue to research potential projects that will enhance the lives of ourresidents.

- Volunteers contribute over 12,000 hours, which is equivalent to 7 additional full-time staff (or a value ofapproximately $230,000 of service annually). Volunteers staff the Tea room, the Café and the General Store, and helpwith spiritual care, music programs, portering and more. Comparing the financial donations received (and greatlyappreciated) with the value of the volunteer hours, it helps one really appreciate how important volunteers are inproviding enhanced services and care to our residents and clients.

- Sincere thanks was extended to all of our members, who donated money or time, or capital investments in ourPromissory Notes program. This generous support makes a huge impact on the lives of our residents, clients and theirfamilies.

- Brent opened the floor for questions. None were raised.

APPROVAL OF ACTIONS OF THE BOARD FOR THE FISCAL YEAR APRIL 1/14 – MARCH 31/15 –Michael Steinmann referenced the Actions of the Board which were listed in the information package beginning on page30. He opened the floor for any questions but none were raised.


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It was moved by Glenn Zehr and seconded by Victor DorschThat the Actions of the Board for the Fiscal Year April 1, 2014 to March 31, 2015 be accepted as writtenin the 2015 Annual General Meeting Information Package. Motion carried.

TREASURER’S REPORT – Michael invited Robert Jantzi, Board Treasurer to present the Treasurer’s Report. Roberthighlighted from the written report found on page 32 of the information package:- 2015 was the second straight year in which TCMH’s total revenue exceeded $18 million. Revenues remained level

with the previous year, while operating expenses increased by $900,000, resulting in a net loss of almost $237,000compared to a $667,000 surplus in 2014. The main reasons include:o A 2014/15 Board-approved operating budget with a lower operating margin, to allow increased spending on direct

support to residents and clients and for Property and Building.o The approved budget was negatively impacted by a pay equity adjustment, of approximately $235,000 (not

included in the budget).- Direct support expenses increased in almost all departments.- Property and Building costs increased, while Administration Costs, including debt servicing, decreased.- Cash on hand at March 31, 2015 was $2.83 million, a decrease of $246,000 from the previous year, as a result of a

one-time mortgage payment of $1.1 million, in July 2014, and the purchase of $645,000 in capital assets.- Over $1.5 million of long-term debt was paid down, including normal monthly mortgage payments plus the one-time

payment in July 2014.- Greenwood’s RBC mortgage (at 5.20% interest) comes due in October 2015, and will be renewed with the Mennonite

Savings & Credit Union at a significantly lower 2.70% interest rate.- The approved 2016 operating budget is similar to the 2015 budget, with an expectation of a modest surplus. TCMH

also plans to complete some large capital projects over the next three years, including extensive roof replacements,HVAC replacements and an LED lighting project.

Thanks was extended to the Auditor, Charles Seebach, as well as TCMH Finance & Audit Committee for their work thisyear. Charles Seebach was invited forward to present the Auditor’s Report.

AUDITOR’S REPORT - Charles referenced the Audited Financial Statements included in Appendix A of theinformation package.- Statements were reviewed in detail with the TCMH Finance & Audit Committee and approved by the Board of

Directors.- From an auditing perspective, there was nothing unusual or extraordinary. The audit went smoothly, as in the past.- Update on mortgages was highlighted, with repayment schedule listed on page 11 of the Audit Report notes.- Page 15 of the Audit Report notes highlighted accrued expenses related to Pay Equity for current employees.Michael welcomed questions about the Auditor’s Report but none were raised.Steve Lichty noted that increases are coming to the Ontario registered pension plan that will affect TCMH, as anemployer. The Board and management have been discussing this matter, which will be a major topic of discussion at thenext Finance & Audit Committee meeting.

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

It was moved by Robert Jantzi and seconded by Glenn ZehrTo accept as presented the Audited Financial Statements for Tri-County Mennonite Homes for the fiscal yearending March 31, 2015. Motion carried

Appointment of Auditors for 2015-2016 Fiscal Year

It was moved by John Lichti and seconded by Robert JantziTo appoint Charles Seebach CA Professional Corporation as auditors for TCMH for the 2015-2016fiscal year. Motion carried.

ELECTION OF BOARD MEMBERS – Michael Steinmann thanked the Nominating Committee. Dwight Steinmann,past board members, Glenn Zehr and Larry Erb and CEO Steve Lichty were charged with the task of filling threevacancies on the Board. Dwight was invited forward to report on behalf of the Committee.Dwight reported that there were three Board members whose terms ended at this meeting.


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1) Janice Gingerich, who has completed her first four-year term, has agreed to allow her name to stand for another 4-year term.

2) Linda Shantz has allowed her name to stand for a 4-year term.3) To date, the Nominating Committee has been unable to fill the third 4-year term. The Committee will keep

working on this task and welcomes any suggestions from the constituency.Michael Steinmann opened the floor for additional nominees. None were presented.

It was moved by Dwight Steinman and seconded by Dave SeylerThat nominations cease and that Janice Gingerich and Linda Shantz be elected for the next 4-year term (2015-2019) on the TCMH Board of Directors. Motion carried.

REVISIONS TO BY-LAW NO 1: 11 & 12 – Michael Steinmann gave the background on the proposed revisions to By-Law No 1: 11 & 12:

- The Ministry of Government Services has advised TCMH to amend our annual filing to show the name of ourPresident. TCMH does not currently have a President, but rather a Chair of the Board and a Chief Executive Officer. Inorder to respond to this issue, the TCMH Board of Directors, in June 2015, approved a motion to designate the ChiefExecutive Officer as the President, on the annual filings required by government ministries and agencies, effectiveJune 1, 2015.

- 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 a motion to recommend 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 therevised versions of Article 11 – relating to the positions of Chair, Vice-Chair and of President and Chief Executive Officerand Article 12 – relating to the duties of Chair, Vice Chair, and President and Chief Executive Officer, as follows:

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 successorsare 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 employedby the Corporation.

Article 12: DUTIES OF CHAIR, VICE CHAIR, AND PRESIDENT AND CEOThe 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 andmembership certificates.

During the absence or inability of the Chair, his or her duties and powers may be exercised by the Vice Chair, and if theVice Chair or such other Director as the Board may from time to time appoint for the purpose, exercise any such duty orpower 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 ofthe Corporation.


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It was moved by Lynn Zehr and seconded by Bruce BechtelThat 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 – relatingto the duties of Chair, Vice-Chair, and President and Chief Executive Officer, as presented. Motion carried.

CONCLUDING COMMENTS AND ADJOURNMENT - On behalf of the Executive Committee and Board, MichaelSteinmann extended thanks to Dwight Steinmann and Susan Cressman for serving on the Board, and on specificcommittees, for the past 8 and 4 years, respectively.

DATE OF NEXT ANNUAL GENERAL MEETING – Michael noted that the next AGM is scheduled forTuesday, September 27, 2016at Hillcrest Mennonite Church

Guests were welcomed to a time of fellowship following the meeting.Michael Steinmann closed in prayer.

MEETING ADJOURNED at 8:07 p.m.

Recording Secretary: Cathy Meidinger Approved by: Original signed by Judy JohnsonJudy Johnson, Board Secretary

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TCMH Board Report - 2016 Annual General MeetingMichael Steinmann, Board Chair

On behalf of the Tri-County Mennonite Homes (TCMH) Board of Directors, I am pleased to sharesome highlights around the activities of the Board, during the 2015/2016 fiscal year. I invite you toread the information in this delegate packet and come to the Annual General Meeting at HillcrestMennonite Church on Tuesday, September 27th. We look forward to meeting with you there!

I feel that 2015/2016 was a successful year for TCMH. The Board is happy with the leadership of ourCEO Steve Lichty, and also glad for the strong Senior Management Team which supports him. Weare pleased by everyone’s dedication to their role, and are happy with the improvements they areimplementing to the resident experience for those that we serve. After our concentration on theseorganizational improvements in the past two years, we look forward to improving our financial resultsin the near future.

The Board continued to receive reports from all of the areas of TCMH this year. The BoardCommittee structure, which the Board changed to two years ago, continues to work well to improveefficiency and better oversight to the Board responsibilities. Board Committees oversee the followingareas: Finance & Audit, Building & Property, Quality & Risk Management, Strategic Planning, and50th Anniversary. These Committees are made up of a variety of individuals with expertise in certainareas and include Board members, staff, and community members. These Committees provide agood opportunity for the three stakeholder groups to provide deeper oversight and understanding intotheir areas of expertise and report back to the full Board. The Board’s quarterly meetings are anopportunity to ultimately get comfort that all these areas, and TCMH as a whole, are being overseenproperly and with due diligence. I would like to thank the Board, staff, and community members whohave taken on committee roles and provided valuable work into this process. One highlight from thepast year was the work of the Strategic Planning Committee, and their development of both anupdated Mission, Vision and Values and a Strategic Plan to carry TCMH into the near future.

Our ongoing partnering with like-minded groups has again resulted in some formal times ofinteraction with Parkwood and Fairview Mennonite Homes. We continue to look for ways we can worktogether with this and other organizations for the betterment of our communities. Please keep an eyeout for special events that this partnership facilitates throughout the year.

At this year’s AGM, I wish to acknowledge Paul Shantz who has completed his term on the Board andwill be stepping down. This will also be my final AGM as a Chair and member of the Board. I am gladto have had this experience, and want to thank everyone for their support in affording this opportunityto me. I am extremely confident in the future leadership of Brenda Howorth as Chair, and the rest ofthe Executive and Board in continuing the leadership of this great organization. I would encourageeach of you to consider contributing to our organization as a Board member in the future. I am sureyou would find it as fulfilling as I have.

As you read through this annual report, it will again become clear that the success of TCMH is theresult of a great many people. On behalf of the TCMH Board of Directors, I would like to express oursincere appreciation to all of our residents, clients, dedicated staff and volunteers who contribute sogreatly to the community and mission of TCMH.

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TRI-COUNTY MENNONITE HOMES

ANNUAL REPORT

APRIL 1, 2015 TO MARCH 31, 2016

Making every day matter.TCMH Mission Statement

Every good and perfect gift is from above,coming down from the Father of the heavenly

lights, with whom thereis no change or shifting shadow.

James 1:17

Every day is beautiful.Each day is special.

Each day is a gift of God, and this is whywe call it the 'present'.

Author unknown

TCMH ANNUAL REPORT – APRIL 1, 2015 TO MARCH 31, 2016

Page 9

Executive SummaryEach year Tri-County Mennonite Homes focuses on four major tasks:

1. How do we ensure that all of our divisions are exceptional places for our residents and clients to live?2. How do we ensure that TCMH is an exceptional place to work?3. How do we sustain our ability to change and improve?4. How do we ensure that our physical assets are maintained and that we are financially sustainable?

At the start of each year, the management and staff of Aldaview Services, Greenwood Court, Nithview Community and Corporate Services, eachprepare a list of their operational priorities, or “Performance Objectives” for their division for the year. These objectives are approved by theBoard of Directors in April. Every quarter, senior management provide a report to the Board on the progress achieved towards meeting theirobjectives.

This Annual Report is a summary of results for the entire year and includes a colour-coded legend to assist the reader:

indicates that the objective was achieved by 31 March 2016.

indicates that the objective was partially achieved.

indicates that the objective was not achieved.

Corporate Services1. To create a resident/client centred culture, where quality is defined by our customers, by developing and delivering effective

training in customer service for all staff in all division.Green

2. To ensure that employees are fully engaged, by revamping our pre-service, in-service and mandatory training to ensure that itis effective, memorable, timely and cost-effective.

Green

3. To improve TCMH operational effectiveness, by selecting, purchasing and implementing improved Management InformationSystems.

Amber

4. To ensure sustainability of TCMH and its divisions, by developing a Strategic Plan for Tri-County Mennonite Homes and all ofour divisions, including the establishment of a vision for the next 25 years.

Green

Green

Amber

Red


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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

1. To create aresident/clientcentredculture, wherequality isdefined by ourcustomers

Residents and Familysatisfaction atGreenwood andNithview

Clients and Familysatisfaction atAldaview

To develop anddeliver effectivetraining incustomer servicefor all staff in alldivisions

Continuousimprovement forall services in alldivisions

This year’s Family Satisfaction Surveys provided statistical evidencethat the level of satisfaction is increasing in all divisions.

There is also anecdotal evidence that a more resident/client-centredculture is growing. It is gratifying to see and hear front line staffintegrating a person-centred focus into their daily routines.

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

2. To ensure thatemployees arefully engaged

EmployeeEngagement Surveys

CriticalIncident/SeriousOccurrence Reports

Grievances/complaints

To revamp ourpre-service, in-service andmandatorytraining to ensurethat it is effective,memorable,timely and cost-effective

Continuousimprovementfrom previousresults

We have taken the following actions to improve our employeeengagement through improved training and clearer policies:

We have contracted with Sienna Seniors Living to license the useof their policies. Under the contract, Sienna will ensure that thepolicies are updated regularly, in response to changes inlegislation, regulations, government policies, etc.

We have contracted with Surge Learning to provide threeservices: the Surge Learning Management System (for onlinetraining); Policy Professional (to manage our policies andprocedures); and Quality and Risk Management (to manageinternal audits and other quality and risk managementfunctions).

All of our staff have been registered in the Learning ManagementSystem provided by Surge Learning.

Staff in all divisions are becoming accustomed to accessing and usingthe policies licensed from Sienna Seniors Living and managedthrough Surge Learning’s Policy Professional system.


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

3. To improveTCMHoperationaleffectiveness

New and enhancedManagementInformation Systems

To select, purchaseand implementimprovedManagementInformationSystems

Selection andsubstantialimplementation ofenhanced MIS

We have made the following decisions to improve our ManagementInformation Systems:

We will extend our use of Point Click Care (currently used onlyfor clinical functions), to include invoicing to all of our residentsand clients. The projected time line for completion is 31 March2016.

We will implement the Nav Management Information System,provided by Altus Dynamics, for all other functions.

This objective was only partially achieved, since the implementationof Nav will not be completed until 31 December 2016.

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

4. To ensuresustainabilityof TCMH andits divisions

Renewed long termvision for TCMH

New strategic plansfor TCMH and all ofour divisions

To develop aStrategic Plan forTri-CountyMennonite Homesand all of ourdivisions, includingthe establishmentof a vision for thenext 25 years

Establishment ofpriorities for growthand renewal forTCMH and all of ourdivisions

A new strategic plan was completed this year. It includes:

A new Mission Statement: “Making every day matter”;

A “Vision” statement, to guide TCMH over the next severaldecades;

Restated “Values”; and

Our “Strategic Priorities” for the next three to five years, whichincludes priorities for growth and renewal within each operatingdivision. These priorities will be used to formulate each division’sannual performance objectives.

ALDAVIEW SERVICES ANNUAL REPORT – APRIL 1, 2015 TO MARCH 31, 2016

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Indicates that the objective was achieved by 31 March 2016.

Indicates that the objective was partially achieved.

Indicates that the objective was not achieved.

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

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

2. To meet the day time needs of all clients supported within our agency Green

3. To ensure that all clients have input around the supports they receive Green


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

INTERNAL PERSPECTIVE: How will we sustain our ability to change and improve as a division?

5. To partner with the local community Green

6. To explore alternative housing options Amber

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

7. To ensure financial sustainability Green

8. To ensure that Aldaview vehicles are in good repair and initiate a vehicle replacement plan Green

Green

Amber

Red


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


1. To ensure that thesafety of our clientsmeets or exceedsguidelines determinedby Ministry ofCommunity & SocialServices

Staff medication errors

Serious occurrences

External Inspections

Unplannedhospitalizations

As set out in Ministrylegislation (QualityAssurance MeasuresBill 299/10)

All requirements were met.

In addition, internal improvements were made toAldaview’s Health & Safety audits, as part of a voluntaryreview with the Ministry of Labour.

2. To meet the day timeneeds of all clientssupported within ouragency

Attendance at variousprograms offered

Employment andvolunteeropportunitiessupported

Review all client ‘paid’positions atConnections

Bring all paid jobs upto minimum wage

Expand daytimeprograms

Objectives met.

All clients choosing employment, with support, havenegotiated minimum wage for the jobs they do.

Current daytime programs have been expanded, basedon client feedback on preferred activities.

3. To ensure that allclients have inputaround the supportsthey receive

Client satisfactionsurvey

Client complaints

Annual meetings

Utilize circles ofsupport

Levels of clientindependence

100% of clients havean annual meeting byend of the year

100% of clientscomplete a clientsatisfaction survey

Circles of support areactivated when a clientexperiences change

Objective met.

Circles of support have enabled pro-active planning toprepare for changing needs of clients.



4. To ensure that allemployees haverelated education

Workshops offered

Training hours paid

100% of staff have orare enrolled in related

Objective met.

Aldaview is currently working with Loyalist College and


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and are providedwith the opportunityof on-goingeducation.

Sponsored DSWapprenticeships

education

Expand DSWapprenticeshipprogram and formalizeprocesses

All staff have multipleopportunities toengage in on-goingeducation related totheir role

Conestoga to support DSW apprentices.

An Aldaview workshop series was launched, providingstaff with multiple educational opportunities to promoteon-going professional development.

INTERNAL PERSPECTIVE: How will we sustain our ability to change and improve as a division?


5. To partner with thelocal community

Extension of programsand services to otherswithin the community

Increase of respiteoptions

Incorporate four newclients into servicesthrough passportfunding/fee for service

Provide respite for twonew clients

Objective met.

Aldaview was able to offer a fee for service model to newindividuals in the local community looking for supportsand services outside of MCSS funding.

6. To explorealternative housingoptions

Objective on-going over the next 5 years.

Initial research started, both viewing and hearingpresentations on different housing models for adultswith Developmental Disabilities.



7. To ensure financialsustainability

Financial statements

Budgets

Meet 2015-16financial targets as setin the 2015-16 budget

Objective met.

All targets met as per Ministry budget.

8. To ensure thatAldaview vehicles arein good repair andinitiate a vehiclereplacement plan

Maintenance costs Replace one vehicleper year

Purchase snow tires attime of new vehiclepurchase

Objective met.

Aldaview purchased one new mini-van, and a newaccessible bus was purchased by TCMH to replace theprevious bus.

GREENWOOD COURT ANNUAL REPORT – APRIL 1, 2015 TO MARCH 31, 2016

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Summary





1. To ensure that the safety of our residents meets or exceeds provincial averages determined by the Ministry of Health and

Long-Term Care

Amber

2. To complete enhancements for food service and review delivery of food service Amber

3. To improve resident satisfaction as identified and suggested on 2014 surveys /committees Amber

4. To enhance spiritual services at GWC Green

5. To further develop palliative care procedures Green

6. To enhance programming to dementia and cognitively impaired residents Green


7. To ensure that employees are fully engaged Amber


8. To improve GWC operational effectiveness Green

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

9. To review emergency and safety systems to ensure regulatory requirements are met Amber

Green

Amber

Red


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1. To ensure that thesafety of ourresidents meets orexceeds provincialaveragesdetermined by theMinistry of Healthand Long-TermCare

Reduce: falls; worsening of pressureulcers; use of restraints; worsening ofbladder incontinence; unnecessary ED(Emergency Department) visits,inappropriate anti-psychotic use.

CIHI (Canadian Institute for HealthInformation)

As set out in GreenwoodQuality Improvement Plan2015

QIP (Quality Improvement Plan)completed

Resident Survey process developed

Family Survey completed

Embarked on a research project, jointlywith Tena, to begin April 1, 2016

RQI (Resident Quality Inspection)completed by MOHLTC - March 2016

Nurse Practitioner hired forGreenwood/Knollcrest Long Term Care –Ministry announced funding July 2015(start date May 9, 2016)

2. To complete

enhancements for

food service and

review delivery of

food service

Taste

Nutrition

Presentation

Serviceo Audit of sound in serverieso Greenway service

enhancemento Coffee Nooko Review how choice is offered

Retirement and Family Survey

Use of comment cards in Greenway

To transform a Coffee Nookfor families in LTC

100% Satisfied or VerySatisfied in our nextSatisfaction Survey

Menu and service review bya 3rd party in early Summer2015

Implement and review of allcomment cards, quarterly

Continue the Snack CartTask Force into earlysummer 2015 -- implementthe Committee’ssuggestions

Season Care dietitian services startedMay 1, 2015

Director of Culinary Services startedJune 22, 2015

Food Committee developed in LTC

Audit of Retirement Home service wascompleted by Seasons Care dietitian

New fall menu that was introducedprovided consistency in both GreenwoodCourt and Nithview Home

Resident/Family Christmas party held forapproximately 187 people

3 kitchen tours hosted for families andapartment residents

Monthly Breakfast Program started forapartment residents


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3. To improveresidentsatisfaction asidentified andsuggested on 2014surveys/committees

Reduce number of complaints of “lostclothes”

Support a system to ensure residentsare aware the emergency pendanthas been triggered

Wi-Fi capabilities for families andresidents

Establish a standard andpolicy for labelling ofclothes in LTC

New call bell installation forLTC that includes residentresponse indicator

Policy developed for labelling of clothing

All housekeeping and laundry jobdescriptions and routines have beenupdated.

4. To enhancespiritual servicesat GWC

Develop and initiate a Spiritual NeedsSurvey 2015

Integrate use of a FICA (FaithInfluence, Community, Application)spiritual assessment for LTC

Educate volunteers on Java music toincrease groups

Support Chapel operations throughvolunteers

Summarize results fromSurveys into a report

Increase number of JavaMusic groups

Obtain new active membersof Chapel Committee

Increased volunteers forSunday morning

• Integrated use of a FICA (SpiritualAssessment tool for LTC)

• This past year, two new members and an“advisor” were welcomed to the ChapelCommittee.

• Three memorial services were held, as aresult of larger numbers of Greenwooddeaths.

Dedication of “apartment workshop” –Al Brownlee Workshop

Location change of Tuesday service toencourage increased participation

5. To further developpalliative careprocedures

Revamp Customer satisfaction “Endof Life Survey “

Develop policies and practises tosupport our residents and families

Increase education to staff

To review and revisedpalliative care booklet –Sept 2015

Increase # of positivecomment cards received

Introduction of a “WhiteRose “program by April2015

Develop TCMH PalliativeMedical Directives inconjunction with Pharmacy

Dove and White Rose Programdeveloped, reviewed and approved byResident Council. Implemented in May2015

Reviewed the existing End of Life policy

Director of Care enrolled in 8-month

Comprehensive Advanced Palliative Care

Education (CAPCE) Program, to be

completed June 1, 2016

6. To enhanceprogramming todementia and

BSO Team life stories

Mobile Snoezelen cart purchase

Decreased anti-psychoticuse as per BSO goal

Increase use of, and

May /June 2015 – Gentle PersuasiveApproaches training for 18 staffmembers and 8 volunteers


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cognitivelyimpaired residents Montessori programs expanded

number of personneltrained to use Snoezelencart

Increase trained staff andcoop students inMontessori

Alzheimer Education for families andresidents held – December 2, 2015

Training on our new Snoezelen Cart

occurred at staff education days.

iPod Project – Music for Memories

certification



7. To ensure thatemployees arefully engaged

Employee Engagement Surveys

Develop a Customer Service program

Resident and Family Surveys

Survey Task Force

Number of formal complaintsreceived

Continuous improvementfrom previous surveys

100% of staff educated onGWC Best Practise inCustomer Service

Improved orientationprocess using the “mentorrole”

Increase number of staffappreciation events

• 86% of staff have been trained withC.A.R.E. Education, provided by theSouth West LHIN.

• Office Ergonomic Education – 10 staffattended and had work stationsassessed

• Staff Social Christmas PartyDec 17, 2015 – Volunteers and staff sangcarols to all resident areas andenjoyed a pizza party.

• Farewell Party held for AdministrativeAssistant, June Steckly, who retired after21 years of service at Greenwood.

• Six-week job placement – Medical OfficeAssistant from Trios College

Eleven placement students, from highschools & colleges, from April 2015 toMarch 2016



8. To improve GWCoperationaleffectiveness

Develop an improved cleaning process atGWC

Meet MOH standards for RN coverage

Computer program implementation

100% of housekeepingstaff trained inhousekeeping protocols

24/7 RN coverage

24/7 RN – Two orders from MOHLTC –Action Plan submitted to MOHLTC inJuly 2015 –hired a full time RN on Oct14, 2015. Although this will have afinancial impact to the home, we nowmeet compliance.


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o POC (Point of Care)o Maintenance Careo Activity Proo Hand swipe

Fully implementedsoftware programs in2015

POC live April 1, 2015

• Computer software programs in place: POC – 100% Maintenance Care – 100% Activity Pro – 100% Hand Swipe/Payroll program – 80%

Summer student grant provided fundingfor a full-time recreation student.

A Waste Audit was conducted atGreenwood, in August 2015, to measurethe types of waste we create and toidentify methods to reduce the amountsgoing to landfill.

• OTN (Ontario Telemedicine Network)web apps installed

• Received Recognition Award ofExcellence by Festival Hydro on March30, 2016

Spa bathing project completed and inuse – will need to implement bathingprogram fees for apartment residents

New hairdresser contracted withincreased hours



9. To reviewemergency andsafety systemsto ensureregulatoryrequirementsare met

Standards in LTC and Retirement

Fire Code regulations

TCMH Safety requirements

Occupational Health & Safety Act

Emergency Plan

Emergency planning –practicing codes and drillsmonthly

Annual evacuation practicesin both Retirement Home &Long Term Care

Increase number of Healthand Safety inspections

Annual evacuations completed Nov 25,2015, for Long Term Care andRetirement areas. This is held jointlywith the Fire Department.

Fire retardant window coverings –curtains and room dividers ordered andinstalled, to meet fire regulations

Two employees have completed Health& Safety Training Levels 1 & 2.

NITHVIEW COMMUNITY ANNUAL REPORT – APRIL 1, 2015 TO MARCH 31, 2016

20

Summary





1. Ensure the safety of our residents Green

2. Establish ourselves as a welcoming home Green

3. Improve the perception of the quality and service of our home Green


4. Ensure that all staff receive an orientation and annual education to understand job expectations Green

5. To demonstrate an appreciation to staff of their value as an employee Green

6. Provide opportunities for staff education Green


7. To ensure a consistent way of documenting resident care Amber

8. Utilize RAI/MDS to document resident activity Red d

9. Utilize committees/ task groups to direct activities at Nithview Green

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

10. Nithview will reduce the use of external organizations to augment current staffing Red

Green

Amber

Red


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Resident Perspective: How do we ensure that all of our divisions are exceptional places to live for our residents?


1. Ensure the safety ofour residents

Number of falls in amonth

Number of peoplefalling in a month

Number of falls thatresult in injury

Number of falls thatresult in transfer tohospital

To not exceed WWLHIN average(2013/2014 provincialaverage: 16.1%)

HQO (Health QualityOntario) indicators2014 – Q2 was 14.9%

Was able to bring the number of falls below

the WWLHIN and Provincial average

This will continue to be one of Nithview’squality indicators, in 2016/2017, as it is asignificant risk and directly impacts theresidents’ quality of life.

2. Establish ourselvesas a welcominghome

Resident SatisfactionSurvey

Family SatisfactionSurvey

Feedback fromResident and/orFamily Council

Establish a process fornew Nithview residentsEnsure: they feelwelcome; the process istimely; and that theirquestions areaddressed.

All suggestions made byResident Council will befollowed up on.

Introduced role of Resident LifeCoordinator – a recommendation from the“Welcome Home Task Group”

Established a new process for completingresident satisfaction surveys andonboarding new residents

Resident Council has become a morevibrant group, providing significant andvaluable input and perspective.

3. Improve the qualityand service of ourhome

Utilize green cards fortracking residentcomments regardingfood quality, foodchoice and foodservice

No more than twoconcerns that cannot beresolved

No repeat of priorconcern submittedwithin the quarter

All concerns regarding dietary issues werefollowed up on.

New relationship with Seasons Care

Introduced a family tour

Continue to host monthly communityeducation events

The iPod program -- Music in Memoriesprogram provides individualized musicalopportunities for residents.


22

Employee Perspective: How do we ensure that TCMH is an exceptional place to work?


4. Ensure that all staffreceive an orientationand annual educationto understand jobexpectations

Number of staffattending training

Number of stafforiented

92% will receive annualeducation

100% will receive initialorientation upon hire

99% of staff received mandatory annual

training.

100% of all new staff received initial

orientation.

5. To demonstrate anappreciation to staffof their value as anemployee

Will track thenumber of events

Staff communicationnotes with payenvelopes

Will hold 8 staffappreciation eventsduring this year

Will include with eachpay (26 in the year)

Held 11 special staff recognition events

during the year, such as lunches, healthy

snacks and appreciation breakfast.

6. Provide opportunitiesfor staff education

Number of staffprovidedopportunities foreducation

Number of sessionsof education offered

2 educationalopportunities will beprovided for PSWs

2 educationalopportunities will beprovided for RPNs

3 educationalopportunities will beprovided for RNs

A variety of training such as:

Conference on dying with dignity

CPR training

Courses on Dementia, Palliative Care,

workplace violence, conducting

investigations, culture change in the

workplace

Health and Safety certification

Funds for staff for education/ training

Internal Perspective: How will we sustain our ability to change and improve?


7. To ensure aconsistent way ofdocumenting residentcare

Number of staffutilizing the varioustools

25% compliance by endof May

50% compliance by endof July

75% compliance by endof October

100% compliance byend of March 2016

75% compliant by end of March (have since

met compliance)


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8. Utilize RAI/MDS(Resident AssessmentInstrument/MinimumData Set) todocument residentactivity

Reports that areopen in a given timeframe

Reports that arecompleted

Reports that arecompleted on time

Maintain a 98%completion of reportsby due date

98% of reports completed

The % of error in data submission

decreased.

9. Utilize committees/task groups to directactivities at Nithview

Number ofcommittees

Number inattendance

Frequency ofmeetings

Number ofunresolved oruncompleted tasksfrom one meeting tothe next

All committees willmeet 90% of the time,in accordance with theirterms of reference

90% compliance

Physical and Financial Perspective: How will we ensure that our physical assets are maintained and that we are financiallysustainable?


10. Nithview will reducethe use of externalorganizations toaugment currentstaffing

Number of externalagency staff used

40% reduction over2014/2015

15% reduction year todate by May 31, 2015

Jobs will be postedwithin 7 days ofknowing of theirvacancy

Jobs will be awardedwithin 10 days of closingdate of posting

Unable to fill temporary RN positions soneeded to use external organizations.Filling nursing positions continues to be achallenge, despite significant efforts.

Continue to struggle with finding enoughstaff (PSWs) thus, in order to ensureadequate coverage, have used externalagency staffing after all internal resourceshave been exhausted.

TCMH ANNUAL BUSINESS PLAN – APRIL 1, 2016 TO MARCH 31, 2017

24

“And we know that for those who love God all things work together for good,for those who are called according to his purpose.”

Romans 8:28

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, 2016 to March 31, 2017, 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.


25

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

CORPORATE SERVICES

Objective Measures Targets

A1 To create aresident/clientcentred culture,where quality isdefined by ourcustomers

An expanded range of services toseniors and developmentally delayedadults

An expanded capacity to provide theservices that are in the most demand

A completed environmental scan forall divisions

ALDAVIEW SERVICES


A2 To enable clientsto identify theirsupportneeds/changesin supportrequired, intimely and moreaccurate ways

All clients will have a Non-Violent CrisisIntervention Model in place,incorporating safe measures,addressing risk and outlining self-helptechniques for coping.

Those clients identified as applicablewill have a baseline documented for thepurpose of tracking onset of dementiasymptoms.

All clients will complete a revised safetyassessment tool to review currentsupport needs.

Primary Direct Supports will developnew/more efficient ways ofcommunicating and reviewing clientinformation to increase collaborationon support teams.

To have more detailed support plansfor all individuals supported

Revise and implement a tool toassess support needs/track changes.

Implement dementia tracking tool

To increase staff responsiveness tosupport needs by providing increasedcommunication across a team

A3 To supportclients in makingtheir ‘livingspaces’ feel likehome

Measures will be based on clientfeedback.

Improved appearance of homesinternally and externally

Homes blend into neighbourhoodsand do not stand out as ‘grouphomes’.

GREENWOOD COURT


A4 Expand patient-centred modelof end-of lifecare that willsupport ourpursuit ofexcellence inpalliative care

Knowledgeable families

Meet LSAA obligation for 2016.

Policies that meet standards for end oflife

To have staff trained in CAPCE(Comprehensive Advanced PalliativeCare Education) and Fundamentals ofHospice Palliative Care

We will implement two PalliativeCare best practices, as per theCanadian Hospice Palliative CareAssociation.

Implementation of Sienna Care PCC


26

assessments relating to PalliativeCare

Revise our Palliative Discharge Surveyfor LTC .

A5 To ensure thatthe safety andquality care ofour residentsmeets orexceedsprovincialaverages

Establish LQIP measures and goals tomeet HQO benchmarks.

Optimize use of technology to supportquality of life for residents, tenants andfamilies.

Review pharmacy needs for the homefor the upcoming 3 years.

Ensure use of technology to obtainresident information, to promotediscussions and changes using MDS,Clinical Connect,E- Health and OTN.

New call bell and emergencyresponse system for the building

Complete RFP 2016 for pharmacy.

Partner with South West LHIN WoundManagement Program to increasecapacity of wound preventionprotocols.

Work with MOHLTC funded NursePractitioner to develop one bestpractice for 2016.

A6 To maintain andenhance existingprograms &partnerships andcultivate newones

Seek out partnerships with researchorganizations, to enhance knowledge,innovation and best practises.

Connecting with community partners inprograms such as – volunteer relations,community gardens, partnership grants& fundraising

Continue conversations aboutcommunity gardens and develop aplan for the future.

Develop relationships with partners,for Greenwoodredevelopment/growth in care andservices.

Increase by 5% college and universityplacement students.

Offer facility to support groups andeducational groups at a minimal cost(i.e. Stroke, Alzheimer’s, etc.).

Increase by 10% this year, the TCMHbus usage for connecting our seniorsto the community.

A7 Prepare for theresident andfamily of thefuture

Expand our Resident’s ExperienceSurvey process to promote our currentpatient experience and theexpectations of the future.

Promote new and innovative care anddesign developments.

Enhance changing spiritual needs atGreenwood.

Determine trends in seniors’ livingfacilities.

New state of the art phone systemsto be installed 2016

Enhanced cable and internet servicesfor residents to be installed

Revitalise retirement dining area,physically, and with food servicedelivery.

Investigate alternative dining modelsand develop renovation plans forindependent living area.

Develop a Family Skype Program inthe Recreation Department.


27

Continue to build Music and MemoryProgram to 90% in LTC.

Consider replacement program ofbath tub to showers, in apartments,replacing three as a trial.

Conduct Spiritual Need Survey andrevise how pastoral support isprovided.

Develop an invitation to worship forall new residents.

Review admission process forresidents, tenantsand families.

Develop a new file system for allresident business files.

NITHVIEW COMMUNITY


A8 Developprograms tomeet the needsof residents andimprove qualityof life.

Resident surveys

Number of residents using iPods

Number of students and programs thatare being utilized by Nithview

Develop a package for families tohelp them understand options orinformation about LTC.

Increase the use of the iPods – Musicfor Memories program.

Look for ways to maximize oninclusion of students at Nithviewfrom various university and collegeprograms.

A9 Ensure thesafety andquality of carefor residents.

QIP

RAI/ MDS

Use of POC

Nithview will track the use of bed/chair alarms

Nithview will track other strategies toprevent falls

Track falls with injuries/ falls with noinjuries

Services and supports utilized byRetirement residents

Install a new call system at Nithview.

Initiate an RFP for pharmacy services,sound system and screen projectors,to enhance resident care.

Implement a schedule for training,walk through for fire drills, specialcodes and evacuations.

All PSW staff in LTC will use POC todocument resident activities.

Retirement support staff will use PCCfor documenting resident care.

EMar will be implemented inRetirement.

Educational opportunities, beyondmandatories, will be offered for staffto become more knowledgeableabout resident-centred care.

Bring the rate of falls below theprovincial average.

Offer a variety of supports and


28

services to meet the needs ofresidents.

Connect with other providers fornew strategies, initiatives forproviding resident-focused care, in a“how I want, when I want” manner,and develop strategies to implement.

A10 EnhanceNithview’spalliative careand end of lifeapproach.

Feedback from families and other staff

Number of volunteers

The Palliative Care Committee willmeet at least 6 times a year.

Staff will be offered and completethe Fundamentals of Palliative Carecourse.

Train and utilize volunteers aspalliative visitors.

Use HPC to educate and increaseknowledge of staff, residents andfamilies regarding palliative care andend of life continuum.

Apply to be a pilot site for a palliativecare program implementing hospicevolunteers.

A11 EnhanceNithview’s on-boarding ofnew residents.

Resident surveys

Admission surveys

Feedback from families, residents andcouncils

Admissions will be more resident-focused.

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

CORPORATE SERVICES


B1 To ensure thatemployees arefully engaged

Selection of the most effectiveindicators for assessing employeehealth and wellness, e.g. staff turnover,staff vacancies, training anddevelopment opportunities, overtime,absenteeism, WSIB lost time,manager/supervisor training, riskassessment, and employeeengagement climate

A fully developed employee healthand wellness program ready forimplementation

ALDAVIEW SERVICES


B2 To continue toprovide on-goingopportunitiesfor staffdevelopment

Opportunities for self-development

Educations provided

Information provided to staff about self– development opportunities externalto Aldaview

To offer both practical tools andknowledge based workshops to staff

To develop a process for staffreceiving education/skills training toshare resources and knowledge withother staff


29

Staff provide input intoskills/knowledge they would like toacquire.

B3 To develop aculture withincreased focusaroundemployee self-care andwellness

To increase awareness about SelfCare Core Competency

To provide tools for employees to useto increase self-care

To identify ‘mindful’ practices withinthe agency to benefit employees’overall wellness

To revise current de-briefingprocesses for employees to increaseeffectiveness

GREENWOOD COURT


B4 Create adynamicenvironmentand culture ofcontinuouslearning.

Realign education and training withinGreenwood.

Implementation of staff mentors with anew orientation process

Partner with Sienna to assist incontinued learning.

Partner with MOHLTC-funded NursePractitioner to assist in education andtraining in the LTC division.

Develop e-learning capacity withinthe home through “My Trainer” –“Surge Learning”

Expand the OTN to support costeffective delivery of education,training and meetings.

Promote wellness relating toinfection control practices (i.e.,handwashing and environmentalcleaning).

Enhanced Leadership Training forregistered staff

Ensure that all staff who do ResidentAssessment Instrument MinimumData Set (RAI-MDS) are trained andtested in AIS (Assessment &Intelligence Systems).

B5 Excellent peoplepositioning forthe future

Continue to provide opportunities forstudents from colleges and universities

Review staff payroll and schedulespractices for enhancement of roles

Ensure career opportunities, successionplanning and leadership development

Recruit and retain the right people

Maintain relationships andconnections to support studentplacements (increase by 5 % collegeand university placement students).

Work with Health Force Ontario torecruit Registered Practical Nursesand Registered Nurses.

Develop a lead for new payroll andscheduling software that will beintroduced by the end of 2016.

Work with HR at TMCH to assist indevelopment of recruitmentstrategies with focus on PersonalSupport Workers and Food ServiceWorker programs.


30

NITHVIEW COMMUNITY


B6 Strengthen ourefforts atacknowledgingstaff for thework that theydo.

Recognize staff at the time of theirbirthdays.

Recognize staff for years of service.

Recognize staff for noabsenteeism/emergency days during aquarter.

Special events will be planned torecognize staff.

All staff will receive a card at thetime of their birthday and be invitedto have a meal at Nithview, while onshift.

Staff will be recognized for goodattendance.

A minimum of 7 events will beplanned.

B7 Ensure that weare managingsituationswhere staff areoff for a periodof time, due toillness or injury.

Ensure that claims are submitted ontime.

Monitor staff attendance.

Managers will be educated in regardsto managing a WSIB claim for injuryto full return to work.

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

CORPORATE SERVICES


C1 To improveTCMHoperationaleffectiveness

New and enhanced ManagementInformation Systems

Complete the implementation ofenhanced MIS

ALDAVIEW SERVICES


C2 To strengthenconnectednessbetweenleadership andfront line staff.

Receipt of suggestions from staff

Participation in JSM meetings

Staff newsletters sent out

Staff participation in focus groups andcommittees

Designated time leadership areavailable to listen to staff

To provide informal opportunities forstaff to provide feedback and beheard

To involve staff in problem solving

To communicate changes and newsacross the agency proactively

Staff are comfortable approachingLeadership.

GREENWOOD COURT


C3 Actively engagein research andapply bestpractices toachieve quality

Recruit and uphold mandate for NursePractitioner funded by the MOHLTC.

Participate in best practiseengagements through the LHIN andMOHLTC.

Nurse Practitioner to be selected andon-boarded with Greenwood Courtand Knollcrest Lodge

Participate in “in-house” researchwith Tena, regarding skin care and


31

of life forresidents.

incontinence associated dermatitis.

Tour LTC homes recognized for bestpractices’ deliveries of care -Montessori and Butterfly theories.

Develop at least one creativedementia care technique, from toursof best practice homes.

NITHVIEW COMMUNITY


C4 Strengthen ourability toprovide qualityservices throughrelationship withother partners.

Maintain alliances and partnershipswith Meals on Wheels, CCAC andCommunity Care Concepts.

Participate in associations related toRetirement and LTC services.

Meet with government bodies andhospitals.

Sit on task groups and committees,external to Nithview, related toimprovement of care for residents.

C5 Assess thequality of careprovided toresidents.

QIPs

In home data collection related toresident care, staffing issues

Track expenditures

Participate on Nithview committees,to assess resident quality, such asPAC.

Meet to review issues specific toresidents, post falls.

Participate on the TCMH Quality &Risk Management Committee.

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

CORPORATE SERVICES


D1 To ensuresustainability ofTCMH and itsdivisions

Increased number of residential unitsin each division

Meeting annual budget projections inall divisions

Short term and long termdevelopment plans for each division

Balanced budgets

ALDAVIEW SERVICES


D2 To develop andstrengthencurrentrecruitmentpractices

New hires

Attendance at job fairs

Partnerships with colleges and schools(students)

To recruit staff with skills andeducation

To share information with potentialemployees about Aldaview Services

D3 To ensurefinancialsustainability


Budget

Meet 2016-17 financial targets as setin the 2016-17 budget

GREENWOOD COURT


D4 Maximize theuse of

Ensure Greenwood is competitive inthe senior market.

Redesigned the billing process inretirement living with the new PCC


32

technology infinancial, humanresources,quality and riskmanagement

Ensure software programs are meetingthe needs of residents, as well as users.

Happy residents who use technology tosupport their needs

software.

Expand the data base in retirementliving to improve waitlistmanagement.

Expand maintenance caredocumentation for future reference.

Wi-Fi installation through building,for growth of technology programsby using apps. (One Call, PCC andMaintenance Care)

D5 Reduce carbonfootprint andpromote asociallyresponsibleenvironment forthe future

Minimize garbage and enhancerecycling processes.

Efficiency in lighting projects

Use waste audit completed in 2015and seek opportunities to input ideasand savings.

Introduce a waste management“green” committee for Greenwood.

D6 Meet andexceed budgetexpectations

TCMH Board financial committeeapproval

Review month statements andvariances.

Leadership Team to gain enhancedknowledge of financial systems

NITHVIEW COMMUNITY


D7 WasteManagement –Reduce carbonfoot print

Reduction in tonnage to the landfillsite

Improve our efforts to meet provincialbenchmarks.

Continue to maximize on options toavoid waste going to the landfill site(i.e., recycling, e-waste, toxic wastedisposal).

Identify opportunities to improve onprovincial diversion standards.

Establish a sustainability committeeto review initiatives and projectspertaining to sustainability.

Provide education to staff andresidents, related to opportunities toreduce landfill site waste.

Initiate engagement related to thepossibility of further communitypartnerships or collaboratives.

D8 To ensurefinancialsustainability


Budget

Meet or exceed 2016-17 financialtargets as set in the 2016-17 budget

33

MEMBER RELATIONS REPORT - 2016Brent Leis, Director of Administrative Services

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

Volunteers

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

Donations

Donations of money and time enable us to enhance the quality of care we provide, beyond what canbe provided solely from government funding. Tri-County Mennonite Homes is a registered charitywith the Canada Revenue Agency so all financial donations are receipted for tax purposes. In 2015-16, we received over $96,000 in financial donations, from our many generous supporters, therebyhelping us to improve our services.

All of the money donated to Tri-County Mennonite Homes is used to support the programs we offer,while serving seniors and adults with developmental disabilities. TCMH was pleased to disburseover $185,000 this year, in charitable distributions, towards programs and equipment to enhanceresident and client experience, most notably, towards a new accessible bus for resident and clienttransportation and outings. Combined, the Nithview Community and Greenwood Court Chapels alsodisbursed over $30,000, from their Chapel donations, to support other eligible charities.

The gifts that are provided through charitable donations add significantly to the quality of life andlevel of care for the people served by Tri-County Mennonite Homes. We thank all our supporterswho have generously donated.

Promissory Note Program

In addition to the funds we receive from charitable giving, Tri-County Mennonite Homes is fortunateto have individuals and companies who approach us and offer to lend us money to fulfill ourmission. The Promissory Note Program is a great way to support the Tri-County Mennonite Homesmission, in addition to, or instead of charitable giving. Those who support us with money on loanreceive an interest rate at a premium over bank GIC rates, and they are able to support a worthycause at the same time.

The rates of return and the stability of this program have been of benefit to both Tri-CountyMennonite Homes and those who have participated by lending us funds for our work. We are veryappreciative of the support and confidence expressed by those who invest with us.

As TCMH strives to achieve our strategic priorities of redevelopment and expansion, our donors andinvestors will play an important role in successfully achieving our goals.

Thank you to all members and friends who have supported us with your time and money.

ACTIONS OF THE BOARD FOR THE FISCAL YEAR APRIL 1/15 – MARCH 31/16

34

Motion# 293/04/15 – That the minutes of TCMH Board meeting #488, held January 28, 2015, be approved asamended.

Motion #294/04/15 – That the 2015/16 Quality Improvement Plans for Greenwood Court and NithviewCommunity be approved as presented.

Motion #295/04/15 – That the 2015/2016 Operational Budget for Tri-County Mennonite Homes be accepted aspresented.

Motion #296/04/15 – That the 2015/2016 Capital Budget for Tri-County Mennonite Homes be approved as presented,with the provision that any necessary amendments will be brought to the Board for approval.

Motion #297/07/15 – That the agenda for TCMH Board meeting #490, July 29, 2015 be approved as written

Motion #298/07/15 – That the Audited Financial Statements for the fiscal year ended March 31, 2015 be accepted aspresented and brought to the September 22, 2015 TCMH Annual General Meeting.

Motion #299/07/15 – That the 2014/15 Transfer Payment Annual Reconciliation be approved as presented, signed by theBoard Treasurer, and submitted as required to the Ministry of Community & Social Services.

Motion #300/07/15 – That the 1st Quarter Financial Statements and balance sheet for the period ending June 30, 2015be approved as presented.

Motion #301/07/15 – That the Charitable Disbursement Committee Report, for the year ending March 2015, be acceptedas presented.

Motion #302/07/15 – That the Charitable Disbursement Committee allocations over $10,000 be accepted as presented.

Motion #303/07/15 – That the Capital Reserve Fund Policy revised 2015 be approved as presented.

Motion #304/07/15 – That a recommendation be taken to the 2015 Annual General Meeting to hire Charles Seebach CAProfessional Corporation as auditors for TCMH for the fiscal year 2015/2016.

Motion #305/07/15 – That the TCMH Board formally ratify the following motion which had been moved by John Lichtiand seconded by Judy Johnson and approved by the Board by email on June 3, 2015:That the TCMH Board of Directors designate the Chief Executive Officer as the President, on theannual filings required by government ministries and agencies, effective June 1, 2015.

Motion #306/07/15 – That the TCMH Board formally ratify the following motion which had been moved by John Lichtiand seconded by Judy Johnson and approved by the Board by email on June 3, 2015:That a recommendation be taken to the TCMH constituency members at the 2015 Annual GeneralMeeting that TCMH By Law No. 1, Articles 11 and 12 be revoked and be replaced with the revisedversions of Article 11 – relating to the positions of Chair, Vice-Chair and of President and ChiefExecutive Officer and Article 12 – relating to the duties of Chair, Vice Chair, and President andChief Executive Officer, as presented.

Motion #307/07/15 – That the minutes of TCMH Board meeting #489, held April 29, 2015, be approved as circulated.

Motion #308/10/15 – That the agenda for TCMH Board meeting #491, October 28, 2015 be approved as written.Motion #309/10/15 – That the minutes of TCMH Board meeting #490, held July 29, 2015, be approved as circulated.

Motion #310/10/15 – That Ardys Brenneman be accepted as a member of the TCMH Board for the 2015-2019 term.

Motion #311/10/15 – That any one of Michael Steinmann (Chair), Robert Jantzi (Treasurer), Brenda Howorth(Secretary), Stephen Lichty (Chief Executive Officer), Brent Leis (Director of AdministrativeServices), Elizabeth Klassen (Executive Director Nithview Community), Louise Lepp (ExecutiveDirector Aldaview Services) or Joyce Penney (Executive Director Greenwood Court) be authorizedto 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.)

Motion #312/10/15 – That the 2nd Quarter Financial Statements and Balance Sheet for the period ending September 30,2015 be approved as presented.

ACTIONS OF THE BOARD FOR THE FISCAL YEAR APRIL 1/15 – MARCH 31/16

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Motion #313/10/15 – That the TCMH Co-ordinating Committee for Health & Safety 2015 Annual Report, TCMHCo-ordinating Committee Terms of Reference (as amended) and the 2015 Aldaview Services,Greenwood Court and Nithview Community Annual Health & Safety Reports be accepted aspresented.

Motion #314/10/15 – That the revised TCMH Umbrella Health & Safety Policy be approved as presented.

Motion #315/01/16 – That the agenda for TCMH Board meeting #492, January 27, 2016 be approved as written with theadjustment in placement of the Quality & Risk Management Committee Report.

Motion #316/01/16 – That the minutes of TCMH Board meeting #491, held October 28, 2015, be approved as circulated.

Motion #317/01/16 - That the 3rd Quarter Financial Statements and Balance Sheet for the period ending December 31,2015 be approved as presented.

Motion #318/01/16 – That it be resolved that the Board of Directors of Tri-County Mennonite Homes hereby authorizesthe Board Chairperson to sign the Long Term Care Service Accountability Agreement Declarationsof Compliance to the SW LHIN and the WW LHIN, related to Greenwood Court and NithviewCommunity (respectively), for the year January 1 – December 31, 2015, which will then besubmitted to the LHINs, as required.

Motion # 319/01/16 – a) That the TCMH Board formally ratify the following motion which had been moved by JudyJohnson and seconded by Ardys Brenneman and approved by the Board by email on November23, 2015: That the TCMH Board of Directors approve as presented Greenwood Court’s 2016-2019 Long-Term Care Home Accountability Planning Submission (LAPS) to the South WestLocal Health Integration Network.and

b) That the TCMH Board formally ratify the following motion which had been moved by JudyJohnson and seconded by Linda Shantz and approved by the Board by email on November 23,2015: That the TCMH Board of Directors approve as presented Nithview Community’s 2016-2019 Long-Term Care Home Accountability Planning Submission (LAPS) to the WaterlooWellington Local Health Integration Network.

Motion #320/01/16 – That effective January 27, 2016, Brenda Howorth moves from holding the position of BoardSecretary to holding the position of Board Vice-Chair and that Judy Johnson moves into theposition of Board Secretary.

Motion #321/01/16 – That any one of Michael Steinmann (Chair), Brenda Howorth (Vice-Chair), Robert Jantzi(Treasurer), Judy Johnson (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 DirectorNithview Community) be authorized to sign all documents required to carry out the ordinarybusiness of Tri-County Mennonite Homes (i.e., life-lease and rental agreements, cheques, bankinginstruments, receipts, etc.).

Motion #327/04/16 – Ratification of motion, which was approved by email March 31, 2016: That the 2016/2017 QualityImprovement Plans for Greenwood Court and Nithview Community be approved as written.(Note: As this motion was approved by email in the 2015/16 fiscal year, it is being included in the 2015/16Actions of the Board.)

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Treasurer’s Report - 2016 Annual General MeetingRobert Jantzi, Treasurer, Tri-County Mennonite Homes Board of Directors

Financial Review

In 2015/16, TCMH once again achieved a record high revenue, as well as strengthened our balancesheet by adding $1.9M in capital additions, financed internally. At the same time, we reduced longterm debt by over $1.0M to help position TCMH to achieve our strategic plan. The year alsopresented many challenges, including unexpected repairs and maintenance, higher than anticipatedinflationary pressure on raw food, and increased resident turnover.

Total revenue for the year was $18,669,487, which was up by $416,788 over previous year’s revenueand above the budgeted target. Total expenses of $18,692,705 was also up from the previous year’s$18,489,573, resulting in a Net Expenditure over Revenue of $23,218. Both resident, and propertyand building expenses increased moderately, while administration expenses and amortizationincreased by over $163,000 in 2016, due to one-time adjustments from restructuring and employeebenefit costs. Included in 2016 operating expense is a $193,000 reversal of the $235,000 Pay Equityaccrual that was setup in March 2015. Total donations for the year were $96,018, consistent with theprevious year amount. We continually appreciate the generosity and ongoing support of our donorswho play a vital role in our financial well being and providing quality care to our clients.

Debt interest costs totalled $391,029 for the year, a decrease of $99,088 over the previous year, aswe continue to focus on long term debt reduction. Financing costs are a significant annual drain onresources. Our debt obligations were met during the year, with mortgage loans and notes payablebeing reduced by $1,097,315, as a result of normal monthly mortgage payments, and noteredemptions. We anticipate lower debt interest cost in 2017, as a result of reduced borrowing costs,and regular principle repayments.

The debt financing plan is reviewed and approved by the Board on an annual basis, along with theannual budget and debt interest costs are monitored and reported to the Board quarterly. We arepleased to have been able to significantly reduce our interest cost, as a percentage of revenues, overthe last few years. Since 2010, we have been successful in reducing our annual interest cost from$1,082,710 down to $391,029 -- an annual savings of over $691,000.

Included in our year end cash balance is the Capital Cash Reserve of $1,014,851 and theaccumulated contributions for specified charitable purposes, totalling $359,607. The capital reservewas established to meet approved capital budgets, unexpected repairs and maintenance, and mayalso be used to reduce our long-term debt. The growth of this fund helps to mitigate the risksassociated with unplanned expenditures and helps position Tri-County Mennonite Homes tocontinually provide excellent service to our clients. Several financial ratios have improved over thelast 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 theMarch 31, 2016 financial statements.

The audit proceeded smoothly and they were able to examine and assess the financial picture ofTri-County Mennonite Homes, as needed to express their opinion. The financial statements and auditreport have been reviewed by the Audit Committee and approved by the Board.

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NOMINATING COMMITTEE REPORT2016 Annual General MeetingThe 2015/16 Nominating Committee, which includes Janice Gingerich (Current Board Member andNominating Committee Chair), Dwight Steinman, Larry Erb and Glenn Zehr (former Board members),Michael Steinmann (Current Board Chair) and Steve Lichty (CEO), will present their report at theSeptember 27th Annual General Meeting.

Note: Part-way through the 2015/16 fiscal year, a new 4-year term Board member stepped down,resulting in a now three-year term vacancy. The purpose of creating three-year terms is to keep theBoard member rotation at a constant of three vacancies per year.

2016 AGM - TRI-COUNTY MENNONITE HOMES BOARD OF DIRECTORS(4-year term and *3-year term)

Term Ending Director Name Term Being Served

2020 Robert (Bob) Jantzi (2nd 4-year term)2020 (1st 4-year term)2020 *(1st 3-year term)

2019 Janice Gingerich (2nd 4-year term)2019 Linda Shantz (1st 4-year term)2019 Became vacant mid-2015/2016 (1st 4-year term)

2018 Brenda Howorth (2nd 4-year term)2018 Dave Honderich (1st 4-year term)2018 Judy Johnson (1st 4-year term)

2017 John Lichti (1st 4-year term)2017 Lynn Zehr *(2nd 3-year term)2017 Arlene Hoke *(1st 3-year term)

Term Ending

2016 Paul Shantz (2nd 4-year term)2016 Michael Steinmann (2nd 4-year term)2016 Robert (Bob) Jantzi (1st 4-year term)

2015/2016 TCMH Executive Committee

Chair Michael SteinmannVice-Chair Brenda HoworthSecretary Judy JohnsonTreasurer Robert (Bob) JantziEx Officio Steve Lichty

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Appendix

Auditor’s Reportand

Audited FinancialStatements

Corporate Office Aldaview Services200 Boullee Street 332 Hamilton Road

New Hamburg, ON New Hamburg, ONN3A 2K4 N3A 2K2

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

Greenwood Court Nithview Community90 Greenwood Drive 200 Boullee Street

Stratford, ON New Hamburg, ONN5A 7W5 N3A 2K4

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

www.tcmhomes.com

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