MINUTES Board of Directors Meeting Held October 3, 2012...
Transcript of MINUTES Board of Directors Meeting Held October 3, 2012...
Minutes – Champlain CCAC Board of Directors, October 3, 2012
Champlain Community Care Access Centre Centre d’accès aux soins communautaires de Champlain
Head Office
4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8
Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 1422
www.champlain.ccac-ont.ca
MINUTES
Board of Directors Meeting
Held October 3, 2012
Champlain CCAC Head Office Boardroom
BOARD
MEMBERS:
Michael Ennis
Denise Alcock
Ralph Moxness
Célestin Abedi
Lynn Graham
Diane Hupé
Melody Isinger
Bob Kulas
Barbara Lajeunesse
Anne Noonan
Chair
Vice-Chair
Treasurer
REGRETS: Colette Rivet
Sherryl Smith
STAFF
PRESENT:
Gilles Lanteigne
Patrice Connolly
Kim Peterson
Deryl Rasquinha
Ashley Haugh
Claire Ludwig
Teresa Rivera-Mildenhall
Steven Carswell
Chief Executive Officer
Vice-President, HROD & Communications
Vice-President, Client Services
Vice-President, Corporate Services & Quality
Executive Assistant
Director, Quality & Program Development
Manager, Client Services
Manager, Safety, Risk and Accreditation
RECORDER: Ashley Haugh Executive Assistant
GUESTS: Colleen Currie
Tom Foreman
Michael Kekewich
Melanie MacDonald
Jeanne Poirier
Shelley Vaillancourt
Elder Mediation International Network
Ethicist
Ethicist
Perley and Rideau Veterans’ Health Centre Board
Alzheimer Society - Cornwall & District
Alzheimer Society - Cornwall & District
AGENDA ITEM ACTION TO BE
TAKEN
1.0 CALL TO ORDER
The meeting was called to order by Michael Ennis, Chair.
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Minutes – Champlain CCAC Board of Directors, October 3, 2012
1.1 Welcome
Michael Ennis welcomed everyone to the meeting.
1.2 Declaration of Conflict of Interest
There were no declarations of conflict.
2.0 ELECTION OF DIRECTOR
It was moved by Melody Isinger, seconded by Barbara Lajeunesse and agreed that
the Champlain CCAC Board elects Dr. Célestin Abedi to the Champlain CCAC
Board until June 2013.
CARRIED
Michael Ennis officially welcomed Célestin Abedi to the Champlain CCAC Board
which was followed by a brief introduction of everyone present at the meeting.
Motion Carried
10-12-72
3.0 ELDER MEDIATION AWARD PRESENTATION
The Champlain CCAC and Alzheimer Society - Cornwall & District received a
Special Recognition Award from the Elder Mediation International Network for the
creation of an innovative program that supports elders and demonstrates the benefits
of mediation.
This recognition is for the collaborative work of the two organizations in the
development of an innovative program that supports elders and their family care-
givers. Through this initiative, certified Elder Mediators have helped more than 216
elderly clients living with dementia, their families and their caregivers to identify the
support they need to stay in their own homes and avoid premature hospitalization or
admission to long-term care. There are currently two Champlain CCAC staff who are
certified Elder Mediators and seven more are in training. The program, established in
Eastern Counties, will spread to other regions of Champlain.
4.0 CONSENT AGENDA
It was moved by Denise Alcock, seconded by Diane Hupé and agreed to approve the
amended consent agenda for the October 3, 2012 Champlain CCAC Board meeting
containing the following information items and motions:
4.1 That the Champlain CCAC Board approves the minutes from the July 4, 2012 Board meeting.
4.2 Report from the Governance Committee containing information/updates on the following topics:
o Board Recruitment o Board Evaluations o Governance Functioning Indicators o Board Policy Manual Review
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Minutes – Champlain CCAC Board of Directors, October 3, 2012
4.2.2 That the Champlain CCAC Board approves the 2013 Board meeting schedule:
o February 13 o March 13 o April 10 o May 8 o June 12 o September 11 o October 9 o November 13 o December 11
4.2.3 That the Champlain CCAC Board approves the appointment of Célestin Abedi to the Governance Committee.
4.4 Report from the Client Services, Quality and Safety Committee (CSQS) containing information/updates on the following topics:
o Events Data – Initial Identification of Trends o Quality and Safety Goals o Accreditation Update o F2012 Quality and Client Safety Plan o Client Caregiver Experience Evaluation Update o Client Services Operational Update/Intake Efficiency o Focused Discussion on Meeting Content for Monitoring Quality and
Safety Issues o Board Scorecard o Waitlist Release Strategy and Update
4.5 Report from the CEO containing information/updates on the following topics:
o Leadership o Strategic Operations o External Relations
CARRIED
The following items were moved from the consent agenda to the agenda:
4.2.1 French Language Services Designation Plan (to item 6.1)
4.3 Report from the Finance Committee – Financial Statements (to item 4.6) 4.6 Report from the Finance Committee – Financial Statements
For the five months ending August 31, 2012, the Champlain CCAC is in a surplus
position of $2.3M, against a budgeted surplus of $688K, for a net surplus of $1.6M
against budget sustainability measures.
Constraint measures that were put in place to meet budget pressures in the first four
months of the year are being removed, e.g., release of some wait lists, remove hiring
freeze, etc. Spending is being closely monitored to ensure a sustainable run rate for
2013-2014.
Motion Carried
10-12-73
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Minutes – Champlain CCAC Board of Directors, October 3, 2012
The Champlain CCAC continues to serve more clients and with higher acuity; clients
with RAI scores of 0-7 will be referred directly to Community Support Services
(CSS). It is up to the individual/client if they contact CSS. An electronic referral and
tracking system is in development for CCAC to CSS referrals.
Note: Future Board
education topic –
electronic referrals
between CCAC and
CSS.
5.0 APPROVAL OF AGENDA It was moved by Anne Noonan, seconded by Ralph Moxness and agreed to approve the agenda for the October 3, 2012 meeting as amended.
CARRIED
Motion Carried
10-12-74
6.0 FRENCH LANGUAGE SERVICES PLAN 6.1. French Language Services Designation Plan Since the Board of Directors approved the Champlain CCAC proceeding to obtain
French Language Services Designation in April 2011, staff has been working with Le
Réseau to complete the necessary documentation. After approval by the Champlain
CCAC Board of Directors, approval must be obtained from Réseau Designation
Committee, the Champlain LHIN, provincial ministry, and the Ontario Cabinet. This
process could take upwards of two years. In most areas, the Champlain CCAC is already operating as if French Language Services Designation had already been received. Consequently, there are no significant financial impacts and/or change in processes to receive the official designation. It was moved by Célestin Abedi, seconded by Lynn Graham and agreed that the Champlain CCAC Board approves the Champlain CCAC’s plan for French language designation of its services, as presented; and requests official designation under the French Language Services Act.
CARRIED 6.2 French Language Services Amendment to By-Law No. 3 It was moved by Denise Alcock, seconded by Diane Hupé and agreed that the Champlain CCAC Board approves that the following statement be added to the preamble of the by-laws: In accordance with the Community Care Access Corporations Act, a person has the right to communicate in French with, and to receive available services in French from, a community care access corporation. [2011, c. 9, Sched. 6, s. 1.]
CARRIED
Motion Carried
10-12-75
Motion Carried
10-12-76
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Minutes – Champlain CCAC Board of Directors, October 3, 2012
7.0 RISK MANAGEMENT
The Risk Management program and structure at the Champlain CCAC was reviewed
by the Board:
In Spring 2011, the Board participated in a risk survey and discussion that led
to the creation of the Risk Management Framework.
In Fall 2012, the Board will be asked to participate in an organization wide
survey to determine the appetite to take on risk at the Champlain CCAC.
There will be an annual risk management cycle comprised of the following
areas:
o Risk appetite
o Risk assessment
o Risk mitigation
o Management reporting
o Planning and change
Risk management tools have been developed to ensure the proper
identification and management of risk.
Discussion regarding the presentation included:
The Champlain CCAC doesn’t control its own funding and funding may be
dedicated to certain programs, so this always presents a risk.
As a partner in the health care system, it is not always possible for the
Champlain CCAC to “manage” risk and this needs to be taken into
consideration.
8.0 ORGANIZATIONAL ETHICS
The Board was provided with a presentation on Accountability for Reasonableness
(A4R): An Ethical Governance Framework for Priority Setting:
A4R is an ethical decision-making framework for fair priority setting.
There are five procedural values
o Accountability
o Inclusiveness
o Openness/Transparency
o Reasonableness
o Responsiveness
A4R has been widely used in priority setting contexts post-SARS (H1N1)
Ethics makes “us” ask “why” – why are we willing to take something on and
not something else? Why are we willing to take on more risk one day
compared to another?
Need to make sure the system is working for the client/patient. Sometimes a
decision may prejudice a certain group of people but it is for the “greater
good” of the system.
A discussion regarding the ethical considerations around wait-list was
conducted.
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Minutes – Champlain CCAC Board of Directors, October 3, 2012
9.0 CHAMPLAIN CCAC SCORECARD
The newly revised Board Scorecard was introduced:
A Committee of the Board was formed to revise the Scorecard.
It is based on priority areas in the three strategic directions:
o Service delivery excellence
o Organizational capacity and performance
o Leadership in home and community care in an integrated health
system
The Scorecard will continue to be reviewed at Committees and will be a part
of the Board package each month. It is also posted on the external website
with the Board documentation.
The $1.47M received from the Champlain LHIN is being used to target many of the “red” flags on the scorecard – intake efficiency and wait lists/times.
A greater number of clients than projected in the budget, and with higher
acuity, are receiving service.
Intake efficiency continues to operate at a high level; however, there is an
ongoing wait list due to increased referrals. Intake has undertaken a number
of measures to increase efficiencies further and there now is a need to add
additional resources to Intake
The Champlain CCAC is tracking ahead of financial targets in the budget
sustainability plan.
Home First has continued to contribute to a reduction in Alternate Level of
Care numbers with the majority of clients remaining in their homes with
regular CCAC service levels after 90 days.
10.0 OTHER BUSINESS
10.1 Public Questions and Comments
There were no public questions or comments.
11.0 IN-CAMERA It was moved by Barbara Lajeunesse, seconded by Anne Noonan and agreed to move
in-camera. CARRIED
It was moved by Ralph Moxness, seconded by Diane Hupé and agreed to adjourn the
meeting.
CARRIED
Motion Carried
10-12-77
Motion Carried
07-12-81
CONFIRMED: _ __Originals Signed________________________________
MICHAEL ENNIS, CHAIR
_ __Originals Signed________________________________
GILLES LANTEIGNE, CEO AND BOARD SECRETARY
DRAFT
Outcomes: DM – Decision Making DS – Discussion IE- Information/Education Strategic Direction: SDE – Service Delivery Excellence LEAD – Leadership in Home and Community Care in an Integrated Health System ORG – Organizational Capacity and Performance
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BOARD OF DIRECTORS’ MEETING DATE: October 3, 2012 TIME: 12:00 PLACE: CCAC Head Office Boardroom
AGENDA
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12:00-12:05
1.0 Call to Order 1.1 Welcome
1.2 Declaration of Conflict of Interest
Michael Ennis Michael Ennis
V-B-14
12:05-12:10
2.0
Election of Director
Sherryl Smith
DM
12:10-12:25
3.0
Elder Mediation Award Presentation
Kim Peterson
IE
LEAD
12:25-12:30
4.0 Consent Agenda (Any Board Member may
request that any item be removed from this consent agenda and moved to the regular agenda)
Michael Ennis
DM
4.1 Minutes from the July 4, 2012 Board meeting
DM
4.2 Report from the Governance Committee IE
4.2.1 French Language Services
Designation Plan
DM SDE
4.2.2 2013 Board Meeting Dates DM
4.2.3 Governance Committee Membership
DM
4.3 Report from the Finance Committee – Financial Statements
IE ORG
4.4 Report from the Client Services, Quality and Safety Committee (CSQS)
IE
SDE
4.5 Report from the CEO IE
DRAFT
DRAFT
Outcomes: DM – Decision Making DS – Discussion IE- Information/Education Strategic Direction: SDE – Service Delivery Excellence LEAD – Leadership in Home and Community Care in an Integrated Health System ORG – Organizational Capacity and Performance
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12:30-12:45
5.0
Approval of Agenda
Michael Ennis
DM
12:45-12:55
6.0
French Language Services Amendment to By-Law No. 3
Sherryl Smith
DM
SDE
12:55-13:25
7.0
Risk Management
Claire Ludwig
IE
SDE
13:25-13:55
8.0
Organizational Ethics
Tom Foreman & Michael Kekewich
IE
SDE
13:55-14:25
9.0
Champlain CCAC Scorecard
Deryl Rasquinha
IE
LEAD
14:25-14:30
10.0 Other Business
9.1 Public questions and comments
IE
In-camera
DM
16:30 Adjournment Michael Ennis
DM
Item 2.0 – Election of Director
MOTION
WEDNESDAY OCTOBER 3, 2011
Champlain CCAC Board of Directors
Election of Director
After a Board recruitment process, the Governance Committee recommends the appointment of Dr. Célestin Abedi to the Champlain CCAC Board until June 2013. Dr. Abedi is filling in the remainder of the term vacated by Abdourahamane Diallo. Per the Champain CCAC By-Laws, he will then be eligible to serve for two terms (three years each) following the initial election.
Moved by:
Seconded by:
Be it resolved, That the Champlain CCAC Board elects Dr. Célestin Abedi to the Champlain CCAC Board until June 2013.
Carried Defeated
Head Office
4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 z Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8
Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 6984
www.champlain.ccac-ont.ca
Memo/Note
To/Destinataire Champlain CCAC Board
Date October 3, 2012
Subject/Sujet Item 3.0 – Elder Mediation Award Presentation
From/De Ashley Haugh, Executive Assistant
The Champlain CCAC is receiving an award from the Elder Mediation International Network (EMIN) at the October 3, 2012 Board meeting. The award is for the creation of an innovative program that supports elders and demonstrates the benefits of mediation. About the Elder Mediation International Network
Vision - To inspire excellence in the practice of Elder Mediation across the world.
The mission of Elder Mediation International Network is:
• To advance the practice of elder mediation across the world as a credible, distinct specialty that promotes dignity, respect and optimal health for all people accessing this service.
• To improve the qualifications and effectiveness of mediators through the development of high standards of ethics, conduct, education, and achievement
Attending the presentation are:
Colleen Currie, lawyer/mediator and a board member of Elder Mediation International Network
Teresa Rivera-Mildenhall, Manager of Client Services, Champlain CCAC Jeanne Poirier, Alzheimer Society -Cornwall & District Shelley Vaillancourt, Executive Director, Alzheimer Society -Cornwall &
District
Item 4.0 Consent Agenda
MOTION
WEDNESDAY OCTOBER 3, 2012
Champlain CCAC Board of Directors
Consent Agenda
For all presentations and reports on the entire agenda (i.e., not just the consent
agenda), presenters have been asked to assume that the Board has read all of the
material in advance. Time with the Board will focus on questions and discussions
rather than repetition of the written material.
Any one Board Member may request that any item be removed from the consent
agenda and moved to the regular agenda for discussion.
By approving the consent agenda, the Board will be approving and accepting the
material on the consent agenda. The minutes of the meeting will reflect that the
consent agenda passed and note all of the items and full motions approved as part
of the consent agenda.
Moved by: Seconded by:
Be it resolved, That the Champlain CCAC Board approves the consent
agenda for the October 3, 2012 meeting.
• 4.1 Minutes from the July 4, 2012 Board meeting (approval)
• 4.2 Report from the Governance Committee
• 4.2.1 French Language Services Designation Plan (approval)
• 4.2.2 2013 Board Meeting Dates (approval)
• 4.2.3 Governance Committee Membership (approval)
• 4.3 Report from the Finance Committee – Financial Statements
• 4.4 Report from the Client Services, Quality and Safety Committee (CSQS)
• 4.5 Report from the CEO
Carried Defeated
Champlain CCAC Board - October 3, 2012
Item 4.1.2 – Report from the Governance Committee PAGE 1
Submission To The Board
Report from the Governance Committee
October 3, 2012 Board Recruitment Welcome to new Board Member Dr. Célestin Abedi. Dr. Célestin comes to the Champlain CCAC Board with a background in primary care and mental health. Dr. Célestin will sit on the Governance Committee. Board Evaluations Thank you to all Board Members for completing the Board evaluations earlier this summer. The Governance Committee has reviewed the results and will be presenting the results along with an action plan for improvement at the next Board meeting. Individual results from the peer-to-peer survey will be shared with you in a confidential manner in the near future. Governance Functioning Indicators In conjunction with the launch of the new Champlain CCAC Board scorecard, which provides an overview of the Strategic Plan, Operating Plan, Work Plan, and Scorecard Alignment for F2012-2013, the Governance Committee is also developing a governance scorecard. The indicators will align with accreditation standards and the proposed Governance Functioning Indicators will be presented on a quarterly basis with the Board, beginning in November, and will initially include:
• Attendance at Board meetings • Attendance at Committee meetings • Regional representation, language and minority/aboriginal representation • Board members complete board evaluation tools • Board members receive feedback on performance • Board members participate in education opportunities • Board member participate in orientation
Board Policy Manual Review The Governance Committee is beginning its annual review of the Board policy manual. Updates will be tabled at the November Board meeting. As all Board members are expected to be familiar with the Board policies, we would appreciate any feedback you have on policies by October 17. Please send your comments to Ashley Haugh. If you don’t have a current policy manual, please contact Ashley Haugh. Sherryl Smith Sponsoring Executive Chair Patrice Connolly, VP, HR, OD and Communications
01/10/2012
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French Language Services (FLS) Designation
Patrice Connolly Vice President, Human Resources,
Organizational Development and Communications
Board of Directors October 3, 2012
Item 4.2.1 French Language Services Designation Plan
Champlain
What is FLS Designation?
Designation is the legal recognition, by the Government of Ontario, of an organization’s capacity to provide services in French, in accordance with the criteria set out by the Office of Francophone Affairs. An FLS Designation signals to the Francophone population that it is possible to obtain services in French at a given location and that the organization has committed to provide services in French on a permanent basis. Source: Office of Francophone Affairs of Ontario
2
01/10/2012
2
Champlain
Impact of designation The organization :
commits to the process and its Francophone clientele
integrates French language health services delivery practices
transforms its organizational culture and values the efforts of its Francophone professionals and managers
adopts a proactive approach in the provision of French language services
Champlain
• Three components: • FLS Designation Plan (5 Sections)
• List of identified supporting documents (over 80 appendices)
• Human Resources Plan
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FLS Designation Plan Overview
01/10/2012
3
Champlain
FLS Designation Plan Overview
SECTION 1
AGENCY INFORMATION
A. HISTORY
B. AGENCY DESCRIPTION
C. ADMINISTRATIVE STRATEGIES
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Champlain
FLS Designation Plan Overview
SECTION 2
DIRECT SERVICES TO FRENCH-SPEAKING CLIENTS
A. SWITCHBOARD
B. RECEPTION (OVER THE COUNTER SERVICES)
C. OTHER DIRECT SERVICES
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01/10/2012
4
Champlain
SECTION 3
OTHER PERTINENT SERVICES TO FRENCH-SPEAKING CLIENTS
A. COMMUNICATION STRATEGIES
B. CORRESPONDENCE
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FLS Designation Plan Overview
Champlain
SECTION 4
OTHER BILINGUAL INFORMATION
SECTION 5
SUPPORTING DOCUMENTATION CHECKLIST
8
FLS Designation Plan Overview
01/10/2012
5
Champlain
Next Steps
9
Designation plan development and approval
Performed by the organization with support from Réseau planning officer
Requires CCAC board approval
Réseau Designation Committee
Approves the designation plan or makes a recommendation to the organization
Boards of Directors of the Réseau and LHIN
Approves the designation plan or makes a recommendation to the organization
French Language Health Services Office, Ministry of Health and Long-Term Care
Approves the designation plan or makes a recommendation to the organization
Office of Francophone Affairs
Approves the designation plan or makes a recommendation to the organization
Cabinet
Passes a regulation officially designating the organization
December 2012 January 2013
February 2013
March 2013
Process could take up to 24
months
April 2011- October 2012
Champlain
MOTION
• It is recommended that the Board of Directors approve the Champlain CCAC’s plan for French language designation of its services, and request official designation under the French Language Services Act.
Note: As part of the French Language Services Designation Plan, an update to the preamble of the by-laws is required to include a statement related to French Language Services. There is a separate agenda item for the by-law change.
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Item 4.2.1 – FLS Designation Plan
MOTION
WEDNESDAY OCTOBER 3, 2011
Champlain CCAC Board of Directors
French Language Services Designation Plan
Moved by:
Seconded by:
Be it resolved, That the Champlain CCAC Board approves the Champlain CCAC’s plan for French language designation of its services, as presented; and requests official designation under the French Language Services Act.
Carried Defeated
Item 4.2.2- 2013 Board Meeting Dates
WEDNESDAY OCTOBER 3, 2012
Champlain CCAC Board of Directors
2013 Board Meeting Schedule Board meeting dates are approved by the Board, committee dates do not need Board approval. Once approved, a final schedule for the year – Board and Committees – will be sent to Board members.
Moved by: Seconded by:
Be it resolved, That the Champlain CCAC Board approves the 2012 Board meeting schedule: • February 13 • March 13 • April 10 • May 8 • June 12 • September 11 • October 9 • November 13 • December 11
Carried Defeated
Item 4.2.3 – Governance Committee Membership
MOTION
WEDNESDAY OCTOBER 3, 2011
Champlain CCAC Board of Directors
Governance Committee Membership
With the appointment of Célestin Abedi to the Board, he has also agreed to join the Governance Committee. He will join Sherryl Smith, Chair, and Barbara Lajeunesse who are currently on the Governance Committee.
Moved by:
Seconded by:
Be it resolved, That the Champlain CCAC Board approves the appointment of Célestin Abedi to the Governance Committee.
Carried Defeated
Item 4.3 – Report from the Finance Committee – Financial Statements
Page 1 of 5 August 2012
Champlain CCAC
Executive Summary Financial & Performance Results
For the Five Months Ended August 31, 2012
Summary This executive summary covers Champlain CCAC’s financial results for the five-month period ended August 31, 2012.
Financial Results – Summary For the five-month period ending August 31, 2012, Champlain CCAC is in a surplus position of $2.3M, against a budgeted surplus view of $688K, for a net YTD surplus variance of $1.6M against plan. Budget numbers reflect a base increase of $2,368,400 announced by the Ministry of Health and Long Term Care in 2011/12, as well as an additional planning increase of 1.25%, as directed by the LHIN.
FINANCIAL RESULTS:
Five Months Ended August 31, 2012
YTD
Actual
YTD
Budget
YTD
Variance
Variance % of
Budget
2012/13
Budget
REVENUE
Base Funding 82,787,380 83,770,608 (983,228) (1.17%) 196,320,232
One-Time Funding 1,045,783 914,147 131,636 14.40% 1,955,145
BTI 198,985 198,573 412 0.21% 476,574
Other 21,037 43,333 (22,296) (51.44%) 104,000
TOTAL REVENUE 84,053,185 84,926,661 (873,476) (1.03%)
198,855,951
EXPENSES
CHRIS 55,436,136 55,146,766 (289,370) (0.52%) 128,889,348
Non-CHRIS 1,864,827 1,926,545 61,718 3.20% 4,545,604
Internal Therapies 1,570,449 1,755,657 185,208 10.55% 4,133,121
Case Management and I&R 16,680,985 18,195,724 1,514,739 8.32% 42,891,244
Administration 6,157,503 7,213,560 1,056,057 14.64% 16,744,456
TOTAL EXPENSES 81,709,900 84,238,252 2,528,352 3.00% 197,203,773
TOTAL SURPLUS (DEFICIT) 2,343,285 688,409 1,654,876 1,652,178
Item 4.3 – Report from the Finance Committee – Financial Statements
Page 2 of 5 August 2012
Key Revenue Assumptions
Assumptions and funding updates are shown in the Current Budget Guidelines document.
Financial Results
August Financial Results For the month of August 2012:
Revenues are in a deficit position of $176K:
o Base funding is under budget by $218K: Mental Health and Rapid Response funding have not been recognized as revenue since the related expenses have not been incurred and unspent funds will be returned to the LHIN. Similarly, CARESS base funding has also been adjusted to match expenses.
o One time funding is under budget by $79K: CARESS one time revenues were adjusted to match expenses incurred.
o BTI revenue is matched with associated expense, and has no net impact
Expenses are in a surplus position of $1.5M:
o Client Service expenditure for the month of August are under budget by $476M o Case Management and I&R expenditures for the month of August are under budget by $755: As
mentioned above, the Mental Health and Rapid response project expenses have not yet been incurred. These expenses consist mainly of salaries budgeted in the Case Management line ($150K). The surplus is also caused by vacation time taken
1 and other vacancies/hourly rate savings.
o Admin expenditure for the month of August are under budget by $288K: As mentioned above, the timing of the CARESS expenses is not following the budget.
This is causing a surplus in IT (148K), but overall there is not impact on the bottom line as revenues have been adjusted as well.
Vacancies and vacation time taken is also affecting the surplus1
Deferral of other expenses.
YTD Financial Results For the five months ended August 31, 2012:
Revenues are in a deficit position of $873K.
o Base funding is under budget by $983K: Mental Health and Rapid Response funding have not been recognized as yet as revenue since the related expenses have not been incurred as yet and unspent funds will be returned to the LHIN. The revenue will be recognized when matching expenses are incurred. Similarly, CARESS funding has also been adjusted to match expenses.
o One time funding is over budget by $131K: Hips and Knees revenue is recognized based on the number of clients in a month. Revenue for these funds was originally budgeted on a straight-line basis. A higher percentage of revenue is actually recognized in the first quarter.
o BTI revenue is matched with associated expense
Expenses are in a surplus position of $2.5M
o Client Services over by $42K o Case Management and I&R under by $1.5M o Admin under by $1.05M
$1.2M of the $1.6M is largely offset by existing known pressures, or timing related to expenditures and should dissipate over the year (eg HOOPP expenses, vacation earned/taken, recognition of Hip/Knee expenses account for $0.8M of the difference); The remaining funds ($0.4M) will be allocated to Client Service demands or additional Case Management/Administrative programs
Year End Carryover The CCAC ended with a $1,652,178 deficit in 2011/12. To offset this deficit, the 2012/13 budget results in a surplus of $1.65M and assumes that it will be realized equally ($137,682/month) throughout the year.
1 August is part of peak vacation season. Vacation earned is accrued each pay: while on vacation; there is no expense associated to an
employee. August salary surpluses are therefore overstated by the difference between vacation taken and vacation earned. This represents approximately $391K surplus for August. As the year progresses, vacation earned will be closer to vacation paid. YTD, the impact is a surplus of 270K.
Item 4.3 – Report from the Finance Committee – Financial Statements
Page 3 of 5 August 2012
Overall Analysis
Champlain CCAC is in an overall favourable financial position, for the period ending August 2012. Champlain CCAC has served more clients that budgeted for 4 of the last 5 months, with referral/client volumes declining in August. The Operations Improvement Plan has delivered savings well beyond expectations (YTD anticipated was $1.3M; YTD actual estimates are $2.6M) due to its quicker rampup. Champlain CCAC is actively applying operating surplus to client waitlists (while managing client volumes to sustainable expenditures for F2013), and other case management/administrative priorities. Operations Improvement Plan Results:
Savings Initiative Metric Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13
Overall
Estimated
Savings
Monthly Target 0% 0% 0% 40% 70% 100% 100% 100% 100% 100% 100% 100%
Actual 76.6% 79.8% 75.7%
Baseline $15,500 $14,820 $14,140 $13,460 $12,780 $12,100 $11,420 $10,740 $10,060 $9,380 $8,700 $8,020
Actual $19,021 $18,237 $19,218 $17,245
Baseline 13 13 12.75 12.75 12.5 12.5 12.25 12.25 12 12 12 12
Actual 12.7 13.4 12.9 13.2 13.9
Monthly Target 17.5% 17.5% 18.0% 18.0% 18.5% 18.5% 19.0% 19.0% 19.5% 19.5% 20.0% 20.0%
Actual 17.7% 18.7% 21.2% 21.3% 21.4%
Monthly Target (Number
of clients receiving PSS
with scores of 0-7)
2,400 2,220 2,020 1,880 1,740 1,540 1,340 1,140 1,020 980 940 900
Actual 2,277 2,161 1,886 1,551 1,249
Monthly Target $119,167 $119,167 $119,167 $0 $0 $0 $0 $0 $0 $0 $0 $0
Actual $142,624 $234,498 $255,000 $267,485 $287,904
Total Savings 5,065,500$
On Target on target or better
Caution within 5% of target or $10,000
Missed Target beyond 5% of target or $10,000
Under Development query under development
Legend
Administrative
Savings
Reduction in administration costs
per savings schedule
$357,500
Clinic Achieving 20% % Clinic Nursing Units of Total Visit-
type Nursing Units
Discharging RAI-HC 0-5
Clients + 6-7 Clients
Count of paid clients with PSS,
where RAI Score 0-7
Wound Care Frequncy
Change
% of wound care clients on q3 days
Cluster Care: Rate
Reduction
Monthly Lost Savings if Clients at
Cluster Care not serviced at Shared
Retirement Home:
Utilization Reduction
Average PSS Monthly Utilization
(Retirement homes)
$1,400,000
$54,000
$319,000
$335,000
$2,600,000
Item 4.3 – Report from the Finance Committee – Financial Statements
Page 4 of 5 August 2012
Performance Results 2011/12 – Summary M-SAA Performance Metrics
Accountability Indicators 2012-13 Performance Standards
Measure Type
Q1* Q2 Q3 Q4
Target Performance Standard
% Total Margin 0% >=0% YTD 0.69%
Balanced Budget 0 0 YTD 344,512
Proportion of budget spent on Administration 9% <10% YTD 7.3%
Variance Forecast to Actual Expenditures 0.0% <5% YTD 0.14%
Variance Forecast to Actual Units of Service 0.0% <5% YTD -2.3%
Number of Individuals Served 52,000 +/- 5% YTD 33,894
Wait Time 1. 50th Percentile from hospital discharge to service initiation (Hospital clients)
1 <=1 Quarterly Not available at
this time
Wait Time 1. 90th Percentile from hospital discharge to service initiation (Hospital clients)
8 6-10 Quarterly Not available at
this time
Wait Time 2. 90th Percentile wait time from community setting to community home care services
56 50-61 Quarterly 106.3
Clients placed in LTCH with MAPLE scores high an very high as a proportion of total clients placed
78 <=78 Quarterly 81.3%
Falls for long stay home care clients N/A N/A Quarterly Not available at
this time
Medication Safety N/A N/A Quarterly Not available at
this time
Cost Per Episode
Adult Short Stay – Acute (episode)
N/A N/A Quarterly Not available at
this time
Adult Long Stay Complex (monthly)
N/A N/A Quarterly Not available at
this time
End of Life (episode – End Life portion)
N/A N/A Quarterly Not available at
this time
End of Life – in the 3 months immediately preceding death
N/A N/A Quarterly Not available at
this time
Children Medically Fragile (Monthly)
N/A N/A Quarterly Not available at
this time
Explanatory Indicators
Turnover Rate 10% Annually YTD
1.94% (7.78%
Annualized)
Wait Time 1: From Hospital Discharge to service initiation (Hospital clients) – Short Stay Acute
N/A Quarterly Not available at
this time
Wait Time 1: From Hospital Discharge to service initiation (Hospital clients) – Short Stay Rehab
N/A Quarterly Not available at
this time
Wait Time 1: From Hospital Discharge to service initiation (Hospital clients) – Long Stay Complex
N/A Quarterly Not available at
this time
Wait Time 2: 90th percentile wait time from community setting to community home care services – Short stay acute
N/A Quarterly 17.6
Wait Time 2: 90th percentile wait time from community setting to community home care services – Short Stay Rehab
N/A Quarterly 164.9
Wait Time 2: 90th percentile wait time from community setting to community home care services – Long Stay Complex
N/A Quarterly 128.1
Home First Admitted Number of new hospital clients admitted to home first program per month (Yr. 1 – explanatory; Yr. 2 – Accountability)
Quarterly 56
Avg.
Home First Discharged
Number of home first clients discharged by destination within 90 days per month (Yr. 1&2 – explanatory; Yr. 3 – Accountability)
ALS-HRS YTD 31 CCAC Enhanced Services
YTD 37
CCAC Palliative Services
YTD 0
CCAC Regular Services
YTD 396
Died YTD 4 Hospital Stay, Returned to CCAC Services
YTD 62
Hospital Admission > 14 days
YTD 20
LTCH YTD 11 Other YTD 0
Others
Service Max Expenditure (EPSS, SAH,WAH/H2H, EOL incremental, CM
costs estimated) YTD $4,066,771
Total joint funding (hips & knees) 1,333 clients/year YTD 530
Dialysis clients 85 clients per year YTD 35
Item 4.3 – Report from the Finance Committee – Financial Statements
Page 5 of 5 August 2012
Schedule E-3-CCAC OHRS Description Health Service
Activity 2012-13
Performance Target
2012-13 Performance Standard
Q1* Q2 Q3 Q4
Min Max
Total Case Management (72 5 09)
Visits (s450,s451)
133,000 129,010 136,990 42,076
Individuals Served (s8550005)
52,000 49,400 54,600 33,894
Total Primary Care (72 5 10)
Visits Face-to-Face (s449,s450,s453,s454)
75,000 72,750 77,250 20,872
Individuals Served (s455)
6,200 5,890 6,510 2,413
Total In-Home Visits (72 5 30)
Visits Face-to-Face (s449,s450)
510,000 494,700 525,300 136,639
Total In-Home Hours of Care (72 5 30)
Hours of Care (s453,s454)
170,000 164,900 175,100 55,189
Total In-Home Individuals Served (72 5 30)
Individuals Served (s455)
39,000 37,050 40,950 17,866
Total In-Home Support (72 5 35)
Hours of Care (s453,s454)
1,899,156 1,842,181 1,956,131 546,654
Individuals Served (s455)
13,497 12,822 14,172 10,755
Total COM Residential Services (72 5 40)
Hours of Care (s453,s454)
49,100 47,627 50,573 Not available at
this time
Individuals Served (s455)
635 540 730 Not available at
this time
Total CSS In-Home & Community Services (72 5 82)
Visits Face-to-Face (s449,s450)
7,756 7,368 8,144 Not available at
this time
Hours of Care (s453,s454)
9,063 8,610 9,516 Not available at
this time
Individuals Served (s455)
4,090 3,681 4,499 Not available at
this time
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
1 Month YTD YTD Total
1 Month Budget Variance YTD Budget Variance BudgetREVENUE
Base Funding 16,951,799 17,170,473 -218,674 82,787,380 83,770,608 -983,228 196,320,232
One-Time Funding 143,814 222,981 -79,167 1,045,783 914,147 131,636 1,955,145
BTI 166,389 39,715 126,674 198,985 198,573 412 476,574
Other 4,065 8,667 -4,602 21,037 43,333 -22,296 104,000
Total Revenue 17,266,067 17,441,836 -175,769 84,053,185 84,926,661 -873,476 198,855,951
CLIENT CARE
Purchased Services
Personal Support Services 5,728,404 5,432,951 -295,452 28,701,741 27,130,382 -1,571,359 62,207,900
Visit Nursing (includes dialysis) 2,189,267 2,743,949 554,682 11,598,815 13,908,535 2,309,721 31,688,066
Visit Nursing - Clinic 290,868 229,276 -61,592 1,413,120 1,108,530 -304,590 2,630,733
Nursing Shifts 623,168 621,611 -1,556 4,049,374 3,562,636 -486,738 8,961,944
Community - OT 221,718 278,890 57,171 1,299,882 1,373,925 74,043 3,224,542
Community - PT 216,644 256,050 39,406 1,201,728 1,265,483 63,755 2,952,651
Community - Speech 12,808 13,807 998 60,321 68,262 7,941 159,151
School - OT 835 1,579 744 683,390 576,476 -106,914 1,943,297
School - PT 987 723 -263 172,738 154,792 -17,946 520,335
School - Speech 139 952 812 506,429 434,913 -71,516 1,467,362
Social Work 18,336 25,473 7,137 102,197 124,881 22,684 295,487
Nutrition 33,710 37,195 3,485 176,430 193,296 16,866 467,037
Hospice 284,634 284,634 1,423,170 1,423,168 -2 3,415,604
Aphasia 20,833 20,833 104,167 104,167 250,000
Medical Supplies 1,074,025 1,047,487 -26,538 5,385,146 5,121,762 -263,383 12,094,865
Medical Equipment 111,930 96,641 -15,289 547,997 473,622 -74,376 1,117,738
Laboratory Services 63 63 540 311 -229 737
Recoveries -55,073 -14,791 40,282 -149,901 -73,957 75,945 -177,496
Other 3,457 97,625 94,168 23,680 122,125 98,445 215,000
Total Purchased Services 10,776,691 11,174,949 398,258 57,300,963 57,073,311 -227,652 133,434,953
Internal Therapies
Wages 223,834 275,323 51,489 1,146,292 1,316,764 170,472 3,149,699
Benefits 75,603 102,388 26,785 331,989 338,060 6,071 741,422
Travel 19,156 18,917 -239 87,461 94,583 7,123 227,000
General Administration Costs 1,170 1,250 80 4,708 6,250 1,542 15,000
Total Internal Therapies 319,763 397,878 78,115 1,570,449 1,755,657 185,207 4,133,121
Page 1 of 7
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
Case Management
Wages 2,338,891 2,886,838 547,948 12,305,242 13,739,984 1,434,742 32,823,661
Benefits 872,013 1,076,034 204,021 3,583,037 3,559,611 -23,426 7,931,409
Travel 52,471 41,125 -11,346 209,917 205,625 -4,292 493,500
Professional Service 8,463 4,292 -4,171 21,931 21,458 -473 51,500
Office Supplies 3,587 7,917 4,330 30,036 39,583 9,547 95,000
Printing 11,250 11,250 26,462 56,250 29,788 135,000
Photocopy Charges 31,255 7,083 -24,172 42,257 35,417 -6,841 85,000
Delivery & Courier 1,895 3,542 1,647 11,901 17,708 5,807 42,500
Courses/Training/Conferences -890 4,583 5,473 9,677 22,917 13,240 55,000
Equipment Maintenance 208 208 1,042 1,042 2,500
Minor Equipment 1,667 1,667 8,333 8,333 20,000
Wireless Service 5,936 6,417 480 37,240 32,083 -5,156 77,000
Recoveries -16,441 -14,493 1,948 -99,148 -72,465 26,683 -173,916
Other 15 833 818 6,843 4,167 -2,677 10,000
Total Case Management 3,297,196 4,037,296 740,100 16,185,396 17,671,712 1,486,316 41,648,154
Information & Referral
Wages 77,189 85,306 8,117 382,329 407,984 25,654 975,895
Benefits 28,190 34,852 6,663 107,327 112,486 5,159 258,695
Travel 286 708 423 5,933 3,542 -2,391 8,500
Other
Total for Information & Referral 105,664 120,866 15,202 495,589 524,011 28,422 1,243,090
Total Client Care 14,499,313 15,730,989 1,231,676 75,552,397 77,024,692 1,472,294 180,459,318
ADMINISTRATION
Executive Office
Wages 64,297 94,229 29,932 407,291 419,542 12,251 991,642
Benefits 22,353 25,142 2,789 87,046 97,965 10,919 220,742
Travel 436 1,583 1,147 9,285 7,917 -1,368 19,000
Legal Services 3,083 3,083 6,196 15,417 9,221 37,000
Consultants 833 833 4,167 4,167 10,000
Membership (OACCAC) 30,806 31,667 861 156,946 158,333 1,388 380,000
Minor Equipment
Meeting Expenses 292 292 568 1,458 890 3,500
Printed Matter & Subscriptions 208 167 -42 1,042 833 -208 2,000
Board Expenses 161 2,292 2,131 7,178 11,458 4,280 27,500
Recoveries -258 258 -1,292 1,292
Other 292 292 57 1,458 1,401 3,500
Total for Executive Office 118,003 159,579 41,577 674,316 718,549 44,233 1,694,884
Page 2 of 7
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
Corporate Services
Business Intelligence
Wages 33,732 36,675 2,943 156,664 163,293 6,629 385,966
Benefits 10,896 9,786 -1,110 43,456 38,130 -5,326 85,917
Travel 83 83 14 417 403 1,000
Other
Recoveries
Total for Business Intelligence 44,629 46,544 1,915 200,134 201,840 1,706 472,883
Quality & Risk
Wages 28,332 39,729 11,397 168,995 176,889 7,894 400,626
Benefits 8,899 10,579 1,680 68,959 41,220 -27,739 88,727
Travel 458 458 1,053 2,292 1,239 5,500
Other 4,925 4,925 17,461 35,275 17,814 117,600
Recoveries
Total for Quality & Risk 37,231 55,691 18,460 256,468 255,676 -792 612,453
Project Management Office
Wages 17,442 25,063 7,621 83,097 111,590 28,493 263,757
Benefits 4,466 6,687 2,221 20,713 26,057 5,344 58,713
Travel 292 292 531 1,458 927 3,500
Other 42 42 208 208 500
Recoveries
Total for Project Management Office 21,908 32,083 10,175 104,342 139,314 34,972 326,470
Finance
Wages 28,255 42,622 14,367 158,664 192,418 33,754 455,894
Benefits 12,500 12,635 135 48,479 46,782 -1,697 106,739
Travel 83 83 21 417 396 1,000
Insurance 6,021 6,250 229 30,106 31,250 1,144 75,000
Audit Services 3,775 3,775 17,333 18,875 1,542 45,300
Other 577 333 -243 1,437 1,667 230 4,000
Recoveries
Total for Finance 51,127 65,699 14,572 256,041 291,408 35,367 687,933
Contracts & Procurement
Wages 43,605 55,159 11,554 228,829 245,590 16,761 580,484
Benefits 19,684 14,718 -4,966 74,936 57,345 -17,591 129,212
Travel 2,039 917 -1,122 4,163 4,583 421 11,000
Other 4,167 4,167 36 20,833 20,797 50,000
Recoveries
Total PMA 65,328 74,960 9,633 307,964 328,352 20,388 770,696
Page 3 of 7
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
IT & System Communications
Wages 114,764 138,464 23,700 580,868 636,280 55,412 1,443,477
Benefits 40,064 48,425 8,361 160,314 165,164 4,850 367,589
Travel 1,633 2,667 1,034 8,501 13,333 4,832 32,000
Telephone & System Communications 27,861 38,583 10,722 143,699 182,917 39,218 453,000
Telephone Supplies 449 3,453 3,004 8,891 17,267 8,376 41,440
Telephone Maintenance & Licenses 6,729 9,750 3,021 34,023 48,750 14,727 117,000
Telephone System Consultant 211 1,583 1,373 5,007 7,917 2,909 19,000
Equipment Maintenance 1,483 3,533 2,050 8,806 17,667 8,861 42,400
Software Maintenance & Licenses 7,476 86,417 78,941 56,732 229,583 172,851 362,000
System Development Consultant/CHRIS Development 1,015 13,006 11,991 1,301 29,136 27,835 120,180
Computer Supplies 8,009 6,392 -1,618 24,923 31,958 7,035 76,700
Other Equipment Rentals
BTI 165,901 39,715 -126,186 198,985 198,573 -412 476,574
BTI Refresh/Growth 1,030 4,500 3,470 19,723 22,500 2,777 54,000
CCAC eHealth Program 116,896 132,618 15,722 584,479 663,092 78,613 1,591,421
Renovations 116 2,083 1,968 5,844 10,417 4,573 25,000
Other 3,580 69,583 66,003 7,129 229,249 222,120 300,999
Recoveries -4,041 -31,933 -27,892 -9,970 -89,129 -79,159 -130,002
Equipment Purchases (Capital Asset) 12,165 -12,165 67,648 -67,648
Net Gain or Loss on Disposal
Total for IT & System Communications 505,341 568,840 63,499 1,906,903 2,414,673 507,770 5,392,778
Health Records
Wages 24,797 29,299 4,502 119,015 134,249 15,234 318,875
Benefits 8,920 9,820 900 33,131 33,768 637 78,519
Travel 94 458 364 267 2,292 2,025 5,500
Equipment Maintenance
Shredding & Document Destruction 1,669 1,917 247 7,873 9,583 1,710 23,000
Scanning Services
Storage 3,958 3,958 18,791 19,792 1,000 47,500
Other
Recoveries -270 270 -810 810
Total for Health Records 35,210 45,452 10,242 178,268 199,684 21,416 473,394
Facilities
Wages 15,098 21,659 6,561 89,436 100,643 11,207 239,612
Benefits 4,528 7,786 3,258 42,755 26,444 -16,311 61,691
Travel 317 333 16 1,050 1,667 616 4,000
Office Supplies & Services 594 1,083 489 6,737 5,417 -1,320 13,000
Postage, courier & photocopy services 7,180 3,083 -4,096 21,440 15,417 -6,023 37,000
Building Occupancy 198,058 209,123 11,065 1,017,857 1,045,615 27,759 2,509,477
Page 4 of 7
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
Office Renovations 764 14,000 13,236 7,401 206,000 198,599 390,000
Utilities 6,194 9,247 3,053 27,945 46,235 18,291 119,540
Building & Grounds - Other
Misc Supplies/Repairs/Cleaning 7,590 8,000 410 42,737 40,000 -2,737 96,000
Equipment Maintenance-Plant 6,788 1,728 -5,060 27,981 10,912 -17,069 55,000
Furniture & Equipment Purchases (Capital Asset)
Leasehold Improvement Purchases (Capital Asset)
Other 1,559 2,492 933 8,296 12,458 4,162 29,900
Recoveries -8,581 -13,342 -4,761 -50,281 -66,710 -16,429 -160,105
Total for Facilities 240,090 265,193 25,103 1,243,353 1,444,097 200,744 3,395,115
Total Corporate Services 1,000,864 1,154,463 153,599 4,453,473 5,275,043 821,570 12,131,721
Human Resources
Wages 31,159 34,414 3,255 153,961 153,226 -735 362,169
Benefits 10,789 9,182 -1,607 42,815 35,778 -7,037 80,619
Travel 255 1,000 745 3,513 5,000 1,487 12,000
Consultants - HR -114 3,667 3,781 12,904 18,333 5,429 44,000
Labour Relations 8,209 5,833 -2,375 50,322 29,167 -21,155 70,000
Occupational Health & Safety 170 1,250 1,081 5,128 6,250 1,122 140,000
Employee Assistance Plan 364 1,917 1,553 6,102 9,583 3,481 23,000
Staff Appreciation 185 5,000 4,815 411 25,000 24,589 60,000
Other 637 -637
Recoveries -250 250
Total Human Resources 51,016 62,263 11,247 275,543 282,338 6,794 791,788
Organizational Development
Wages 28,728 40,879 12,151 171,731 182,009 10,278 430,201
Benefits 9,825 10,907 1,082 67,738 42,498 -25,240 95,760
Travel 28 625 597 147 3,125 2,978 7,500
Advertising 7,551 2,388 -5,163 35,009 21,276 -13,733 38,000
Courses/Training/Conferences 6,833 6,833 10,175 34,167 23,992 82,000
Other 395 2,000 1,605 45,529 62,500 16,971 76,500
Recoveries
Total Organizational Development 46,528 63,632 17,105 330,329 345,575 15,246 729,961
Page 5 of 7
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
Inservice Educators
Wages 16,131 35,760 19,629 120,075 167,854 47,779 400,295
Benefits 8,129 12,805 4,676 36,876 43,380 6,504 97,696
Travel 522 625 103 3,531 3,125 -406 7,500
Other
Recoveries
Total for Inservice Educators 24,782 49,190 24,408 160,481 214,359 53,878 505,491
Payroll
Wages 10,960 15,131 4,171 61,153 67,369 6,216 159,237
Benefits 5,163 4,037 -1,126 19,519 15,731 -3,788 35,447
Travel 125 125 470 625 155 1,500
Other
Recoveries
Total for Payroll 16,123 19,293 3,170 81,142 83,725 2,583 196,184
Public Relations
Wages 17,235 35,319 18,084 107,608 157,253 49,644 371,688
Benefits 8,715 9,424 709 32,479 36,719 4,240 82,737
Travel 417 417 549 2,083 1,535 5,000
Public Relations 950 18,417 17,466 20,195 92,083 71,888 221,000
Translation 1,043 1,167 124 21,387 5,833 -15,554 14,000
Other
Recoveries
Total Public Relations 27,944 64,743 36,799 182,219 293,972 111,753 694,426
Total HR/OD & Communications 166,392 259,121 92,728 1,029,715 1,219,968 190,253 2,917,850
Total Administration 1,285,259 1,573,163 287,904 6,157,503 7,213,560 1,056,056 16,744,456
Total Expenses 15,784,572 17,304,152 1,519,580 81,709,900 84,238,252 2,528,350 197,203,774
Revenue less Expenses 1,481,495 137,684 1,343,811 2,343,285 688,409 1,654,876 1,652,178
Additional Programs :
French Language
Funding -11,082 -11,810 -728 -55,426 -56,165 -739 -133,000
Expenses 9,488 11,810 2,323 48,479 56,167 7,688 133,000
Total French Language 1,594 -1,595 6,947 -2 -6,949
Page 6 of 7
CHAMPLAIN
Board OP Statement
For the Five Months Ending Friday, August 31, 2012
Item 4.3b - Report from the Finance Committe - Financial Statements
Preschool
Funding -24,906 -28,929 -4,023 -134,539 -127,105 7,434 -298,881
Expenses 26,172 28,929 2,757 125,989 127,106 1,117 298,881
Total Preschool -1,266 1,266 8,550 -1 -8,551
Palliative Care
Funding -7,202 -7,203 -1 -36,018 -36,015 3 -86,432
Expenses 7,203 7,203 1,635 36,015 34,380 86,432
Total Palliative Care 7,202 -7,202 34,383 -34,383
CSS (AIP)
Funding -118,464 -120,629 -2,165 -592,323 -593,325 -1,002 -1,421,571
Expenses 107,513 120,630 13,117 523,225 593,326 70,101 1,421,571
Total CSS (AIP) 10,951 -1 -10,952 69,098 -1 -69,099
PSW
Funding
Expenses
Total PSW
Total Additional Programs 18,480 -2 -18,482 118,978 -4 -118,982
Total as per Trial Balance 1,512,140 137,681 -1,374,459 2,477,606 688,406 -1,789,200 1,652,178
Page 7 of 7
Champlain CCAC Board –October 3, 2012
Item 4.4 – Client Services, Quality and Safety Committee Report PAGE 1
Submission to Board of Directors
Client Services, Quality and Safety Committee Report
October 3, 2012
BACKGROUND/ISSUE
Events Data – Initial Identification of Trends
Initial data was presented from the Champlain Events Learning System (CELS). Reporting levels continue to increase as staff become more familiar with the
system; reporting is now on a par with previous volumes. Initial trends have been identified. The top five trends in the events categories include: service not delivered as expected, improper procedure/intervention, late/wrong delivery of medical
equipment and supplies, client fall, failure to communicate with caregiver. Gaps in communication have been identified as a contributing factor to service not delivered
as expected. Additional detailed analysis was presented to demonstrate the level of analysis enabled by the Champlain Events Learning System. The complaints data was also presented to the committee. The top five complaints were identified as
complaints relating to: service eligibility, service quality (service providers), termination of service, amount of service, service quality (CCAC staff). Complaints
regarding eligibility, termination and amount of service are showing an upward trend and shows a correlation with the launch of budget management strategies. Detailed categorization of complaints data recently facilitated a successful reach-out
and engagement strategy with MPPs within the Champlain region. Given that the rollout and adoption of CELS is still in the ramp up phase, the Committee
determined that Events reporting agenda item should be presented on a quarterly basis to allow for better base of data to be gathered, and for more in-depth trends analysis and action recommendations relevant to the governance role of the
Committee.
Quality and Safety Goals (From August CSQS meeting) A motion was presented to the committee to approve the revised organizational
quality and client safety goals and metrics. The revisions were contextualized within the update to the strategic plan, a need for increased integration between, quality, safety and risk, and alignment with the recent Board Scorecard refresh. The areas
of focus are aligned with the current operational activities associated with improvements in wound care, medication safety, falls prevention and client
experience. The committee approved the proposed metrics but recommended that attention should be also directed to how the organization tracks safety issues related to wait-listing. Quality and safety metrics will be reviewed at a minimum
each fiscal quarter by the operational Quality and Safety Committee and items for escalation will be brought forwards to the Board committee. Both committees will
be actively involved in the development of the annual quality & client safety plan during the last fiscal quarter.
Champlain CCAC Board –October 3, 2012
Item 4.4 – Client Services, Quality and Safety Committee Report PAGE 2
Accreditation Update (From the August CSQS meeting) A status update on accreditation activities was presented to the committee at the August 27 meeting. Work has continued over the summer months to prepare for
the survey visit December 2-6, 2012. Despite some current challenges (i.e., project scope, complexity of work, competing priorities and coordination across
departments) significant progress has been made. Actions for improvement have been achieved in the following areas: infection prevention and control, emergency
preparedness and pandemic planning, quality improvement, risk assessment and policy and procedure development in all of the associated areas. In the coming months, the accreditation team will begin Mock Tracers (tracing key organization-
wide processes), prepare for the survey visit and gather evidence for the survey visit.
F2012 Quality and Client Safety Plan A status update was provided on the F2012 Quality and Client Safety work plan at
both the August and September Committee meetings; work remains on target for a number of key deliverables. There is currently considerable work in progress with
regard to client safety and risk assessments. All-staff education and training is currently underway and will be completed in early October 2012. The training integrates client safety, infection prevention and control and occupational health
and safety; this will form the basis of annual education on a go forwards basis.
Client Caregiver Experience Evaluation Update(From the August CSQS meeting) Data was presented on Client Caregiver Experience Evaluation survey at the August 27 meeting. Data from eight waves of the survey (2009-2011) was stratified by
time, population and region; specific focus was directed to client satisfaction, accessibility and discharge. In terms of geographical differences, greater levels of
satisfaction are reported in the eastern counties region. Discussion occurred with respect to the impact that expectation has on levels of reported satisfaction, especially when coupled with lower levels of service utilization in this region. The
committee recommended that the organization conduct a more detailed analysis to better understand this regional difference. In terms of differences in client
population ratings, the more complex client groupings reported lower levels of satisfaction; this may be an indication of an overall poorer health status in complex and chronic populations. The committee was updated on the results of the Request
for Proposals (RFP) for the survey; NRC Picker has been awarded the contract for the next series of CCEEs. Changes have been effected to the survey in terms of
length and cost. The new survey methodology will allow for greater statistical significance in reporting at the service provider level which is an improvement on previous survey methodology. The Champlain CCAC is currently leading a provincial
committee to explore research ethics board approval. The committee recommended that local differences be considered in this process.
Client Services Operational Update/Intake Efficiency
An update was provided with regard to strategies to increase intake efficiency. Strategies currently underway to decrease time to assessment at intake include, but are not limited to: implementation of a triage process to assess according to
client acuity; navigation of clients to community services and, implementation of performance standards for the number of case manager assessments per day. It
was noted that in spite of these efficiencies time to assessment remains high; this
Champlain CCAC Board –October 3, 2012
Item 4.4 – Client Services, Quality and Safety Committee Report PAGE 3
is attributable to an increase in the volume of new referrals and requires additional resources to ensure clients are assessed in a timely manner. Additional work is focused on initial point of entry for clients at Intake and Referral with the
development of an enhanced screening tool to better triage incoming clients. The organization is also moving forward with increasing staffing at the Intake position,
to help reduce the current intake queue.
The care pathways for school health services have also been reviewed and revised with the participation of the service providers. This will help address the therapies waitlist by ensuring greater throughput of clients
Focused Discussion on Meeting Content for Monitoring Quality and Safety Issues
The Committee chair opened discussion about how the committee can work to optimize their role and effectiveness in monitoring quality and safety through prioritization of meeting content and structure. The intent is to build upon the
initiatives and issues identified previously in the open discussion on quality issues. The Committee chair encouraged members to prioritize items for discussion,
particularly those that warrant more detailed analysis and attention. The committee should also identify what their learning needs are in relation to developing a deeper understanding of the issues brought forth in order to promote a richer dialogue.
Additional meeting content may include regular operational status updates across departments (Client Services and Human Resources); specifically as they relate to
quality and safety. The Committee discussed the need for increased Board Integration at the system level and will continue to strategize on how best to effect this change. The Committee concluded several areas of strategic priority should be
addressed on a systematic basis at subsequent meetings, including: Home First strategies; Expanded Role; Assisted Living Services/High Risk Seniors; community
integration opportunities and challenges (specifically related to the changing role of the CCAC on system partners); Nursing Initiatives and the changing role of the CCAC in service delivery. The Committee would also like to see an update on the
therapy waitlist, procurement and the Resource Prioritization strategies. The notion of the client story will be re-introduced with guidelines around how the story
connects to broader system issues and provide a clear understanding of whether these link to system level change or local policy development/revision.
Board Scorecard (see item 9.0) A brief overview was presented with regard to the new structure and content of the
Board Scorecard. The scorecard has been aligned to the directions outlined in the strategic plan. The structure and process for scorecard review will be outlined in much greater depth with the full Board in October. A brief summary of the review
process was provided to the committee. The proposal is that a summary view be presented with adjustments made to incorporate deeper analysis of specific
indicators that require more focused attention and discussion at the Board level.
Champlain CCAC Board –October 3, 2012
Item 4.4 – Client Services, Quality and Safety Committee Report PAGE 4
Waitlist Release Strategy and Update With the recent release of funding from the Champlain Local Health Integration Network, the CCAC is in the position of releasing clients with High RAI scores from
the Personal Support Services waitlist. Community clients currently waitlisted on the Stay at Home Program will also be released. Also, all clients waiting for
Negative Pressure Wound Therapy are now receiving services. There will also be some release of waitlisted therapy clients, as budgets allow, but the ramp up is
expected to be between four to six weeks. Service providers have been notified of the wait list release and are working to staff accordingly.
Diane Hupé
Chair
Sponsoring Executive: Deryl Rasquinha
Vice-President, Corporate Services & Quality
Champlain CCAC Board – October 3, 2012
Item 4.5 - Report from the CEO PAGE 1
Submission To The Board
Report from the Chief Executive Officer
October 3, 2012
INFORMATION UPDATE
To provide an update on CEO and organization activities. The format/outline has been modified to reflect the CEO’s 2012-2013 Performance Management Framework.
BACKGROUND/ISSUE
Leadership
Participated in Conversations with Staff
New reporting for the Strategic Plan, Operating Plan, Work Plan, and Scorecard Alignment for F2012-2013 being rolled out to the Board and staff in October 2012
Strategic Operations
The Champlain CCAC received $1.47M in one-time funding from the Champlain Local Health Integration Network for meeting budget sustainability targets
Meeting MSAA targets related to administration and client counts
Accreditation readiness preparation continues across the organization
The Champlain Events Learning System (CELS) successfully launched and education continues to increase reporting based on a culture of learning from events
External Relations
Ongoing meetings/conversations with hospital CEO and/or VPs
Ongoing updates with multiple hospitals re Memorandum of Understandings.
Ongoing open communication and meetings with the Local Health Integration Network (LHIN) CEO and staff
Gilles Lanteigne, CEO
Champlain CCAC Board – October 3, 2012
Item 6.0 - French Language Services Amendment to By-Law No. 3 PAGE 1
Submission To the Board
French Language Services (FLS)Amendment to By-Law No. 3
October 3, 2012
ISSUE / PURPOSE
To approve an amendment to By-Law No. 3 related to French Language Services.
BACKGROUND
The Champlain CCAC is seeking full French Language Services designation from the Ontario Government (see agenda item 4.2.1).
When the final draft was reviwed by Le Réseau des services de santé en
français de l'Est de l'Ontario it was also noted that the requirement to provide services in French, as per legislated mandates, should be included in the
preamble of the Champlain CCAC’s By-Laws ensuring accountability and compliance with the FLS Act.
RECOMMENDATIONS
It is recommended that the following statement be added to the preamble of
the by-laws (definition provided by Le Réseau):
In accordance with the Community Care Access Corporations Act, a person has the right to communicate in French with, and to receive
available services in French from, a community care access corporation.
[2011, c. 9, Sched. 6, s. 1.]
Sponsoring Executive: Patrice Connolly
Vice-President Human Resources, Organizational Development and Communication
Item 6.0 – French Language Services Amendment to By-Law No. 3
MOTION
WEDNESDAY OCTOBER 3, 2011
Champlain CCAC Board of Directors
French Language Services Amendment to By-Law No. 3
Moved by:
Seconded by:
Be it resolved, That the Champlain CCAC Board approves that the following statement be added to the preamble of the by-laws: In accordance with the Community Care Access Corporations Act, a person has the right to communicate in French with, and to receive available services in French from, a community care access corporation. [2011, c. 9, Sched. 6, s. 1.]
Carried Defeated
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Champlain
Risk Management Program and Structure
Board of Directors
October 2012
Item 7.0 – Risk Management
Champlain
Risk Management
• To refresh the Board of Directors on general risk concepts
• Provide an overview of the Risk Management Program at the Champlain CCAC
• Share tools and resources available to the Board
• To introduce Board Risk Appetite Exercise
Risk Management Purpose
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Champlain
Risk Management
Risk is the chance or possibility of danger, loss or injury. For health services organizations, this can relate to the health and well-being of clients, staff and the public; property; reputation; environment; organizational functioning, financial stability, market share; and other things of value. Risks can be positive or negative.
Risk Management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.
Risk Appetite is the level of risk that the organization is willing to assume in order to achieve its goals and objectives.
Risk Management Overview
Champlain
Board Exercise February 2011
In early 2011, the Board of Directors conducted an exercise to define and rate risk levels for the Champlain CCAC.
Risk Management Policy Risk Questionnaire Risk Framework (Categories)
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Champlain
Risk Management Categories
Champlain
Risk Management Annual Cycle
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Champlain
Risk Management Risk Appetite
A risk appetite is a company-wide statement of the amount of risk that is acceptable in day-to-day affairs.
More information to follow later in the slide deck…
Champlain
Risk Management Risk Assessment
On an annual basis the Quality Team will conduct a full risk analysis of the organization and board’s existing mitigation strategies. Results from the analysis will be used to feed the Champlain CCACs risk register, a risk database used to manage and track risks throughout the organization .
Planning & ChangeRisk Appetite Risk Assessment Risk MitigationManagement
Reporting
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Champlain
Risk Management Management Reporting
The Risk Register will also allow for easy, real time reporting of risks. The Quality team will track risks across a number of different factors, including :
• High risk areas • Risks by responsible team • Risks up for review
• Risks by category • Risks according to strategic priority
Champlain
Risk Management Planning and Change
The Quality department can use the results of the Risk Register and the Risk Analysis tool to help in the organization’s annual planning cycle.
SAMPLE
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Champlain
Risk Management Tools
In order to ensure the Champlain CCAC Leadership (Operations and Board of Directors) are properly identifying and managing risk, the Quality Team has developed Risk Management Tools.
Risk Management
Toolkit Projects and Individual Risks
SWOT Analysis Strategic Decisions
Champlain
SWOT Analysis Introduction
A SWOT Analysis is a strategic planning method used to evaluate Strengths, Weaknesses, Opportunities, and Threats of a particular business venture. It involves identifying internal and external factors that are favorable and unfavorable to the achievement of objectives.
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SWOT Example Resource Prioritization
Champlain
Risk and Strategy Using Risk Appetite
• Risk and Strategy are intertwined. When considering a strategy, the organization should determine whether the strategy aligns with the organization's risk appetite.
• Risk Appetite guides management in setting goals and making decisions so that the organization is more likely to achieve its goals and sustain operations.
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Champlain
Risk Appetite Development
Steps in Adopting a Risk Appetite
1. Management develops, with board input and review, a view of the organization’s overall risk appetite (both globally and by category )
2. This view of risk is translated into written form that can be shared across the organization.
3. Management monitors the risk appetite over time, adjusting how it is expressed as operational conditions warrant.
Champlain
Risk Appetite Survey
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Champlain
Risk Appetite Sample Statements
1. “The organization has a higher risk appetite related to strategic objectives and is willing to accept higher loses in the pursuit of higher returns.”
2. “The Champlain CCAC places client safety amongst its highest priorities. The organization also understands the need to balance the level of client need with the cost of providing such services levels. The organization has a low risk appetite related to client safety.
3. “Given the system pressures on the provincial healthcare system, the organization has a higher risk appetite for reputational risk than financial risk.”
Champlain
Next Steps
1. Risk Appetite Exercise
• Board Level Survey
• Facilitated Discussions with Board of Directors
• Written Risk Appetite Statements
2. Organizational / Corporate Risk Assessment
• Management and Board will be asked to provide insight
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Discussion
01/10/2012
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Champlain
Accountability for Reasonableness: An Ethical Governance Framework for Priority Setting
October 2012
Item 8.0 - Organizational Ethics
Champlain
A4R: Accountability for Reasonableness
What is A4R?
• Ethical decision-making framework for fair priority setting – explicit rational
decision-making; priority setting process
• Prioritization and ethical decision-making is an iterative process; with changes in the healthcare environment, priorities change – need an iterative review of decisions to respond to these changes as new information emerges
• Based on the idea that people are more likely to agree on process than outcomes
• Applied widely in priority setting contexts post-SARS (i.e. H1N1)
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Champlain
A4R: Accountability for Reasonableness
What is A4R?
• Ethical decision-making framework for fair priority setting
• 5 Procedural Values
– Accountability
– Inclusiveness
– Openness/Transparency
– Reasonableness
– Responsiveness
Champlain
A4R: Accountability for Reasonableness
Value 1: Accountability
• There should be mechanisms in place to ensure that ethical decision-making is sustained over time
– In a public healthcare system, we are accountable to the public and
the community we serve (our stakeholders).
– As healthcare organizations, we are accountable to our patients
– As employers, we are accountable to our employees
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Champlain
A4R: Accountability for Reasonableness
Value 2: Inclusiveness
• Decisions should be made explicitly with stakeholder views in mind and there should be opportunities for stakeholders to be engaged in the decision-making process
– Identify your stakeholders
– Engage your stakeholders (patient centred care)
– If certain groups are not included, need justification
– Including stakeholders in discussions does not mean they get to
decide, it means they get to have a voice
Champlain
A4R: Accountability for Reasonableness
Value 3: Transparency
• Decisions should be publicly defensible. That means the process by which decisions were made must be open to scrutiny and the basis upon which the decisions are made should be publicly accessible to affected stakeholders.
– Are policies and procedures readily available?
– This is the basis of FIPPA (a basic legal requirement)
– Are there barriers to stakeholders accessing information?
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A4R: Accountability for Reasonableness
Value 4: Reasonableness
• Decisions should be based on reasons (i.e. evidence, principles, values) that stakeholders can agree are relevant to meeting health needs…and they should be made by people who are credible (expertise) and accountable
– Reasonable people will disagree – it’s not possible to make a
perfect decision or achieve universal consensus
– Decisions should be made with the best evidence and decision-
making process available
– Decisions should be consistent (not ad hoc) and people should be
able to understand the rationale
Champlain
A4R: Accountability for Reasonableness
Value 5: Responsiveness
• There should be opportunities to revisit and revise decisions as new information emerges
– There should be mechanisms in place to address disputes and
complaints (appeals process)
– Information will always be changing – decision-making needs to be
flexible and timely
– Set time frames for revisions in advance
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Champlain
CASE STUDY
• Ethical considerations around wait-lists
Champlain
REFERENCES
Thompson AK, et al. Pandemic influenza preparedness: an ethical framework to guide decision-making. BMC Medical Ethics 2006; 7(12). http://www.biomedcentral.com/1472-6939/7/12.Accessed Dec 3, 2010.
Daniels N. Accountability for Reasonableness. BMJ 2000; 321: 1300-1301.
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Board Scorecard
September 2012 (Data as of August 2012)
Item 9.0 – Champlain CCAC Scorecard
Champlain
Core Metrics
2
Legend
Good
Caution May or may not require a mitigation strategy
Attention Requires a mitigation strategy
Info Only Information only
Developmental
Service Delivery Excellence
Organizational Capacity and Performance
Client Trends Target / Baseline Jul-12 Aug-12 FY 2012/13
1. Cl ient Population
17,770 Clients
non-summer
15,550
Summer
14,943 14,688 18,183
2. Referra ls 3703 Referrals 3,696 3,554 3,706
3. Intake Efficiency 90% 84.2% 85.0% 82.4%
4. Intake Waitl i s t 760 Clients 1,276 1,401 1,285
5. PSS Waitl i s t0-25 clients
(RAI 16+)44 34 42
6. Adult OT/PT Therapy Waitl i s t7 days or less
(RAI 16+)3.4 2.1 4.0
7. School Therapy Waitl i s t28 days or less
(RAI 16+)42.7 37.0 46.6
8: Community Cl ients Requiring
Enhanced Services36 Clients 23 23 32.5
Organizational Health Target / Baseline
1: Staff Turnover Rates 10%Q1
7.8%
Q1
7.8%
Annualized
7.5%
2: Absenteeism Annualized Rate and
Cost12
12 mnts to
Jul
10.0
12 mnts to
Aug
10.0
N/A
3: Health & Safety Staff Events TBD - Q3 TBD TBD TBD
4: % Education Hours TBD - Q3 TBD TBD TBD
Quality Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Service Wait Times: Community 19 days or less 85.0 111.0 103.0
1: Service Wait Times: Hospita l 3 days or less 16.0 19.0 17.4
2: Cl ient Events TBD - Q3 11 20 13.8
3: Cl ient Compla ints TBD - Q3 52 64 39.0
4: % of Wound Cl ients within target
LOS80% 76% 69% 73%
5: % Compl iance to receiving Fa l l s
Prevention Intervention (Audit)TBD - Q3 NA NA NA
6: % of Cl ients that triggered RAI-Med.
Cap with a Medication Review (Audit)TBD - Q3 NA NA NA
7: ED Regis tration/Hospita l Admits
(QCH)
444 clients/
117 clients470/93 513/105 427/101
Financials / Sustainability Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Tracking to Monthly Financial
Targets
+ $138k per
month+$517k +$1,481k +$2,343k
2: Tracking Against Operational
Improvement Plan Global
3: Tracking to Avg. Cost/Client
Expectations
$639/client($734 Summer)
$694 $711 $673
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Champlain
Enhanced Role Metrics
3
Legend
Good
Caution May or may not require a mitigation strategy
Attention Requires a mitigation strategy
Info Only Information only
Developmental
Leadership in Home & Community Care in an Integrated Health System
Long Term Care Homes Target / Baseline Jul-12 Aug-12 FY 2012/13
1: % of LTCH placements with a
MAPLe score of 4 or 578% or more 82.3% 83.1% 82.0%
2: Admission to LTCH from
Community/Hospital
% Hospital
48.8%41.6% 37.1% 39.4%
3: Percent of Clients on LTCH Waitlist
with CCAC Services51% 57% 58% 56%
At Home Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Number of Clients in Community
(MAPLe 4,5)4500 Clients
2012/13 Q1
4761
2012/13 Q1
4761
2012/13 Q1
4761
2: Number of Clients in Community
85 & Over6501 clients 6,234 6,268 6,351
Primary Care Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Number of Referrals from
Physicians500 485 563 528
Adult Day Program Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Waitlist Volume NA 128 150 130
2: % ADP Spaces Filled TBD TBD TBD TBD
ALS-HRS Target / Baseline Jul-12 Aug-12 FY 2012/13
1: % of clients placed into ALS-HRS
with a Moderate or above MAPLe63.9% 76.5% 61.5% 64.6%
2: Waitlist Volumes NA 128 142 NA
CSS Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Referral Volumes TBD TBD TBD TBD
2: % of clients referred where CSS
accepted the clientTBD TBD TBD TBD
Acute Hospitals Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Home First Enhanced Volumes 55 Clients 54 67 57.4
2: Initial Transitions within net 90
days
90% In
Community94.2% 97.8% NA
3. Total Days & Number of Clients
Waiting for Home First Enhanced
Clients
07 clients
3.3 days
avg.
2 clients
7 days avg.
3.3 clients
4.1 days
avg.
Sub Acute Hospitals Target / Baseline Jul-12 Aug-12 FY 2012/13
1: Volume of Placements to Other
Settings234 277 264 295
2: % of Spaces that CCAC is Managing NA 15% 15% NA
Champlain
CORE METRICS
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Champlain
Population FY 2011/12
Avg.
July 2012
August 2012
FY 2012/13 YTD Avg.
Total Clients
Non-Summer Months: 17,770 Summer Months: 15,550
15,080 14,688
Non-Summer: 18,183
Summer: 14,884
Budgeted Total Clients
17,770 14,819 14,799
Detail
Short Stay-Acute 1,991 2004 1961 1954
Short Stay-Rehab 954 765 666 801
Short Stay-Oncology
701 721 688 731
Community Independence
5,129 4677 4479 4839
Chronic 3,649 3716 3708 3687
Complex 2,405 2473 2478 2497
Enhanced 428 505 515 503
Paeds 2,521 325 280 1931
Uncategorized 300 239 225 275
Client Trends 1: Clients by Population
Assigned
to:
SB
5
Indicator Characterization
Definition Distinct count of clients, where a paid unit of service, equipment, or supplies occurred within the period, broken down by Client Population Groups. This excludes Case Management only clients, LTCH placement only clients
Reliability High
Frequency Monthly
Target Informational
Champlain
Referral Source for New Referrals
FY 2011/12
Avg.
July 2012
August 2012
FY 2012/13
Avg.
Hospital 2,052 2,049 1,983 2,049
Community-Physicians
500 485 563 528
Community-Other
1,151 1,162 1,008 1,129
Total 3,703 3,696 3,554 3,706
Client Trends 2: Referrals
Assigned
to:
Sharon
6
Indicator Characterization
Definitions Referrals: Count of new referrals to the CCAC within the period, broken down by source of the referrals, and outcome of the referral (admit to CCAC or Non-Admit to CCAC).
Reliability High
Frequency Monthly
Target Informational
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Champlain 7
Client Trends 3: Intake Efficiency
Assigned
to:
Sharon
7
Indicator Characterization
Count of clients assessed for initial eligibility determination, grouped into categories of the number of days waited. Note: Output of intake process could be that a client is not-admitted, admitted to Case Management only, or admitted to receiving services.
Medium – Indicator is directional
Monthly
90% of clients waiting for home care, wait less than or equal to 19 days
Metric Target July 2012
August 2012
FY 2012/13
Avg.
% of Clients waiting 19 days or less
90% or
more 84.2% 85.0% 82.4%
Indicator Characterization
Definition Count of clients assessed for initial eligibility determination for Home Care referrals, grouped into categories of the number of days waited. Note: Output of intake process could be that a client is not-admitted, admitted to Case Management only, or admitted to receiving services.
Reliability Medium – Indicator is directional
Frequency Monthly
Target Green – if 90% or more of assessed clients receive eligibility determined date within 19 days
Yellow – if 85% to less than 90% of assessed clients receive eligibility determined date within 19 days Red – if less than 85% of assessed clients receive
Champlain
Intake Days Waiting Category
FY 2011/12
Avg.
July 2012
August 2012
FY 2012/13
Avg.
0-21 418 454 476 459
22-42 266 273 259 281
43-63 203 217 236 208
>64 358 332 430 339
Total 1,186 1,276 1,401 1,285
Client Trends 4: Intake Waitlist
Assigned
to:
Sharon
8
Indicator Characterization
Definition Count of referrals waiting for initial assessment at intake, grouped by number of days waiting category. Note that some clients will be appropriately waiting for initial assessment, due to planned future dated assessments.
Reliability Medium – Indicator is directional
Frequency Monthly
Target 760 Clients
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Champlain
RAI Score
Target July 2012
Aug 2012
16 + 0-25 44 34
11 - 15 N/A 511 560
8 - 10 N/A 166 172
0 - 7 N/A 7 7
Client Trends 5: PSS Waitlist
(Month end Snapshot)
Assigned
to:
Prasun
Time Period
Known Issues or Events
Fall 2009 PSS waitlist instituted
Summer 2010
Therapy waitlists may have HR resourcing issues
9
Indicator Characterization
Definition Count of clients waiting for PSS service. Includes all clients, whether on full or partial waitlist. The count is split by client priority groups. Snapshot taken at the end of the previous month
Reliability High
Frequency Monthly
Target Green – if between 0-25 RAI Score 16-28 PSS clients waitlisted Yellow – if between 26-50 RAI Score 16-28 PSS clients waitlisted Red – if over 50 RAI Score 16-28 PSS clients waitlisted
Champlain
Client Trends 6: Adult OT/PT Therapy Waitlist
(Month end Snapshot)
Assigned
to:
Prasun
Time Period
Known Issues or Events
Fall 2009 PSS waitlist instituted
Summer 2010
Therapy waitlists may have HR resourcing issues
Fall 2010 Therapy waitlist release approved, but provider resources are tight
RAI Score Target July 2012
Aug 2012
Days Waiting for clients with a
Priority Score of 16+
less than 7 days
3.4 2.1
10
Indicator Characterization
Definition Count of Adult clients waiting for OT or PT therapy services. Includes all clients, whether full or partial waitlist. The count is split by client priority groups. Snapshot taken at the end of the previous month
Reliability High
Frequency Monthly
Target Green – if RAI Score 16-28 waiting less than 7 days Yellow – if RAI Score 16-28 waiting between 7-14 days Red – if RAI Score 16-28 waiting more than 14 days
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Champlain
Client Trends 7: School Therapy Waitlist
(Month end Snapshot)
Assigned
to:
Prasun
Time Period
Known Issues or Events
Fall 2009 PSS waitlist instituted
Summer 2010
Therapy waitlists may have HR resourcing issues
Fall 2010 Therapy waitlist release approved, but provider resources are tight
11
Indicator Characterization
Definition Count of School clients waiting for Therapy service. Includes all clients, whether full or partial waitlist. The count is split by client priority groups. Snapshot taken at the end of the previous month
Reliability High
Frequency Monthly
Target Green – if A & B waiting less than 28 days Yellow – if A & B waiting between 28-60 days Red – if A & B waiting more than 60 days
RAI Score Target July 2012
Aug 2012
*A & B Priority Clients’
Days Waiting
less than 28 days
42.7 37.0
Insert graph showing number of complaints
due to school therapy waitlist per month:
August 2012 Availability
Champlain
FY 2011/12
Year – End
Jul 2012
Aug 2012
SAH Clients Waiting
36 23 23
Client Trends 8: Community Clients Requiring
Enhanced Services Assigned
to:
Juhee
Time Period
Known Issues or Events
Fall 2009 PSS waitlist instituted
Summer 2010
Therapy waitlists may have HR resourcing issues
Fall 2010 Therapy waitlist release approved, but provider resources are tight
12
Indicator Characterization
Definition SAH Waitlist : Count of clients who are presently served in the community, who are waiting for an enhanced level of Personal Support Services (PSS), as at the end of the period. % of clients with an Assessment within past 6 months: For clients on the SAH waitlist, the count of clients whose last assessment is 6 months or less as at the end of the period. Note: Case Managers only add clients to the SAH waitlist if clients request enhanced services. Case Managers will not actively discuss the enhanced level of services for clients when enhanced levels of services are unavailable. Therefore, the metric is only indicative of a portion of the overall demand potential.
Reliability Moderate – Manual Tracking
Frequency Monthly
Target Informational
01/10/2012
7
Champlain
Quality 1: Service Wait Times
(Community & Hospital)
Assigned
to:
Juhee
13
Indicator Characterization
Definitions Reliability Frequency Community Target (90th Percentile)
Hospital Target (90th Percentile)
Wait time from client intake / application date for services from the community, to receiving the first paid service (excludes clients receiving Case Management services, LTCH placement assistance, and any client waiting over 1 year)
High Monthly Green: 19 days or less
Yellow: 20 to 24 days
Red: 25+ days
Green 3 days or less
Yellow: 4 days
Red: 5+ days
CMs used “block orders” like 1
visit during three months
instead of using a therapy wait
list. Because of this, there were
clients waiting longer than 25
days for their first services
without being waitlisted
Hospital by CCM TypeBaseline
averageJul-12 Aug-12 FYTD
Monthly
Trend
Avg 7.1 7 8 7.8
90th
Percentile15.0 16.0 19.0 17.4
Hospital Total
Community by
CCMType
Baseline
averageJul-12 Aug-12 FYTD Monthly Trend
Avg 28.3 27 31 29.6
90th Percentile 84.7 85.0 111.0 103.0
Community
Total
Champlain 14
Number of events
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2011/12
Avg.
Adverse Events NA 3 1 3
High Risk Events
NA 8 19 11
Total High Risk & Adverse Events
NA 11 20 13.8
Quality 2: Client Events
Assigned
to:
Prasun
14
Indicator Characterization
Definitions Reliability Frequency Target
Number of high and adverse risk events reported and recorded within Champlain Event Learning System. Top five events by volume and by risk provided for information purposes.
Moderate Monthly TBD
01/10/2012
8
Champlain 15
Complaints FY
2011/12 Avg.
Jul 2012
Aug 2012
FY 2012/13
Avg.
Total Complaints NA 52 64 39
Quality 3: Client Complaints
Assigned
to:
Prasun
15
Indicator Characterization
Definitions Number of complaints reported and recorded within Champlain Event Learning System. Top five complaints type by provided for information purposes.
Reliability Moderate
Frequency Monthly
Target TBD
Champlain 16
Indicator Characterization
Definitions Total number of healable wound clients achieving a Length of Stay (LOS) below or equal to wound pathways’ target LOS over the total number of healable wound clients.
Reliability Moderate
Frequency Monthly
Target Green: 80% or better Yellow: Between 70% and 80% Red: Below 70%
Quality 4: % Wound Clients within Target Length of
Stay
Assigned
to:
Juhee
16
0
10
20
30
40
50
60
70
% Wound Clients within Target Length of Stay
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2012/13
(since June)
Avg.
Total 80% 76% 69% 73%
Arterial Ulcer 80% 75% 62% 65%
Diabetic Foot 80% 55% 60% 56%
NPWT 80% 85% 73% 79%
Other 80% 77% 71% 72%
Pressure Ulcer 80% 72% 74% 72%
Surgical 80% 73% 64% 69%
Traumatic 80% 76% 62% 73%
Venous Leg 80% 47% 64% 59%
01/10/2012
9
Champlain 17
Quality 5: Compliance To Receiving Falls Prevention
Intervention
Assigned
to:
17
Indicator Characterization
Definitions % clients who trigger the falls cap and receive follow up for Falls Prevention as measured through auditing of random sample
Reliability Moderate
Frequency Quarterly
Target TBD
47
48
49
50
51
52
53
54
55
56
57
2012/13 Q1 2012/13 Q2 2012/13 Q3 2012/13 Q4
% Compliance to Receiving Falls Prevention Intervention
FY 2011/12
Avg.
April 2012
May 2012
FY 2012/13
Avg.
% Compliance to Receiving Falls Prevention Intervention
TBD %% %% %%
Sample: with a RAI-
HC within the
previous month, for
initial RAI, look
within a 2 week
period from the date
of the RAI
assessment, where
the cap is triggered :
CHRIS number
CCM level
Referral to OT
(Yes/No)
Referral to PT
(Yes/No)
Date of RAI-HC
Has cap on previous
RAI?
Random number
(sort by random
number)
Champlain
47
48
49
50
51
52
53
54
55
56
57
2012/13 Q1 2012/13 Q2 2012/13 Q3 2012/13 Q4
% of Clients that triggered RAI-Medication CAP with a Medication Review
18
Quality 6: % of Clients that triggered RAI-
Medication CAP with a Medication Review (Audit)
Assigned
to:
18
Indicator Characterization
Definitions % of clients who have a RAI-Medication CAP triggered, whose medications were reconciled at admission to CCAC services as measured through auditing of random sample
Reliability Moderate
Frequency Quarterly
Target TBD
FY 2011/12
Avg.
April 2012
May 2012
FY 2012/13
Avg.
% of Clients that triggered RAI-Medication CAP with a Medication Review
TBD %% %% %%
Sample: with a RAI-
HC within the
previous month, for
initial RAI, look
within a 2 week
period from the date
of the RAI
assessment, where
the cap is triggered:
CHRIS number
CCM level
Referral to OT
(Yes/No)
Referral to PT
(Yes/No)
Date of RAI-HC
Has cap on previous
RAI?
Random number
(sort by random
number)
01/10/2012
10
Champlain
ED Registrations Q4
2011/12 Avg.
Jul 2012
Aug 2012
FY 2012/13
Avg.
QCH 444 470 513 426.6
QCH – Daily Average 15.3 15.2 17 14.2
Quality 7: Client ED Registrations & Hospital Admits
Assigned
to:
Bobbak
19
Indicator Characterization
Definitions Registrations – The number of active CCAC Clients registered at the Hospital Emergency Department (ED). Admissions – The number of those clients who registered with the ED that were subsequently admitted as in-patient to the hospital. Note: While statistics have been collected since Dec. 2011, ED CCAC Notification went live at QCH on March 6, 2012
Reliability High
Frequency Monthly
Target TBD
ED Admissions Q4
2011/12 Avg.
Jul 2012
Aug 2012
FY 2012/13
Avg.
QCH 117 93 105 100.8
QCH – Daily Average 3.83 3.0 3 3.5
Champlain
Employee Category
FY 2011/12 Baseline
Q4 YTD 2011/12 Annualized
Q1 YTD 2012/13 Annualized
FY 2012/13 Annualized
CM 6.6% 6.6% 6.1% 6.1%
TA 3.9% 3.9% 3.8% 3.8%
Other Union
11.1% 11.1% 12.2% 12.2%
MPE 11.3% 11.3% 14.3% 14.3%
Total Target 10.0%
7.5% 7. 8% 7.8%
Organizational Health 1: Staff Turnover Rates
Assigned
to:
Jamie /
HROD
20
Indicator Characterization
Definitions Reliability Frequency Target
Rate at which employees leave an organization. Calculated as number of permanent employees who terminate or cease employment, divided by the average number of permanent employees on staff
High Quarterly Green – Less than 10% Prorated annualized Yellow – 10-11% prorated annualized Red – Greater than 11% prorated annualized
01/10/2012
11
Champlain 21
Employee Category
FY 2011/12 Baseline
12 months ending
Jul 2012
12 months ending
Aug 2012
Annual cost based on 12
months ending
Aug 2012 (thousands)
CM 10.2 10.3 10.4 $746k
TA 16.9 15.0 14.8 $223k
Other Union 10.1 8.8 8.9 $145k
MPE 3.1 3.9 3.8 $91k
Total 10.3 10.0 10.0 $1,205k
Organizational Health 2: Absenteeism
Assigned
to:
Jamie /
HROD
21
Indicator Characterization
Definition Total number of sick hours, paid and unpaid for all permanent and temporary staff (excludes casuals), divided by number of permanent staff. .
Reliability High
Frequency Monthly and Annually
Target Green – 12 days or less annually Yellow – Above 12, up to 13.8 days Red – Above 13.8 days
Champlain 22
Number of events
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2011/12
Avg.
Adverse Events NA
High Risk Events
NA
Total High Risk & Adverse Events
NA
Organizational Health 3: Health & Safety Staff Events
Assigned
to:
Prasun
22
Indicator Characterization
Definitions Reliability Frequency Target
Number of high and adverse risk events reported and recorded within Champlain Event Learning System related to Staff Health & Safety. Top five events by volume and by risk provided for information purposes.
Moderate Monthly TBD
01/10/2012
12
Champlain 23
Number of events
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2011/12
Avg.
Total Worked Hours
NA
Total Education Hours
NA
% Education Hours
NA
Organizational Health 4: Percent Education Hours
Assigned
to:
HROD
23
Indicator Characterization
Definitions Reliability Frequency Target
Number of high and adverse risk events reported and recorded within Champlain Event Learning System related to Staff Health & Safety. Top five events by volume and by risk provided for information purposes.
Moderate Monthly TBD
Champlain
Financial / Sustainability 1: Tracking to Monthly Financial Targets
Assigned
to:
Jamie
24
Target Jul 2012
Aug 2012
FY 2012/13
As per Budget
+ $517k
+ $1,481k
+ $2,343k
Indicator Characterization
Definition Net surplus/deficit as calculated by Revenue minus Expenses
Reliability High
Frequency Monthly
Target Balanced Budget as annual aggregate target Green – within 0 to +/- 1.5 % of cumulative YTD spend against budget Yellow – Outside of Green corridor, but within 2.5 % of YTD spend against budget Red – Outside of 2.5 % of YTD spend against budget
01/10/2012
13
Champlain 25
Financial / Sustainability 2: Tracking Against Operational
Improvement Plan
Assigned
to:
Jamie
25
Indicator Characterization
Definitions Reliability Frequency Target
For each budget sustainability initiative, metrics have been determined and targets set. For a full explanation for each initiative, please refer to the operational plan prepared for the board and the LHIN.
High Monthly As per individual metric above
Savings Initiative Metric Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13
Overall
Estimated
Savings
Monthly Target 0% 0% 0% 40% 70% 100% 100% 100% 100% 100% 100% 100%
Actual 76.6% 79.8% 75.7%
Baseline $15,500 $14,820 $14,140 $13,460 $12,780 $12,100 $11,420 $10,740 $10,060 $9,380 $8,700 $8,020
Actual $19,021 $18,237 $19,218 $17,245 TBD
Baseline 13 13 12.75 12.75 12.5 12.5 12.25 12.25 12 12 12 12
Actual 12.7 13.4 12.9 13.2 13.9
Monthly Target 17.5% 17.5% 18.0% 18.0% 18.5% 18.5% 19.0% 19.0% 19.5% 19.5% 20.0% 20.0%
Actual 17.7% 18.7% 21.2% 21.3% 21.4%
Monthly Target (Number
of clients receiving PSS
with scores of 0-7)
2,400 2,220 2,020 1,880 1,740 1,540 1,340 1,140 1,020 980 940 900
Actual 2,277 2,161 1,886 1,551 1,249
Monthly Target $119,167 $119,167 $119,167 $0 $0 $0 $0 $0 $0 $0 $0 $0
Actual $142,624 $234,498 $255,000 $267,485 $287,904
Total Savings 5,065,500$
On Target on target or better
Caution within 5% of target or $10,000
Missed Target beyond 5% of target or $10,000
Under Development query under development
Legend
Administrative
Savings
Reduction in administration costs
per savings schedule
$357,500
Clinic Achieving 20% % Clinic Nursing Units of Total Visit-
type Nursing Units
Discharging RAI-HC 0-5
Clients + 6-7 Clients
Count of paid clients with PSS,
where RAI Score 0-7
Wound Care Frequncy
Change
% of wound care clients on q3 days
Cluster Care: Rate
Reduction
Monthly Lost Savings if Clients at
Cluster Care not serviced at Shared
Retirement Home:
Utilization Reduction
Average PSS Monthly Utilization
(Retirement homes)
$1,400,000
$54,000
$319,000
$335,000
$2,600,000
Champlain 26
Indicator Characterization
Definition Average costs are calculated by summing all costs within the period (Services, supplies, equipment) divided by the sum of unique clients with costs. This is further divided into Lines of Business groupings. It excludes Case Management costs
Reliability High
Frequency Monthly
Target Target set against FY 2012/13 budget assumptions for average cost. Green: At or below target Avg. Cost Yellow: Between Target and 5% above Target Red: Above 5% of target Provincial averages to be determined for comparison as they become available.
CCM Population
Budget Target
July 2012
Aug 2012
FY 2012/13
Avg.
SS-Acute $544 $465 $472 $510
SS-Rehab $321 $293 $299 $316
Stable Oncology
$366 $344 $360 $343
Community Independence
$381 $360 $384 $386
Chronic $696 $693 $713 $709
Complex $1,124 $1,104 $1,106 $1,143
Enhanced $2,652 $2,628 $2,588 $2,652
Paeds $397 NA NA $1,012
Total $639 ($734 summer due to Peds)
$694 $711 $673
Financial / Sustainability 3: Tracking to Avg. Cost/Client Expectations
Assigned
to:
Prasun
26
CCM Group Budget Plus 5%
SS-Acute $544 571
SS-Rehab $321 337
Stable Oncology $366 384
Stable Low Risk $381 400
Chronic $696 731
Complex $1,124 1180
Enhanced $2,652 2785
Paeds $397 417
Total $639 671
01/10/2012
14
Champlain
PROVINCIAL COMPARATORS
Champlain
Provincial Comparators 1: Cost per Client Groupings
Client Grouping Data updated to compare: 2011/12-Q4
Champlain Central East
Central HNHB South West
Province
Adult Short Stay Acute (Episode)
$747 $587 $572 $457 $473 $592
End of Life (Episode)
$5178 $6131 $7168 $5175 $3760 $4936
Children Medically Fragile (Episode)
$3067 $3183 $2846 $2507 $3988 $2668
End of Life-in the last three months preceding death
$2918 $2899 $3419 $2871 $3161 $3101
Adult Long Stay – Complex RAI 17+ (Monthly)
$1292 $1077 $1145 $1121 $949 $1138
Adult Long Stay – Chronic RAI 11-16 (Monthly)
$705 $623 $616 $692 $632 $663
Adult Long Stay – Community Independence RAI 1-10 (Monthly)
$370 $377 $344 $379 $364 $377
Assigned
to:
Jamie
Source: OACCAC
Excludes case management, equipment and supplies
01/10/2012
15
Champlain
Provincial Comparators 2: Expenditures Proportioning: (Admin,
CM, Client Care)
Expenditures Category Data updated to compare: 2011/12-Q4
Champlain Central East
Central HNHB South West
Province
Client Care 71.9% 69.9% 71.3% 72.3% 64.4% 69.9%
Case Management / I&R 19.8% 21.5% 21.0% 20.2% 25.6% 21.5%
Administration 8.1% 8.2% 7.4% 7.4% 9.5% 8.2%
Other 0.2% 0.4% 0.3% 0.2% 0.5% 0.4%
Assigned
to:
Jamie
Source: OACCAC Finance Reports
Champlain
Provincial Comparators 3: Penetration Rate for Servicing Complex/Chronic
and Community Independence
Assigned
to:
Jamie
30
0
10
20
30
40
50
60
Averag
e M
on
thlt
y A
cti
ve R
efe
rra
ls
per
10
00
Po
pu
lati
on
75
+
Fiscal Quarter
Trends in CCAC Population 'Penetration' by Client Complexity for all CCACs
Community Independence
Chronic and Complex
0
10
20
30
40
50
60
Averag
e M
on
thly
Acti
ve C
lien
ts p
er
10
00
Po
pu
lati
on
75
+
Trends in CCAC Population 'Penetration' by Client Complexity for Champlain
CCAC
Community Independence
Chronic and Complex
01/10/2012
16
Champlain
ENHANCED ROLE METRICS
Champlain
Category Target Jul
2012 Aug 2012
FY 2012/13
Avg.
Enhanced 55 54 67 57.4
Regular NA 159 162 148.8
Palliative NA 5 7 6.4
Non-Admit NA 44 49 43.0
Pending NA 4 11 NA
Total NA 254 275 258.2
Acute Hospitals 1: Home First Volumes
Assigned
to:
Bobbak
32
Indicator Characterization
Definition Count of new hospital clients admitted to the Home First Program per month
Reliability Medium – Indicator is directional
Frequency Monthly
Target 70 or more Home First Enhanced clients per month (January 2012 to March 2013) 55 clients per month FY 2012 Green – 55 or more admissions to New Home First Enhanced Clients per month Yellow – Between 50-55 admissions to Home First Enhanced Clients per month Red – Below 50 clients admitted to Home First Enhanced Clients per month
New Home First (ALC) Activity
per Month
Client Type 2011/09 2011/10 2011/11 2011/12 2012/01 2012/02 2012/03 2012/04 2012/05 2012/06 2012/07 2012/08
CCAC Enhanced Service Clients
transitioned home 75 65 47 44 53 66 55 54 56 56 54 67
CCAC Palliative Service Clients
transitioned home 2 5 4 5 9 5 8 5 5 10 5 7
CCAC Regular Service Clients
transitioned home 66 57 78 67 76 110 158 144 150 144 159 145
Non-admits Clients 14 8 23 15 12 24 44 38 50 44 49 34
Pending Referrals 0 0 3 1 0 1 1 0 0 0 4 11
Grand Total 157 135 155 132 150 206 266 241 261 254 271 264
Month
01/10/2012
17
Champlain 33
Acute Hospitals 2: Initial Transitions within
net 90 days
Assigned
to:
Bobbak
33
Indicator Characterization
Definition Understanding of where clients get referred to after being referred to the CCAC Home First Enhanced Services program for their first transition
Reliability Medium – Indicator is directional
Frequency Monthly
Target Informational
Destination 2011-09 2011-10 2011-11 2011-12 2012-01 2012-02 2012-03 2012-04 2012-05 2012-06 2012-07 2012-08
ALS-HRS 5 16 17 10 10 17 19 15 12 15 8 3
CCAC Enhanced Service 15 19 10 10 22 19 19 19 18 8 20 5
CCAC Palliative Service 4 1 0 0 0 0 2 0 1 0 1 0
CCAC Regular Service 64 67 59 54 44 65 105 109 123 139 158 62
Died 2 0 2 2 2 2 2 3 4 2 2 0
LTCH 3 2 6 1 2 4 4 3 8 8 7 2
Other 0 0 0 0 3 0 2 0 0 0 0 0
Hospital Admission > 14 Days 8 1 5 3 5 11 9 10 12 12 7 0
CCAC Hosp Stay Return to CCAC 18 17 27 10 26 24 21 32 41 30 38 20
Grand Total 119 123 126 90 114 142 183 191 219 214 241 92
Enhanced Services Client Destination (<+90 Days
Champlain
Category Target Jul
2012 Aug 2012
FY 2012/13
Avg.
Number of Clients
0 7 2 3.3
Avg. Days Waiting
0 3.3 7 4.1
Acute Hospitals 3. Total Days & Number of Clients Waiting for
Home First Enhanced Clients
Assigned
to:
Bobbak
34
Indicator Characterization
Definition Count of new Home First Enhanced clients waiting to go home due to CCAC delays.
Reliability Medium – Indicator is directional
Frequency Monthly
Target 0 clients waiting
01/10/2012
18
Champlain
Destination FY 2011/12
Avg.
July 2012
August 2012
FY 2012/13
Avg.
ALS-HRS 28 17 12 23
Adult Day Program
NA 38 33 34
Assess & Restore
8 5 5 7
Convalescent Care
28 25 32 30
LTCH 198 192 182 200
Total 262 277 264 295
Sub-Acute Hospitals 1: Volume of Placements to
Other Settings
Assigned
to:
Sharon
35
Indicator Characterization
Definition Count of placements from sub-acute hospital settings to alternative settings. Indicator of work accomplished by CMs in enhanced roles.
Reliability Moderate
Frequency Monthly
Target Informational
Champlain
Destination FY 2011/12
Avg.
Jul 2012
Aug 2012
Percent Spaces that the CCAC is Managing
N/A 15% 15%
Total Sub-Acute Spaces CCAC is involved in Client Flow
N/A 128 128
Total Sub-Acute where CCAC is not involved
N/A 706 706
Total Sub-Acute Spaces
N/A 834 834
Sub-Acute Hospitals 2: Percent Spaces that the CCAC is Managing
Assigned
to:
SB / Kevin
B
36
Indicator Characterization
Definition Percent of sub-acute spaces that the CCAC is managing flow to the space, of the total Champlain wide sub-acute spaces.
Reliability Moderate
Frequency Monthly
Target Informational
01/10/2012
19
Champlain
Prior Location
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2012/13
Avg.
Hospital 78.2% 74.6% 84.7% 78.8%
Private Dwelling
84.4% 93.1% 84.9% 83.8%
Retirement Home
88.2% 87.2% 93.9% 88.3%
Total 78.3% 82.3% 83.1% 82.0%
Long Term Care Homes 1: % of LTCH placements with a MAPLe
score of 4 or 5, by Source
Assigned
to:
Bobbak
37
Indicator Characterization
Definition Percent of clients with a MAPLe (Method of Assigning Priority Levels) score of High or Very High, out of the total number of clients placed into LTC homes within the previous quarter (Note: MAPLe scores are determined from a RAI assessment on a client) Note 1: Crisis placement designation from Hospital may impact this indicator; Note 2: Home First should help improve indicator results over time
Reliability High
Frequency Monthly
Target Green – if 78% or greater Yellow – if between 75-78%% Red – if below 75%
Champlain
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2012/13
Avg.
Hospital 48.8% 40.9% 37.1% 39.4%
Community 51.2% 59.1% 62.9% 60.6%
Long Term Care Homes 2: Admission from Community/Hospital
Assigned
to:
Bobbak
38
Stacked column chart for
initial placements:
Indicator Characterization
Definition % Admission to LTCH by Community/Hospital: The count of clients placed into LTCH for their initial placement by location prior to placement, divided by the overall initial placements in the period. Number of Admissions to LTCH by Community/Hospital: The count of clients placed into LTCH for their initial placement by location prior to placement..
Reliability High
Frequency Monthly
Target Informational
2011-09 2011-10 2011-11 2011-12 2012-01 2012-02 2012-03 2012-04 2012-05 2012-06 2012-07 2012-08 Total FTYD
Community
# of Clients 75 87 94 79 88 77 92 98 128 112 94 105 1129 537
% of Clients 51.0% 48.9% 49.0% 46.5% 46.3% 43.3% 48.4% 55.1% 65.6% 59.9% 59.1% 62.9% 53.0% 60.6%
Hospital
# of Clients 72 91 98 91 102 101 98 80 67 75 65 62 1002 349
% of Clients 49.0% 51.1% 51.0% 53.5% 53.7% 56.7% 51.6% 44.9% 34.4% 40.1% 40.9% 37.1% 47.0% 39.4%
Total # of Clients 147 178 192 170 190 178 190 178 195 187 159 167 2131 886
01/10/2012
20
Champlain
FY 2011/12
Avg.
Jul 2012
Aug 2012
FY 2012/13
Avg.
Total LTCH waitlist not in LTCH waiting for final placement
2,637 2,404 2,363 2,411
Number of Clients on Waitlist with CCAC services (Private Dwelling or Retirement Home)
1,352 1,384 1,363 1,347
Number of Clients on LTCH Waitlist in Retirement Homes without CCAC Services
336 335 336 346
Number of LTCH clients without CCAC or Retirement Home Services
949 685 664 718
Ratio LTCH Waitlist with CCAC Services
51% 57% 58% 56%
Ratio LTCH Waitlist in Private Dwelling or LTCH with CCAC or Retirement Home Services
64% 72% 72% 70%
Long Term Care Homes 3: Percent of Clients on LTCH Waitlist with
CCAC Services
Assigned
to:
Bobbak
39
Indicator Characterization
Definitions Reliability Frequency Target
Count of number of clients on LTCH waitlist, as compared to the count of the same clients who currently are receiving CCAC Home Care services, or have received CCAC Home Care services within the past 30 days.
High Monthly Informational
Champlain
MAPLe Score
Target Q4-2011/12
Q1-2012/13
FY 2011/12
Avg.
MAPLE 4 & 5
4500 4483 4761 4760
At Home 1: Number of Clients in Community
(MAPLe 4,5)
Assigned
to:
Bobbak
40
Indicator Characterization
Definition Count of CCAC clients with an open referral with a MAPLe (Method of Assigning Priority Levels) score of High or Very High
Reliability Medium – Indicator is dependent on when RAI assessment was last conducted NOTE: Indicator is a count, and not a % based on census of clients living in Champlain territory
Frequency Quarterly
Target Green: 4500 Yellow: 4320-4499 Red: Below 4320
01/10/2012
21
Champlain
FY 2011/12
Avg.
July 2012
August 2012
FY 2012/13
Avg.
6,501 6,234 6,238 6,351
At Home 2: Number of Clients in Community
85 & Over
Assigned
to:
Sharon
41
Indicator Characterization
Definition Count of CCAC clients who are actively case managed by the CCAC during the period.
Reliability High
Frequency Monthly
Target Informational
Champlain
Referral Source for New Referrals
FY 2011/12
Avg.
July 2012
August2012
FY 2012/13
Avg.
Community-Physicians
500 485 563 528
Primary Care 1: Referrals by Physicians
Assigned
to:
Sharon
42
Indicator Characterization
Definitions Referrals: Count of new referrals to the CCAC within the period, broken where the referral source is identified as physicians.
Reliability High
Frequency Monthly
Target Informational
01/10/2012
22
Champlain 43
Region FY 2011/12
Avg.
July 2012
August 2012
Ottawa NA 116 142
Eastern NA 7 3
Renfrew NA 5 5
Total NA 128 150
Adult Day Program 1: Waitlists
Assigned
to:
Sharon
43
Indicator Characterization
Definition Count of CCAC clients who are waiting for Adult Day Programs (ADP), by region and provider, as at the end of the period.
Reliability Moderate – New process with ADP partners
Frequency Monthly
Target Informational
Champlain
MAPLe Level
FY 2011/12
Avg.
July 2012
Aug 2012
FY 2012/13
Avg.
% Moderate or above
63.9% 76.5% 61.5% 64.6%
Detail Placement Volume
Very High NA 2 2 3
High NA 10 6 10
Moderate NA 1 0 2
Mild 0 0 1
Low NA 4 5 8
No MAPLe
NA 0 0 1
ALS – HRS 1: % of clients placed into ALS-HRS with a
Moderate or above MAPLe
Assigned
to:
Juhee
44
Indicator Characterization
Definition Percent of all clients placed into Assisted Living Services with a MAPLe score of Moderate or higher.
Reliability Moderate
Frequency Monthly
Target TBD
01/10/2012
23
Champlain
Source Baseline Jul 2012
Aug 2012
Hospital NA 37 46
Community NA 91 96
Total NA 128 142
ALS – HRS 2: Waitlists
Assigned
to:
Juhee
45
Indicator Characterization
Definition Count of unique clients waiting to be placed into Assisted Living Services, by referral source category.
Reliability Moderate
Frequency Monthly
Target TBD
Champlain
PROVINCIAL COMPARATORS
01/10/2012
24
Champlain
Enhanced Role: Provincial Comparators
Metric Champlain Central East
Central HNHB South West
Province
LTCH Beds per 1,000 Population Aged 75+ February 2012 : LTCH System Report
91.9 86.2 67.1 90.9 98.7 85.9
Average LOS in LTCH (Years) February 2012 : LTCH System Report
3.3 3.2 3.5 3.0 2.7 3.1
Acute ALC-LTC % at discharge
FY 2011/12: iPort Baseline
21.7% 22.4% 19.5% 5.6% 38.4% 15.4%
August 2012: iPort
12.5% 30.1% 16.7% 7.5% 30.6% 12.8%
Assigned
to:
Jamie /
Sharon
Champlain
Term Definition
ADP Adult Day Program Services: Adult Day Programs are funded by the LHIN, provided by community support services; provide supervised group programs to frail elderly and/or individuals with progressive cognitive disorders such as dementias
ALC Alternate Level of Care (ALC): A client whose care is being provided in an acute care setting where the client is no longer in an acute phase, and can be cared for in another area of the health care sector
ALS-HRS Assisted Living Services for High Risk Seniors: Program to provide clients with an enhanced level of personal support services through near on-call availability.
Ax Assessment, typically a RAI-HC or RAI-CA assessment, sometimes a local CCAC Assessment tool
CAP Client Assessment Protocol: Identifies the MDS-HC items that alert the assessor to the client’s potential problems or needs. Once flagged by a triggered condition, a more in-depth review of the relevant causes of the client’s identified problems and needs is necessary
CCM Client Care Model: Grouping clients into categories according to the needs of the client
CM Case Manager
CSS Community Support Services: Community support services are intended for seniors or people with disabilities who prefer to stay at home. Services can be offered at the client’s home or in the community. Funded via LHIN, local Cities and other sources for basic operation and salary costs Offer mostly fee based services
FTE Full Time Equivalent
LOS Length of Stay
LTCH Long Term Care Homes
MAPLe Method of Assigning Priority Levels (MAPLe) for community and/or facility services, as calculated by the RAI-HC assessment instrumentTher
MPE Management and Professional Exempt
PSS / HOM Personal Support Services
RAI-CA Resident Assessment Instrument – Contact Assessment
RAI-HC Resident Assessment Instrument – Home Care
RAI Score A score derived from outputs from the InterRAI RAI-HC
SAH Stay at Home (SAH) program where clients require more than the legislated maximum of 60 hours of Personal Support Services (PSS) per month
TA Team Assistant
Therapies Aggregation of the therapy services provided by the CCAC, including: Occupational Therapy (OT), Physiotherapy (PT), Speech & Language Pathology (SLP), Nutrition (NUT), Social Work (SW)
48
Glossary of Terms
01/10/2012
25
Champlain
Term Definition
AGH Almonte General Hospital
ADMH Arnprior District Memorial Hospital
Bruyere, BCC Bruyere Continuing Care Hospital
CCH Cornwall Community Hospital
CPDMH Carleton Place District Memorial Hospital
GMH Glengarry Memorial Hospital
HDMH Hawkesbury District Memorial Hospital
HM Hopital Montfort – Monfort Hospital
HNHB Hamilton Niagara Haldimand Brant Community Care Access Centre
KDH Kemptville District Hospital
PRH Pembroke Regional Hospital
QCH Queensway Carleton Hospital
ROMHC Royal Ottawa Memorial Health Centre
RVH Renfrew Victoria Hospital
SFMH St. Francis Memorial Hospital
SJCCC St. Joseph’s Continuing Care Centre
TOH-Civic The Ottawa Hospital – Civic Campus
TOH-General The Ottawa Hospital – General Campus
WDMH Winchester District Memorial Hospital
49
Glossary of Terms Cont’d