Annual Report 2012/13

To Care… To Respond… To Build Community

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Table of contents

Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Vision and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Who we are, what we do. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

A chat with Amby. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

KCHC Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Message from the Executive Director and Board President . . . . . . . . . . . . . . . . 8

Financial Pages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

KCHC Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Strategic Direction 1: Planned and Managed Growth . . . . . . . . . . . . . . . . . . . . . . 13

Strategic Direction 2: Partnership and Integration. . . . . . . . . . . . . . . . . . . . . . . . . 20

Strategic Direction 3: Ensure a Strong Foundation . . . . . . . . . . . . . . . . . . . . . . . . 24

Thank you . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Celebrating 25 years and the Link to Health

At its 2012 Annual General Meeting, KCHC introduced theKCHC Link to Health, a symbol meant to convey the ideathat we are all connected and the changes we want in ourcommunities cannot be achieved by any one person ororganization alone. KCHC chose the link as the symbol of its25th Anniversary Campaign as it brings citizens together tolive and work together to make our communities healthier.KCHC believes we are stronger because of the “links”between health and community.

The Link has since been used in KCHC’s “Find the Link toHealth” awareness campaign and in all of the organization’smarketing materials (website, handouts, etc.).

In 2012-13, KCHC reached out to the community and tookleading advocacy roles by participating in forums andwriting letters to the editor on issues such as the prospectiveKingston casino, poverty reduction, and a living wage forKingston. KCHC was instrumental in encouraging the Cityof Kingston to proclaim October 1 – 5, 2012 as CommunityHealth Week in Kingston.

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Health is not merely the absence of disease, but a state of complete physical, mental and social well-being. Healthis a resource for everyday life, helping people to reach theirfull potential. Recognizing that everyone matters, KCHCbelieves that everyone has the right to enjoy the highestattainable standard of health. As such, the following valuesinform and guide all aspects of the KCHC’s functioning:

1. An awareness and understanding of the social, political,economic, and environmental factors that influence and affect an individual’s health should inform thedevelopment and delivery of our services.

2. All persons have the right to quality primary health careand related health and social services regardless of theirpersonal choices and life circumstances, with dignityand respect and without judgment.

3. The resourcefulness, commitment and strengths of our community members, service users, volunteers,employees and Board of Directors, enrich KCHC.

4. Collaborative services provided in a holistic manner by interdisciplinary teams best meet the needs ofindividuals, families, neighbourhoods, and communities.

5. KCHC offers community members and service providersan opportunity to act on democratic values, such asautonomy, justice, fairness, and equality for all, as ways to promote and improve health.

6. The diversity of our community members, volunteersand employees in terms of race, creed, colour, national origin, political or religious affiliation, social or economic class, age, gender, marital status, sexualorientation, family status and disability, enriches thefunctions and activities of the Centres.

7. As an innovative and evolving organization, KCHC strivesfor excellence and impact in all that we do.

8. KCHC strives to be an employer of choice, recognizingstaff as our strongest resource in achieving our Mission. In keeping with the core values of KCHC, the Centres, its Directors, Officers, Members and employees will:

a. Identify and strive to eliminate barriers that preventpeople from achieving highest attainable standard of health.

b. Strive for excellence in all our services, includingresponsible administration (accountability, use ofresources, etc.).

c. Work cooperatively and collaboratively withcommunity members, integrating with communitygroups and other service providers.

d. Promote community involvement throughout KCHC; we will solicit and utilize community input whenplanning, developing, delivering, and evaluating our services.

e. Invest in and develop staff.

f. Support individuals’ efforts to achieve their full potentialand respect their right to make their own decisionsand choices regarding their health and well-being.

g. Promote the development of individual andcommunity leadership by serving as a resourceand a catalyst for change in our community.

h. Advocate for social and political change thatpromotes health for all persons.

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Vision and Values MissionTo Care. To Respond. To Build Community.

KCHC embodies the Community Health Centre model of care.As such, our service delivery is guided by eight key attributes:1. Comprehensiveness2. Accessibility3. Client and community focus4. Interdisciplinary, collaborative teamwork5. Integration of services6. Community ownership and governance7. Recognition of the social determinants to health

8. Community development and an asset-based approach to planning.The complex and evolving health needs of our communitydemand that we remain responsive. We must persevere in our efforts to promote individual and communitydevelopment, to develop holistic services delivered by a multi-disciplinary team, and work cooperatively andcollaboratively with community members, communitygroups, and other service providers.

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When did you first hear aboutKCHC, and when did you startusing in its programs? I started coming to KCHC in 1988.Wendy, one of the first healthpromoters, came to St. MatthewsChurch to tell us about the servicesand ask us what programs wewould like. I was 65 and had justretired, so I was looking forsomething to do. I gathered the women together in mycommunity and we started goingto the centre for tea and coffee. We decided that we wanted tohave some exercise programs. Theystarted first. Then came line dancing classes. Renita, ourseniors’ worker, started bringing the ladies together to docrafts, and this was the start of “The Penguins”. Ester, one ofour former members, coined the name because, she said,we shuffle along like penguins as we begin to age. We allliked the name and it just stuck. That was over 20 years ago,and the group is still going strong today. We have over 25regular members.

Which programs have you participated in over the years?I have used almost all of the programs over the years. I haveparticipated in exercise programs including Tai Chi, and Iattend The Penguins every Thursday. I was involved increating our “Friendship Blooms” program to bring seniorstogether to play cards and teach children to knit in theschools. I get my feet done each week with the foot carenurse, Jocelyn, and I have worked with Barb, the OccupationalTherapist, to make my home safe. She took away my matsso I won’t fall. My doctor, Karin Adelman, is at the healthcentre and she and the nurses are wonderful.

What is your favorite KCHCprogram or activity? Why? Whatdo you enjoy most about it?When I was still able to participate,when I was younger, FriendshipBlooms was very important. I loved knitting with the children,who were marvelous. I really likedknitting with the boys. I rememberwhen one little boy was knitting a square and he wanted to makeit into a cape for his stuffed animal. I put holes in the top and a stringthrough it. His face lit up, as if I hadgiven him a million dollars. Hejust kept saying, “Thank you!”

The children are very appreciative and thankful to learnthe knitting. I think if you give children something to dothat they enjoy, they’re productive and happy. That is what I most enjoy.

Why do you value KCHC? You couldn’t get better service anywhere. The doctors andnurses are wonderful. All the staff are willing and able tohelp. This place has been a godsend. You can talk to anyone.

What is KCHC’s value to your community? It’s marvelous for the community, because they helpeveryone from children to seniors. The staff treat everyonewith respect and courtesy, so KCHC is like a second homefor people. All your needs can be met in one spot.

Anything else you’d like to add? Come and see what KCHC has to offer – you will not be disappointed! It’s the best place for old people. Whoever designed health centres should be given a medal!

A chat with AmbyWho we are, what we doAll of the sites that together form

Kingston Community Health Centres

(KCHC) share a common philosophy

and mission. We care for individuals and

families, respond to their neighborhood

concerns to improve their health, and

help to build healthy communities. 

At KCHC, we understand health in its

broadest sense: it is not only affected by

our genes, nutrition and fitness level, but

also by our opportunities to work, play,

learn and contribute to our community.

KCHC makes special efforts to serve

people who have a higher risk of poor

health, or who have difficulty accessing

health care because of language or

cultural barriers, poverty or isolation.

In all our activities, we pay special

attention to the social, emotional, and

financial needs of our clients, since these

are the essential building blocks of good

health. We value our community

members and encourage their

engagement in all our activities, including

at the Board level, through a community

governance process. KCHC is accredited

by and a member of the Association of

Ontario Health Centres.

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Community Health at Rising Heights (CH)

The Community Development team works alongsidecommunity members on initiatives that contribute tocommunity well-being.  Bringing the communitytogether to play and celebrate is championed throughour many special events, like the annual winter carnivaland Scarecrow Festival.  Initiatives focused on foodsecurity, intergenerational programming, active living,community beautification, and dental care access are just a few of the many programs that promotecommunity well-being. Staff members include PracticalAssistance Workers, Community Development Workers,and facilitators for Friendship Blooms, Seniors andVolunteers.

Napanee Area Community Health Centre(NACHC) Napanee and Area Community Health Centre offersprimary health care, individual support, programs,groups and services to the residents of Greater Napaneeand the surrounding area, which includes about 20,000residents spread out over a large rural district. 

North Kingston Community Health Centre(NKCHC) North Kingston Community Health Centre offers primaryhealth care, and individual support, programs, groupsand services. We provide medical and individual supportservices by appointment, and offer drop-in groups andclosed-groups with fixed attendance.

Ontario Harm Reduction Distribution Program (OHRDP) The Ontario Harm Reduction Distribution Program(OHRDP) provides harm reduction supplies, educationalmaterials and knowledge exchange opportunities toOntario’s 36 needle syringe programs (NSPs), whichinclude 200 sites. OHRDP is funded by the Hepatitis CSecretariat, Ministry of Health and Long-term Care.

Pathways to Education (P2E) Pathways to Education is a national community-basedprogram designed to help increase high schoolgraduation rates. Like its counterparts elsewhere inCanada, the Kingston program focuses on helping highschool youth through tutoring, mentoring, financialsupport, and advocacy. 

Street Health Centre (SHC)

The Street Health Centre is open 365 days a year to provideharm reduction supplies, opioid addiction treatment, andhealth care and counselling services to clients who facebarriers to traditional services in the community.

Staff consists of nurse practitioners, registered nurses,doctors, counsellors, support workers and administrativepersonnel.   

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KCHC Programs

Better Beginnings for Kingston Children(BBKC) Better Beginnings for Kingston Children offers programs andservices to families with children aged from 0 – 4 yearsliving in North Kingston. Delivered by a highly qualifiedteam of administrative staff, nurses, early childhoodeducators, and family and child support workers, ourprograms and services include prenatal education, parent-child support, parenting education, and school readiness.

Immigrant Services Kingston & Area (ISKA) Immigrant Services Kingston and Area (ISKA) is dedicatedto helping and supporting immigrants, refugees, and othernewcomers in adjusting to their new community inKingston, Ontario. We offer a variety of free services thatserve individuals, families and youth. 

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A roadmap to thefutureOne of KCHC’s most significantachievements in 2012/13 was thecreation of a new strategic planthat will guide the organizationthrough the years 2013 – 16.

The plan was the result of severalmonths of consultations withstaff, volunteers and the KCHCcommunity.

KCHC Strategic Plan | 2013 – 2016

Strategic Directions:

Expand the Impact of our People-Centred Approach

KCHC will demonstrate leadership in serving populations facing multiple barriers and put the needs and preferences

of individuals and the community at the forefront in all aspects of how we identify, develop, and deliver services.

Objectives:

a) Increased responsiveness to client and community needs and preferences, demonstrated by relevant programs,

people-centred facilities and new builds.

b) Improved accessibility and integration of services.

c) Improved effectiveness in serving vulnerable and marginalized populations.

d) Increased partnership with Aboriginal peoples.

e) Better understanding within the community about KCHC programs and services.

Honour Individual Strengths, Foster Resilience and Build Community

KCHC will approach all activity with the goal of building on the strengths of people and communities and

unleashing personal and community resilience. Resilience is both an individual and a community ability

to build, sustain and improve well-being in all situations. KCHC will foster a sense of belonging and the

building of strong communities essential for individuals to meet their full potential.

Objectives:

a) Increased focus within programs to increase community and individual capacity to navigate and

negotiate for the resources needed for well-being.

b) Increased focus on the long term resilience of children, youth and their families.

c) Increased focus on reducing stigma.

Improve Organizational Health

In response to the recent period of organizational growth and change, KCHC will focus

on building a cohesive healthy organization in which employees and volunteers feel

informed, engaged, and supported in the delivery of quality care and services.

Objectives:

a) Increased integration and cohesion across KCHC.

b) Strengthened staff engagement and mutual accountability.

c) Better impact for our resources, achieved through identifying and achieving efficiencies.

d) Improved infrastructure and internal processes across KCHC to support service delivery.

e) A strengthened organization through embracing a culture of quality improvement.

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Message from the Executive Director and Board President

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As described in this report, as it turned 25 KCHC fulfilled many of theobjectives targeted for the final year of its 2009-2012 strategic plan. That document was organized around three broad strategicdirections: planned and managed growth; partnership andintegration; and ensuring a strong foundation for the organization.Last year KCHC moved forward on all three fronts, but one of thebiggest was the successful adoption, after months of consultationwith clients, staff, volunteers and partners,of a strategic plan for the 2013-2016 period.The planning process involved difficultquestions and much soul-searching, but itwas highly productive and we aredelighted with the result, which is builtaround the concept of “resilience”, both forour clients and for KCHC itself. While thebalance of the Annual Report is focused onthe accomplishments of the 2009–2012strategic plan over the last year, movingforward, we are pleased to present the2013–16 strategic plan. We’re confidentthat our new plan will help us navigate the next three years withrenewed purpose, manage change creatively, collaborate productively,and be innovative in the use of sometimes-limited resources. We thankeveryone who participated in the planning process.

The 2012-2013 fiscal year also saw some organizational restructuringdesigned to enhance our operational ability. We conducted acorporate services review that took into consideration the increasedgrowth of the organization. The review resulted in severalrecommendations which have been implemented includingincreasing the staff complement of HR, IT and Finance, andmaximizing efficiency of all corporate services processes. Wecontinued with the balanced score card that allowed managementand the board to monitor and measure progress of keyorganizational indicators.We invested in new telephone and fibreoptic infrastructure to support both our internal communicationsand to allow us to extend our reach beyond Kingston’s bordersthrough the use of telemedicine, a video technology that isbecoming a key tool for health-care reform in Ontario through theOntario Telemedicine Network. KCHC also joined Health Links, apartnership of Kingston-area health care providers formed to better

coordinate and streamline the delivery of local health-care services.KCHC remains committed to being an active and integral player inlocal health care as the province redirects service delivery fromhospitals into the community.

Each of KCHC’s programs faced unique operational challengesgenerally associated with funding shortfalls and staffing levels.

Particularly hard hit was Immigrant ServicesKingston and Area and Better Beginnings forKingston Children. Both suffered funding cuts that led to staff and program reductions. Setbacks such as these saddle KCHC staff withdaunting and stressful workloads. They also hurt morale. One way we recognized this was by adding to our benefits package an EmployeeAssistance Program that provides free counsellingfor fatigued staff.

Our programs continued to deliver their coreservices, and in some cases expanded their sizeand scope. One example is our dental program,which was initially intended for working families

on social assistance, but last year began serving people withoutdental coverage. The demand for this service is huge. In its thirdyear, Pathways to Education attracted 202 new students, andinterest in the program continued to grow through the year. AnAboriginal elder who was originally recruited to do outreach in theNapanee area began working part-time in Kingston at the StreetHealth Centre. In 2012, the Ontario Harm Reduction DistributionProgram received a major funding increase that has allowed it toincrease staff and expand its information and outreach activities.

What we’ve outlined here is only a fraction of what transpired atKCHC in 2012-2013. The pages that follow offer a more nuancedpicture of our accomplishments and challenges. We are proud ofwhat our team achieved in 2012-2013 to improve the health andquality of life of our city’s infants, youth, seniors and vulnerablepopulations, and we remain confident that KCHC can and willcontinue to deliver the range of quality services that our clientsdeserve and expect.

Hersh Sehdev, Executive Director Michael Harris, Board President

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Provincial79%

Municipal 0%

Other 16%

Federal 5%

Rent/Maintenance 6%

Deferred 1% Capital Projects 2%

Revenues 14,197,755

Expenditures 14,197,755

Salary/Benefit57%

Operating 27%

Returned 4%

Other Projects 3%

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Kingston Community Health Centres Statement of Revenue and Expenses

For the year ended March 31 2013

RevenuesMinistry of Health and Long-Term Care $ 7,022,572Hepatitis C Secretariat Funding 3,012,654Hepatitis C Prevention Program 84,418Aids Bureau Funding 91,231Ministry of Children and Youth Services Funding 891,494Citizenship and Immigration Canada Funding 602,643Kingston, Frontenac, Lennox and Addington Public Health 553,934Pathways to Education Canada 915,439Other Funds 1,023,370

14,197,755

ExpendituresSalaries, benefits and relief 8,067,952Operating 5,382,374

13,450,326

Excess of revenues over expenditures before amount payableto MOHLTC and other funders 747,429

Amount payable to MOHLTC and other funders 543,442Amount transferred to deferred revenue 29,000Recovery of prior year surplus by MOHLTC 39,380

Excess revenues over expenditures for the year $ 135,607

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Planned andManaged Growth

Last year KCHC continuedto adapt and respond to local circumstances throughplanned and managedgrowth. KCHC strengthenedexisting programs, restructuredothers and introduced newprograms and services. Eachinitiative was undertaken inresponse to a communityneed and with long-termsustainability of the organi-zation in mind.

One of the most significantachievements of the yearwas the creation of a newstrategic plan (see page. 9)

that will cover the years2013 – 16.

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KCHC Board of Directors 2012 – 2013

Back row, L to R: James Brown, Shirley Boston (Secretary), Lauri Prest, Matt Reesor, Maria Cordeiro

Front row, L to R : Hersh Sehdev (Executive Director), Danielle Brown (Treasurer), Linda Murray (Vice President), Michael Harris (President) Absent: Rick Downes

KCHC’s volunteer Board of Directors consists of dedicated community members who have professional experience in the public sector, in social-profit organizations and in private business. They are carefully chosen so that their

knowledge and skills align with the many interests and stakeholders that KCHC must address and work with. We thank them for their contributions.

Board Governance

The Board uses the Carver Policy Governance model. Thismeans that the board will ensure that KCHC has writtengoverning policies which, at the broadest levels, address:

• Ends: Organizational activities, impacts, benefits, andoutcomes;

• Governance Process: How the board conceives, carries out and monitors its own tasks;

• The Board-Executive Director relationship: How power andauthority is delegated and their proper use monitored; and

• Executive Limitations: Constraints on executiveauthority, which establish the boundaries within whichlies the acceptable arena of executive activity anddecisions, consonant with prudence and ethics.

2009–12 Strategic Direction 1:

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Kingston Youth Space: An outreach service for street youthlocated in a small storefront on Montreal Street, the YouthSpace is staffed by a single youth worker with support frompartner agencies.

ISKA introduced a program in which new immigrantseniors meet twice monthly to dance and learn to cook healthy meals. The Gaining Important VolunteerExperience (GIVE) program paired new Kingstonimmigrants with community volunteers so that thenewcomer could "learn the ropes" as a volunteer at alocal nonprofit. ISKA partnered with Kingston Transit andthe City of Kingston to give new immigrants to Kingstonorientation tours of the city on Kingston Transit buses.

Practical Assistance Workers were maintained at RisingHeights and at the Street Health Centre. These staff membershelp clients navigate social services to get assistance for basicnecessities such as food, clothing and shelter. They alsoprovide direct financial aid to eligible clients to cover utility billsand other emergency expenses.

A major effort called the Integrated Priority Initiative (IPI)identified Senior Care, Prenatal Care, Youth, and SmokingCessation as common themes driving the organization. These initiatives inform the operational plans of all KCHCprograms.

The Self-Management Program of SoutheasternOntario coordinates self-management supportworkshops that help health care professionals employskills and techniques that enhance client-centered care.The program coordinates six-week Living Well workshopson self-management for people living with (or at risk ofdeveloping) chronic conditions throughout southeasternOntario. Workshop facilitator training sessions wereorganized to build capacity around the region. In2012/13, 137 health care professionals attended the

workshops, and another 167 participated in the six-weekself-management workshops.

NKCHC began developing a pharmacy program thatwill add a pharmacist to the clinical team. The pharmacistwill complete medication reviews for high-risk clients.This is in the early stages, but ultimately will improve safemedication practices.

Establishing Telemedicine: Telemedicine meansdelivering certain health care services, such as consultationswith physicians, to clients in remote locations using adedicated video link. Special video terminals allow patientsbe hooked up to equipment (such as blood-pressure andheart-rate monitors) so that doctors and nurses at anotherlocation can view the readings in real time. This technologywill enable regional health care providers to offer access tospecialized care to everyone in Kingston, Frontenac andLennox and Addington counties who needs it. Nursesscreen and navigate patients through the system, ensuringthey access the right service at the right time.

Strategic Objective # 1:

Enhance the accessibility and qualityof existing programs and servicesExpansion of OHRDP. In 2012, the Ontario HarmReduction Program received confirmation of a $1.7-millionincrease to its base budget. This will help to fund OHRDP’sannual provincial harm reduction conference, support aprovincial harm reduction advisory committee, andincrease staffing levels. It will also support overdoseprevention initiatives across the province and add to thescope of harm reduction supplies that OHDRP distributesto reduce the harm associated with drug use.Highlights in 2012-13 included:• The creation of opioid overdose prevention kits andeducational resources, including a Guidance Documentand How-To Manual for harm reduction programs, andprevention education posters for clients.

• The annual Ontario Harm Reduction Conference inToronto in February, where 200 front-line staff andmanagers shared information and learned about harmreduction program developments, research and currentissues in Ontario.

The Napanee Area CHC undertook a number of initiativesto improve the quality of its programming and accessibilityto clients. • In Fall 2012, NACHC partnered with Health Quality Ontarioto pursue quality improvement goals through theirLearning Community. Staff began to meet regularly todiscuss how and why they do things, and how to dothem better. As a result of these discussions, in January2013 Napanee CHC began offering Advanced Access, orsame-day access to health care. This helps clients whoneed quick attention and reduces walk-in visits toemergency rooms.

• As well, every patient is now assigned to a single health-care provider, which improves continuity of care. Staff arepromoting these new services in the hope of growing the current roster of over 1,600 clients by 200 to 300.

• Staff are beginning to work within the Ottawa Model forSmoking Cessation, a program that systematicallyidentifies, provides treatment, and offers follow-up to allsmokers seen in clinical practice. Most NACHC staff aretrained in smoking cessation techniques (such as the STOPprogram of nicotine replacement therapy created by theCanadian Association of Mental Health).

Pathways to Education completed its third year in 2012and established itself as an important tutoring, mentoring,and advocacy resource for promising Kingston youth whoare faced with various barriers to finishing high school.Pathways exceeded its annual enrolment target. A total of202 students were enrolled in P2E during the school year.Many of them earned their highest-ever academic grades. The Dental Health Program established in 2011 at NKCHCserves children to the age of 17 and adults on OW andODSP on a first-come, first-serve basis. It now serves clientswithout dental coverage as well. While popular, the programhas a roster of only 400 clients, so there is room for growth. Established Rising Heights: When KCHC located thePathways to Education, Community DevelopmentPrograms and Hepatitis C services into the North TownCentre, a modest strip mall on Weller Avenue, it gave newlife to the building and the neighborhood. Over the lastyear the rejuvenated facility, Rising Heights, has become an important part of the community: seniors come to knit,do crafts and socialize, while Pathways students come formentoring, tutoring, and just to hang out. Plans areunderway for a major expansion of this site (see page 27). The patient roster at NKCHC grew by 134 clients, to 2,034,on March 31, 2013. This reflects increased public awarenessof the centre’s health care services , and confidence in staff’sability to provide quality health care that suits client needs.

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Indigenous Health Initiative: Last year KCHC began to expand its capacity to address the health and socialconcerns of aboriginal clients, particularly at NACHC and at the Street Health Centre. It improved access toprograms for the aboriginal community, and welcomedtheir participation in shaping those activities through an aboriginal advisory committee. An Aboriginal elderwas hired to bring Aboriginal cultural sensitivity andawareness to the program.

KCHC adopted the Accessibility for Ontarians withDisabilities Act (AODA) Customer Service Standardsand strives to provide services that respect the dignity and independence of people with disabilities.

All staff at BBKC were trained in the ELECT CurriculumTool, which is used for school curriculum planning andhelps staff prepare children for school through BBKC’sschool readiness program. Because staff supportchildren’s developmental health, BBKC implemented an improved tracking system for referrals. This will makeour partnerships with community services moreeffective and improve the health supports that childrenreceive. Staff were also trained in the most recentscience of prenatal and infant brain development. Thishas strengthened staff’s ability to work with families inareas such as resiliency, attachment and healthy eating.BBKC also added a physical activity component to all itsservices, including walking, yoga for children, and otheractivities that engage gross motor skills.

Services for Opioid-Dependent Pregnant Women:A new regional initiative called Thrive was developed

in 2013 to provide one-on-one health and lifestyle

counselling for pregnant women and mothers of

children under age six. These women are, or have

been, experiencing a problem with opioids (such as

oxycodone, Percocet®, heroin, Dilaudid®, morphine)

or are receiving methadone treatment. Thrive offers

counselling, support visits in hospital and at home,

and parenting support and education. Staff create

a single coordinated care plan for participants and

make time for them to recognize their strengths,

set goals, and expand their personal supports.

Partcipants can join Thrive’s community advisory

group. Thrive assists with transportation, food and

childcare so mothers can participate.

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Client SatisfactionLast year KCHC served just over 9000 registered clients.

In the 2012-13 Client Satisfaction Survey, respondentsindicated that KCHC was delivering accessible client-centred care by either agreeing or strongly agreeing withthe statements below:

• I am able to get services in the language of my choice –93%

• I can get an appointment when I need one – 88%

• The staff are easy to talk to and encourage me to askquestions – 94%

• Staff always explain things in a way that is easy tounderstand – 95%

Respondents also showed us that clients have a highdegree of satisfaction with our services and feel they make a significant impact in their lives by either agreeing or strongly agreeing with the statements below:

• The programs and services have helped me improve my health and well-being – 86%

• Staff help me connect to the services and programs I need at KCHC or in my community – 89%

• The programs and services offered by KCHC meet myneeds – 88%

• I would refer a family or friend to KCHC – 93%

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Strategic Objective # 4:

Improve CommunityAwareness andMarketingIn 2012 KCHC launched a new website andincorporated social media in its marketing and outreach efforts.

Strategic Objective # 3:

Develop a revised organizational structureThis objective was completed. The revised structuresupports a more integrated organization.

Strategic Objective # 2:

Develop a solid infrastructure that willallow KCHC to adapt quickly toexternalities (IT, HR, Communications)In Fall 2012, KCHC completed a Corporate ServicesReview, which examined HR, infrastructure, finance, IT and facilities support (maintenance, building upkeep) to identify areas for improvement. The review resulted in a number of significant recommendations, includingphone and security systems.

• A Quality Committee established in 2012 hadrepresentation from all levels of management and stafffrom each site. They met throughout the year and draftedan initial quality plan. KCHC will develop a culture ofquality in part by organizing dedicated Integrated PriorityGroups that support the quality agenda.

• Stronger Human Resources. KCHC Hired a 0.6 HRcoordinator in October 2011 and began using a newperformance management tool. These additions werenecessary because the organization has grownconsiderably in the past few years, and one HRadministrative staff was deemed insufficient to handle the increased workload.

• A new Communication Plan: an internal KCHCnewsletter was developed, social media sites created on Facebook and Twitter, and the main website given a new look and feel. It is updated by dedicated staff at each program site.

• Developing Leadership/Management skills of all Managers.

163 friends onFacebook

373 followers on Twitter

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KCHC typically deals with complex, multifaceted issues noorganization can handle by itself. Partnership and integrationwith external individuals and organizations is essential.

Strategic Objective # 5:

Continue to Build CommunityTo help build Community Engagement, in 2012 KCHC mandated that all sites andprograms have advisory panels comprised largely of clients and volunteers whomeet periodically with staff to provide feedback and suggestions regarding KCHC’soutreach efforts.

KCHC is responsible for numerous community initiatives that bring peopletogether to help themselves and others. In 2012-13, these included:

• the Good Food Box, which provides fresh, healthy fruit and vegetables at below-retail cost;

• Friendship Blooms, a group of senior women that meets to socialize throughactivities such as crafts, cards and school visits;

• Kingston Immigration Partnership, which offers groups for Kingston immigrants so they can make new friends and learn about Kingston; and

• The Napanee Housing initiative, which assists people who need help findingaccommodation.

Finally, approximately 125 young people visited The Chill Zone, a drop-in centre for teens that operated in Napanee between January 2013 and May 2013. Dailyattendance levels rose from 6 visits per day to 24 per day over the five months of the pilot project.

In partnership with the City of Kingston and United Way, KCHC and a diverse group of community members were recruited to examine five strategic areas (housing;skills development and employment; community supports for education; socialservices and community supports; and health) identified through communityconsultation in 2011. Throughout 2012, conversations within these groups led tothe creation of a poverty reduction action plan that was presented to City Counciland the community in June 2013.

Developed formal service agreements with Family Health Teams and hospitals(Ontario Telemedicine Network).

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Partnership and Integration

20

2009–12 Strategic Direction 2:

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Strategic Objective # 7:

Engage in significant levels of on- andoff-site teaching/educationKCHC developed in-house learning/teaching capacitythrough events such as brown-bag lunches led by HR. In these, various invited speakers discuss work-relatedtopics of interest to staff (such as retirement planning,organic food harvesting, etc.).

BBKC staff were trained in resiliency to better teachparticipants to cope effectively with changing andsometimes challenging life circumstances.

Strategic Objective # 8:

Strengthen our role in research andknowledge exchangeKCHC played a key role in the creation of UnderstandingHealth Inequities and Access of Primary Health Care.This comprehensive study, initiated by the Belleville &Quinte West Community Health Centre, used a determinants-of-health lens to examine the primary health care needs ofpeople who face multiple barriers to health (such as poverty,geography, poor health literacy, and poor relationshipswith health care providers) in southeastern Ontario.

KCHC was active in advancing the research agenda of the Association of Ontario Health Centres.

Strategic Objective # 6:

Formalize our partnerships withcolleges and universitiesKCHC gained a better understanding of the learningopportunities it offers by tracking the number ofstudents and disciplines that visit one or more of itsprograms. SHC, for example, offers two half-days perweek of observership for first-year medicine residents;last year SHC welcomed 54 students. SHC also provideshalf-day observerships to medical students, nurses andstudents in other health care disciplines. In summer 2012,a student in the Masters of Public Health program atQueen’s helped to write a journal article capturing HepatitisC treatment research data for the SHC population that wasaccepted by the Canadian Journal of Gastroenterology.

Students at KCHC

programs were drawn

from disciplines such

as Early Childhood

Education, Child and

Youth Work, Social

Services, and

Occupational Therapy.

They included dietetic

interns, nurse practitioners,

nurses and medical

residents. A total of 70

placement students

contributed 11,480 hours.

KCHC’s 292 volunteers

contributed 10,650

hours of work.

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Strategic Objective # 9:

Recognize staff as KCHC’s greateststrength• Staff was kept informed and engaged through twice-

yearly All Staff Meetings, the strategic planning process,via an internal newsletter, and through “An Hour With theED”, informal gatherings at which the executive directorspoke to staff about current issues at KCHC.

• As of November 2012, a new Employee Assistance Planwas made available to staff. Among other additions, theplan now features free stress counselling and financialplanning.

• As a learning organization, KCHC encourages professionaldevelopment and work-life balance. Employees areprovided with personal and professional developmenttime, and they participate in a performance evaluationevery two years.

KCHC spent $59,800 on staff development.

Staff used 2,058 hours of education time last year, or about 15.5 hours per

eligible employee.

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Because KCHC programsare located in differentparts of Kingston and inNapanee, it’s important to emphasize that thecontributions, skills andtalents of all staff arevalued. Last year KCHCtook steps to improveinternal integration, spread knowledge amongstaff about KCHC’s fullrange of programs andservices, and emphasizethat everyone at KCHC,together, is a partner in our common corporatemission.

Ensure a Strong Foundation

2009–12 Strategic Direction 3:

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Strategic Objective # 12:

Undertake work toward moving KCHCinto an expanded facility in NorthKingston by 2014KCHC identified a potential site – the current Rising Heightsfacility on Weller Avenue - to house Corporate Services,NKCHC, BBKC, ISKA, P2E and Community Developmentprograms in one central location.

KCHC began to explore different options to move theStreet Health Centre away from the current Wellington

Street location, which is now too small to accommodateSHC’s needs, to a larger, more appropriate site.

Napanee CHC: NACHC, which was first announced in2005 and opened in February 2009, continued to lay thegroundwork for the construction of a new location onDundas Street in downtown Napanee. A $6.4-millioncapital grant for a new, larger facility was approved by the Ministry of Health in 2012. When complete, the facilitywill house a fully functional community health centre,including primary care, dental care, and a variety of healthprograms designed for children, youth and seniors. Certainsections, such as a sweat lodge, will also be created forAboriginal clients.

Strategic Objective # 10:

Reinforce that KCHC is an interdisciplinary,integrated organizationIntegrated Priority Initiative teams were established to focus on Senior Care, Prenatal Care, Youth andSmoking Cessation. The idea is to establish consistentpolicies and practices within these areas that would applyand be followed across the entire organization. The IPIsrepresent a comprehensive approach to planning thatensures client needs will be properly addressed every step of the way and that KCHC staff will refer clients to the right staff and programs both within KCHC or atappropriate partner organizations.

Strategic Objective # 11:

Strive to enhance the culture in whichinformation is used to inform decisionsCommunity needs assessment plans inform strategiesrelated to services and programs, as well as the strategicplan. We listen to our community and respond throughour structure and operations. For instance, theintegrated priority initiatives resulted in part fromcommunity needs assessment.

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On the road to another 25 years!

KCHC looks forwardto many more yearsof building health forthe community, withthe community. Yourhealth, my health –together we’re better!

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Thanks to all our staff, volunteers, participants and partner agencies.

KCHC Funders 2012 – 2013 include:Ministry of Health and Long Term CareSouth East Local Health Integration NetworkKFL&A Health UnitAIDS BureauCity of KingstonMinistry of Children and Youth ServicesHepatitis C SecretariatOntario Early Years CentreHRDC Summer Student Employment ProgramMinistry of Citizenship and ImmigrationPathways to Education CanadaPublic Health Agency of CanadaTrillium FoundationPublic Health Agency of CanadaCitizenship and Immigration CanadaUnited Way serving KFL&A

Thank you!

Contact us: 400 Elliott Avenue Kingston, ON, K7K 6M9(613) 542-2949 E-mail: info@kchc.caFollow us!