CENTRE DE SANTÉ SOUTH-EAST...2013/06/01 · South-East Ottawa Community Health Centre 1355 Bank Street, Suite 600 Ottawa, Ontario K1H 8K7 Tel 613.737.5115 Fax 613.739.8199 Board

SOUTH-EAST OTTAWACOMMUNITY HEALTH CENTRE

EVERY ONE MATTERS.

CENTRE DE SANTÉ COMMUNAUTAIREDU SUD-EST D’OTTAWA

CHAQUE PERSONNE COMPTE.

SOUTH-EAST OTTAWACOMMUNITY HEALTH CENTRE

EVERY ONE MATTERS.

CENTRE DE SANTÉ COMMUNAUTAIREDU SUD-EST D’OTTAWA


SOUTH-EASTOTTAWA COMMUNITY

HEALTH CENTREEVERY ONE MATTERS.

CENTRE DE SANTÉ COMMUNAUTAIRE DU SUD-EST D’OTTAWA


CENTRE DE SANTÉ COMMUNAUTAIRE DU SUD-EST D’OTTAWACHAQUE PERSONNE COMPTE.





CENTRE DE SANTÉ COMMUNAUTAIRE DU SUD-EST D’OTTAWA


every one matters.Every individual. Every family. Every community.

11/12ANNUAL REPORT

South-East Ottawa Community Health Centre

1355 Bank Street, Suite 600Ottawa, Ontario K1H 8K7

Tel 613.737.5115Fax 613.739.8199www.seochc.on.ca

Board of directors

Executive Committee:Wayne Kauk: PresidentArlington Dungy: Vice PresidentDenise Chadala: Vice PresidentLorein Estephan-Mezher: Secretary/TreasurerSandra Wright: Member-at-Large

Directors:John FordEmily JoyceJane DickinsonJalil MarhnoujNejat AdenHussein KasimClinton Cowan

Staff Representatives:Euphrasie Emedi and Virginia Wolfe

Ex Officio:Leslie McDiarmid, Executive DirectorJeannie Taylor-Page, Recording Secretary

visionWe envision a community that works together to ensure a safe, just and healthy life for all where every one matters.

we valueHonesty, Respect, Responsibility, Inclusiveness, Learning

missionSouth-East Ottawa Community Health Centre works with the diverse community of south-east Ottawa and with partners throughout the region to provide and advocate for integrated, holistic primary health care, social services, community development, and health promotion to:

❚❚ Foster a healthy, welcoming, diverse and safe community

❚❚ Promote healthy development of individuals and families

❚❚ Enable community members to help one another

ANNUAL REPORT 11/12 1

The past year has been one of growth and change. The board of directors spent much of the year engaged in the development of a new Strategic Plan. South-East Ottawa Community Health Centre (SEOCHC) joined with three other Ottawa Community Health Centres (CHCs) in a common strategic planning process. The Centres involved are: Carlington, Centretown, Pinecrest-Queensway and South-East Ottawa. This is the first time in Ontario that CHCs have collaborated in this way. The intention is to improve service to people in Ottawa, leverage outcomes and create efficiencies through sharing planning and other resources. Within a collaborative planning framework, the CHCs identified several shared priorities that they will work on together for 2012–2017 (see page 10). Each CHC has also developed its own centre-specific priorities.

During the strategic planning process, partners, community members, clients, staff and board members shared what they value most about the CHCs and SEOCHC specifically and what they felt could be improved. Consistently we heard that:

❚❚ we are stellar at offering high quality programs and services with a client-centered approach;

❚❚ we value diversity, inclusion, justice and equity;

❚❚ we are flexible, responsive, nimble and willing to take risks;

❚❚ we have a strong connection with the “real issues” of people in the community and offer a wide range of accessible, relevant programs and services;

❚❚ we value our staff and volunteers;

❚❚ we are a respected leader, partner and collaborator.

We also heard that:

❚❚ many in our community are unaware of our programs and services;

❚❚ some services and programs are at full capacity;

❚❚ significant issues of safety, affordable housing and food security remain in our community;

❚❚ accountability is increasing and tax staff already balancing heavy workloads.

The board listened carefully to the accomplishments and challenges expressed. In the next few years we will continue to build on our strengths and pay particular attention to the

MESSAgE FROM THE PRESidENT ANd THE ExECUTivE diRECTOR

We are pleased to provide the South-East Ottawa Community Health Centre 2011–12 Annual Report

Board of Directors hard at work

2 ANNUAL REPORT 11/12

concerns identified. In addition, the SEOCHC board reviewed the Vision, Mission and Values and made a few revisions to align it more closely with the CHC Model of Care. Please see the inside front cover of this report.

A report, comparison of Primary care Models in ontario, released by The Institute for Clinical Evaluative Sciences (ICES) examines seven primary care models. ICES is an independent, non-profit organization that produces information to enhance the effectiveness of health care for Ontarians. The study found that “cHcs stood out in their care of disadvantaged and sicker populations and had substantially lower ed (emergency department) visit rates than expected.” Locally, CHC client visits to emergency departments are 21 per cent less than expected. SEOCHC client visits to emergency departments are 31 percent less than expected! While the report didn’t explore reasons for these reduced visits, it is likely that our provision of service under one roof responds more holistically to people’s health and well-being needs. CHCs effectively combine primary health care services with a wide range of other health promotion and community development services, all with a focus on the social determinants of health. In addition,

inter-professional teams are best able to respond to individual needs, tailor programs and services that reduce social and environmental problems, value community engagement and provide an integrated model of care by working in partnership with a range of other health and social service agencies.

The success of the Primary Care Outreach to Frail Seniors program was recognized with the expansion to three additional CHCs from the original two. SEOCHC leads the initiative. Other CHCs include Centretown, Carlington, Pinecrest-Queensway and Somerset West. In this shared model of care, a Registered Nurse and Community Health Worker collaborate with clients, caregivers, and health professionals to support frail seniors who are, and wish to remain, living at home. Ensuring isolated seniors at risk of decline have access to primary care and support at home, this program aims to improve their quality of life, health and well-being, as well as reduce unnecessary ED visits. This program provides the right care, in the right place by the most appropriate provider and enhances seniors’ experience in the health care system. Most importantly, seniors receive the support they need to live in their own homes with assurance, dignity and support.

Better Beginnings Staff receives United Way “Growing Up Great” Award


The Champlain Local Health Integration Network selected SEOCHC as one of the coordinating agencies of Telemedicine (TM) for the Champlain region. TM is a system solution that supports the redesign and integration of health care delivery in Ontario. It is an enabler of the province’s strategy to provide fair and equitable access to care and it is increasingly utilized by health care providers to support the integration of patient care along the continuum and improve the overall productivity of available health human resources. TM allows for a patient in Ottawa to be seen by a specialist somewhere else in the province via a central booking system!

Better Beginnings Better Futures celebrated 20 years of exceptional service to families with young children living in the neighbourhoods of Albion/Heatherington, Banff and Fairlea. The team was nominated and received the United Way Community Builder Award – Growing Up Great in May 2012. Congratulations!

Since June 2010 SEOCHC has been supporting Hunt Club Riverside Community Services Centre (HCRCSC) in program delivery and in meeting contractual and legislative requirements.

In 2011 the board of HCRCSC approached the board of SEOCHC and asked them to consider a merger of the two organizations. The boards are working towards a merger and dissolution agreement that would ensure viability and increased programs and services to the residents of Hunt Club Riverside. Should an agreement be reached that is supported by both boards and memberships, it is anticipated that the merger would take place in October 2012.

The board, staff and volunteers of SEOCHC are a reflection of the diverse community we serve. Over the past year, shared commitment, individual and collective expertise, enthusiasm and collaborative action have achieved great things. We look forward to the year ahead. We will continue to be responsive, engaging and accessible. We will focus on elements in our new strategic plan with an emphasis on the client experience. We will ensure, no matter individual characteristics or life circumstances, people’s access, experience and outcomes using our services are of the highest quality. Because, we believe, Every One Matters.

Immigrant and Refugee Working Group at SEOCHC


SEOCHC’s 2007–2012 Strategic Plan has come to an end! The Plan set the direction to improve in 5 strategic areas (listed below), specifically: 1) sustainable, sufficient funding; 2) employee attraction and retention; 3) practices and processes to collect data; 4) volunteer contributions, partnerships and collaborations; and 5) accessible, quality programs. The first year of the Strategic Plan provided baseline data. Change is shown as the percentage above or below the baseline. Here is a brief summary of our “change” journey from April 2007 to March 2012.

financial/funding perspectiveGOAL: secure and manage focused financial resources efficiently and effectively

❚❚ Budget 1 38% from a total budget of $13,197,279 to $18,268,398 (unaudited)

employer of choice perspectiveGOAL: Become an employer of choice

❚❚ Staff rating of satisfaction increased in the following areas: Benefits 1 18%; recognition for work 1 30%; management feedback/support 1 16%; technology/equipment 1 16%

❚❚ Staff turnover rate 5 40%

accountability perspectiveGOAL: demonstrate value and impact

❚❚ Centre-wide standardized tools developed for data collection

❚❚ All teams used program-specific and common questions to solicit client feedback

❚❚ Data informed decisions

❚❚ No show rate for client appointments 5 38%

❚❚ 5 6% wait times from arrival at Centre to meeting with the service provider

sustainability perspectiveGOAL: Help people help us to help others and strategically position seocHc

❚❚ 100% of volunteers are satisfied with their volunteer experience

❚❚ More opportunities for student placements 1 63%

❚❚ SEOCHC now leads Primary Care Outreach to Frail Seniors program and Ontario Telemedicine Network coordination program in Champlain, Community Development Framework on behalf of CHRCs in the City of Ottawa and Midwifery Services in Eastern Ontario (two new midwifery practice groups funded).

client and community health perspectiveGOAL: deliver quality services and programs that positively impact the determinants of health

❚❚ Clients report improvements: opportunity to improve health/well-being 1 25%; clients involved in developing their service plans and/or giving input into programming 1 19%; services easy to access 1 9%; received information on other SEOCHC programs 1 45%; satisfaction with program/service 1 8%.

STRATEgiC PLANsuMMary of HigHligHts 2007–2012


financial perspective❚❚ 34 applications for funding submitted

❚❚ 1 90% of submissions address core and/or identified priorities

❚❚ Total budget (not including midwifery) $7,488,835

❚❚ Midwifery budget $12,590,975

❚❚ Balanced budget: surplus, 2.9%

❚❚ Secured funding for expansion of Primary Care Outreach to three additional CHCs

❚❚ Secured funding for two additional midwifery practice groups

employer of choice❚❚ 89% staff satisfied with technology/equipment access &

support for its use

❚❚ 94% staff satisfaction with benefit package

❚❚ Staff turnover rate: 12%

❚❚ Staff vacancy rate as of March 31/2012: 3.8%

❚❚ 9 greening initiatives implemented by green team

❚❚ SEOCHC choir subsidized by Centre

❚❚ Health and Fitness benefit provided to all indeterminate employees

accountability❚❚ 100% of staff using standard data collection tools & following

standard process for data collection

❚❚ Quality Improvement and Innovation Partnership (QIIP) initiative implemented to improve efficiencies and client experience

❚❚ Centre no show rate declined to 6.2%

❚❚ Implementation of Management Information Systems/Ontario Health Reporting System

❚❚ 2011–14 Multi-Sector Accountability Agreement signed with the Champlain LHIN

❚❚ SEOCHC vision, mission, values revised

❚❚ 2012–17 Strategic Plan developed in collaboration with 3 other CHCs

sustainability❚❚ 207 registered volunteers

❚❚ 100% of volunteers rated the Centre as good to excellent in all domains (welcoming, respect, approachability, cooperation, appreciation, availability, meaningful work, training)

❚❚ 21 volunteer recognition/training events held

❚❚ 36 student placements from 12 disciplines, 9 different educational institutions

❚❚ Better Beginnings Better Futures (BBBF) celebrated 20 years!!!!

❚❚ SEOCHC board agreed to enter into discussions to determine merger opportunities with Hunt Club Riverside Community Services Centre

❚❚ SEOCHC worked closely with Serenity Renewal for Families to ensure continued mental health and addictions services in the community

❚❚ 2 new midwifery practice groups approved

REFLECTiON2011–2012 year iN reVieW

BBBF Community Celebration 2012


client & community health perspective❚❚ 100% of clients ( respondents) reported that “we provided

[them] with the opportunity to improve [their] health”

❚❚ 87% of clients reported that they “received information about other programs & services at SEOCHC”

❚❚ 95% of clients reported that “we provided [them] with the opportunity to give input into the service or health care plan”

❚❚ 99% of clients reported that it was “easy to access our programs” (location, hours, etc.)

❚❚ 97% of clients reported increased social networking/ peer support

❚❚ 100% of clients reported that they were “satisfied with [our] program or service”

❚❚ 99% of BBBF parents reported that “the family visitor helped improve parenting skills”

❚❚ 97% of BBBF parents reported that family visiting had “improved their child’s healthy development”

❚❚ 95% of parents/caregivers reported Playgroup (BBBF) prepared their child for school

❚❚ 100% of parents/caregivers reported Playgroup (BBBF) helped them improve their parenting/care giving skills

❚❚ 100% of parents attending outreach Early Years programming reported the experience improved their skills and supported school readiness for their children

❚❚ 100% of Early Years participants attending nutrition workshops reported they increased their knowledge of nutrition and low cost healthy eating

❚❚ 287 women attended the breastfeeding drop-in via 810 encounters. 100% of parents reported the drop-in support increased their confidence and ability to feed their baby.

❚❚ BBBF Playgroup attended by 542 different children – 9,282 contacts with children, 4,017 contacts with adults

❚❚ 3,600 unique clients seen by Primary Care providers via 33,816 encounters

❚❚ 440 individuals received foot care services

❚❚ 220 frail seniors were provided Primary Care Outreach via 2,785 encounters

❚❚ 278 high school students accessed Nurse Practitioner services on site in two high schools

❚❚ 23 different young women attended the multicultural girls fitness and healthy living program

❚❚ Senior’s health promotion group – Wise Women great Men – 40 different seniors participated in 37 presentations

❚❚ 58 women attended 20 Arabic Women’s discussion group health information sessions, 364 encounters

❚❚ 365 unique clients accessed Community Connections, directly impacting 1,705 individuals

❚❚ 378 new cases (individuals or families) were assisted with housing loss prevention

❚❚ 1,035 clients were assisted with a variety of practical support programs (e.g. campership, christmas exchange, Winter Warmth, etc.)

❚❚ 74 crisis calls managed, 611 Intake Walk-In appointments, 27 after hour intake appointments

❚❚ 2,041 Community Support clients received 10,194 services; 380 caregivers received information & support in groups or individually

❚❚ 72 individuals were provided anonymous HIV testing and counselling

❚❚ 284 younger adults with disabilities served by Community and Home Support Services

❚❚ 29 different programs were delivered off-site (1355 Bank Street) at 39 unique community based locations


WHAT did OUR COMMUNiTY TELL US?

Better Beginnings Better Futures❚❚ “BBBF is a place where people don’t feel alone. The people

there are very kind and supportive.”

❚❚ “Everybody needs a place like this; it has made me a better person for me and my child.”

❚❚ “The program is great. It helps me and my family lots.”

❚❚ “We have benefitted a lot from improvement in child development, preparing them for school and discipline. Thanks for everything, it’s worthy.”

❚❚ “I like that I can talk to my family visitor about anything and get much needed information and support.”

Early Years Program❚❚ “This is a great service!”

❚❚ “Staff very welcoming and supportive.”

❚❚ “Kids love your program.”

❚❚ “It’s a good program for the woman’s pregnancy. Bravo!!”

❚❚ “A wonderful service and very helpful staff.”

❚❚ “This is a very valuable program. Breastfeeding would have been very difficult without this support.”

❚❚ “This course (Early Years Training) has helped me understand my child. I am more patient with my child.”

Primary Care Outreach to Frail Seniors❚❚ “I really like that people know my name when I come to

the Centre.”

❚❚ “Danielle is like a sister to me. I couldn’t be happier with PCO if you gave me $100.”

❚❚ “Patti is so good, she makes me feel happy and comfortable to call anytime I need.”

❚❚ “My main concern is to stay at home as long as possible, and you guys are helping me with that.”

❚❚ “Marian has been a great help with everything. I would be lost without the Centre.”

❚❚ “Thank you for giving me the opportunity to say thank you to everyone for improving my sense of security.”

BBBF – Family Visitor Team David, a happy young client!


Social Services❚❚ Counseling — “made a huge difference on how I feel

about myself”

❚❚ “Opened many new doors in terms of other available services.”

❚❚ Intake — “great sessions”

❚❚ Community Kitchen — “without it I would still be sitting at home”

❚❚ Lunch Ability — “appreciate the group”, welcoming,” “like keeping in touch with people through the program”

❚❚ Housing — “Very good housing support”

❚❚ “Wonderful friendly, helpful people, very professional.”

Health Services❚❚ “The management here is the best I can ever think of (nice staff).

Keep it up.”

❚❚ “I like this service, is very good for my family.”

❚❚ “In general, my husband and I are very satisfied — pleased with the service we are getting. It never takes too long to book an appointment. We got some help for our nails and access to a nutritionist. Good and fast references to specialist from our doctor.”

❚❚ “Held for several minutes on phone but many appointments were available so that was good.”

❚❚ “Wonderful staff. Thanks to all doctors, nurses and staff.”

❚❚ “I enjoy the service at this Centre 100%. Good job”.

❚❚ “I am happy with the service provided. I always find my doctor and the nurse practitioner to be most understanding, compassionate and helpful. They put me at ease.”

Recognizing staff with over 20 years’ service. Left to right: Hélène, Jocelyne, Tina, Joey, Martha, Greg, Linda. Missing from photo: Leslie


Community Services❚❚ “My family remains thankful due to the support you extended

to us!”

❚❚ “I learned a lot from the CDSMP (Chronic Disease Self-Management Program) course, how to take care of myself and how to be more patient with other people and to continue with all my exercises -I have to do this in order to remain healthy. It was a very good educational course by Jocelyne and Karina.”

❚❚ “Wow! What a great job those leaders of the CDSMP did. They do go beyond the call of duty. I learned so much more regarding the power of attorney of personal care, and also to address concretely and precisely my issues with my doctor or pharmacist. The support from the group was tremendous and wonderful.”

❚❚ “I learned so much from the Risk of Osteoporosis and the importance of the Peak Bone Mass (PBM) for women and also that we can go home and put in practice the calcium calculator toward the food that we take in every day.”

❚❚ “As a male participant with the Urban (Nordic) pole walking, I have lost over 24 lbs. I feel so motivated to walk with people that are excellent walkers. I have increased my heart rate to 118 per minute. Even my wife joined the program when she saw the results.”

❚❚ “My whole body feels firmer and fitter and that motivates me to do the exercises at home.”

❚❚ “I was losing my balance when I left the Elizabeth Bruyère Centre. Here I feel welcomed and my balance has returned.”

❚❚ “My balance was so bad and it came back because of the exercises. I feel like I am part of one big family.”

❚❚ “I feel good when I come to this class. I love the group of people and the volunteers that teach us, Lorna and June.”

Recognizing staff with over 15 years’ service. Left to right: Ana, Nora, Sandy, Mohamoud, Shirley, Brenda and Nathalie. Missing from photo: Larry, Nancy and Zahra

BBBF Community Celebration 2012


MOviNg FORWARd – COLLABORATivE PLANNiNg2012–2017 strategic PlaN

Within a collaborative planning framework, the 4 participating Community Health Centres (CHCs) identified several shared priorities that they will work on together for 2012–2017. Each CHC has also developed its own additional Centre-specific priorities. Shared focus areas, strategic directions and goals are identified with a (C) below.

SEOCHC’S NEW STRATEGIC PLAN 2012–2017

1. AdvOCACYPromote social change to enhance the health and well-being of individuals and communities. (C)

1.1 Advocate for safe, secure, healthy, affordable housing for Ottawa residents. (C)

1.2 Demonstrate the value of the CHC Model to community leaders, decision-makers and funders. (C)

1.3 Work at all levels for improved services for mental health and addiction within the SEOCHC catchment.

2. SOCiAL CAPiTALBuild the capacity of communities to take control of the factors influencing their health and well-being. (C)

2.1 Increase collaboration to build safe and vibrant neighbourhoods. (C)

2.2 Build civic engagement (C)

2.3 Increase community members’ awareness of CHCs. (C)

3. QUALiTY CARE ANd SERviCESProvide high-quality programs and services. (C)

3.1 Increase access to programs and services. (C)

3.2 Increase the efficiency and effectiveness of programs and services. (C)

3.3 Build collective CHC capacity to address health equity. (C)

3.4 Improve and increase CHC capacity to measure health outcomes. (C)

3.5 Create a culture where staff continuously work to improve the quality of client experience.

4. ORgANiZATiONAL CAPACiTYContinually adapt our workplace practices to strengthen the health of the organization. (C)

4.1 Attract and retain qualified staff, students and volunteers. (C)

4.2 Provide an inclusive work environment valued by staff, students and volunteers. (C)

4.3 Streamline data collection and reporting.

4.4 Improve organizational structures and work flow processes.

5. HEALTH EQUiTYEnsure vulnerable populations have equal access to, experience of, and outcomes from care and services.

5.1 Increase outreach to vulnerable and marginalized populations.

5.2 Increase effectiveness in offering services to vulnerable and marginalized populations.

We look forward to working on shared and centre-specific goals in the years to come!


To the Members of

SOUTH-EAST OTTAWA COMMUNITY SERVICESThe accompanying summary financial statements, which comprise the summary statement of financial position as at March 31, 2012 and the summary statement of operations for the year then ended, are derived from the complete audited financial statements of South-East Ottawa Community Services for the year ended March 31, 2012. We expressed a qualified audit opinion on those financial statements in our report dated June 28, 2012 (see below).

The summary financial statements do not contain all the disclosures required by Canadian generally-accepted accounting principles. Reading the summary financial statements, therefore, is not a substitute for reading the complete audited financial statements of South-East Ottawa Community Services.

MANAgEMENT’S RESPONSiBiLiTY FOR THE SUMMARY FiNANCiAL STATEMENTSManagement is responsible for the preparation of a summary of the audited financial statements on the basis described in note 1.

AUdiTOR’S RESPONSiBiLiTYOur responsibility is to express an opinion on the summary financial statements based on our procedures, which were conducted in accordance with Canadian Auditing Standard (CAS) 810, “Engagements to Report on Summary Financial Statements.”

OPiNiONIn our opinion, the summary financial statements derived from the complete audited financial statements of South-East Ottawa Community Services for the year ended March 31, 2012 are a fair summary of those financial statements, on the basis described

in note 1. However, the summary financial statements are misstated to the equivalent extent as the complete audited financial statements of South-East Ottawa Community Services for the year ended March 31, 2012.

The misstatement of the complete audited financial statements is described in our qualified audit opinion in our report dated June 28, 2012. Our qualified audit opinion is based on the fact that, in common with many charitable organizations, South-East Ottawa Community Services derives revenues from the general public in the form of donations and fundraising events, the completeness of which is not susceptible to satisfactory audit verification. Accordingly, our verification of these revenues was limited to the amounts recorded in the records of South-East Ottawa Community Services and we were not able to determine whether any adjustments might be necessary to donation and fundraising events revenues, net revenue, assets and net assets. Our qualified audit opinion states that, except for the possible effects of the described matter, those financial statements present fairly, in all material respects, the financial position of South-East Ottawa Community Services as at March 31, 2012, and the results of its operations and its cash flows for the year then ended in accordance with Canadian generally-accepted accounting principles.

Chartered Accountants Licensed Public Accountants

Ottawa, Ontario June 28, 2012

REPORT OF THE iNdEPENdENT AUdiTOR ON THE SUMMARY FiNANCiAL STATEMENTS

1. Basis of Preparation

These summary financial statements are derived from the complete annual financial statements audited by Welch LLP. The figures presented therein agree with or can be recalculated from the figures presented in the complete audited financial statements. Management believes that the summary financial statements contain the necessary information and are at an appropriate level of aggregation so as not to be misleading to the users.

A copy of the complete audited financial statements is kept on file at South-East Ottawa Community Services and can be provided upon request.

The summary financial statements have been prepared on a basis that is consistent with the applicable concepts outlined in Section 1000 of Part V Pre-changeover Accounting Standards reflected in the Canadian Institute of Chartered Accountants’ Handbook.


March 31, 2012 March 31, 2011ASSETS

CURRENT ASSETS

Cash & cash equivalents $ 4,232,779 $ 5,487,408

Accounts receivable 321,765 202,469

Prepaid expenses 409,351 426,8864,963,895 6,116,763

CAPiTAL ASSETS 301,450 324,982

5,265,345 6,441,745

LIABILITIES AND FUND BALANCES

CURRENT LiABiLiTiES

Accounts Payable & Accrued Liabilities 855,069 575,399Repayable to governments 2,037,028 3,442,545Deferred Revenue 843,592 953,766

3,735,689 4,971,710

dEFERREd CAPiTAL gRANTS 301,450 324,982

FUNd BALANCES

Appropriated 430,000 430,000General 798,206 715,053

1,228,206 1,145,053

5,265,345 6,441,745

SOUTH-EAST OTTAWA COMMUNiTY SERviCES STATEMENT OF FiNANCiAL POSiTiON


March 31, 2012 March 31, 2011REVENUES

gRANTS

Ontario $ 18,180,032 $ 16,212,584

Municipal 871,457 676,580

Federal 3,532 36,310

Other 715,327 917,794

Donations & Fundraising 194,614 171,342

Interest Revenue 67,098 46,444

Amortization of deferred grants 125,355 116,711

Miscellaneous Revenue 75,695 108,331

20,233,110 18,286,096

EXPENSES

Salaries & Benefits 4,976,617 4,886,730Materials, Supplies & Services 12,989,437 12,068,298Non-recurring 218,426 215,291Amortization of capital assets 125,355 116,711

18,309,835 17,287,030

NET REVENUE BEFORE ITEMS BELOW 1,923,275 999,066

Transfer (to) from deferred revenue -44,047Amount repayable to governments -1,840,122 -954,110

NET REVENUE 83,153 909

SOUTH-EAST OTTAWA COMMUNiTY SERviCES STATEMENT OF OPERATiONS


FUNDING SOURCES, 2011–2012

Ministry of Health and Long-Term Care $ 12,590,970 62.23%

Champlain Local Health Integration Network 4,976,331 24.59%

Ministry of Community and Social Services 612,731 3.03%

City of Ottawa 871,457 4.31%

Government of Canada 3,532 0.02%

United Way 216,964 1.07%

Non-Government Grants 498,363 2.46%

Fund Raising and Other 462,762 2.29%

20,233,110 100.00%

PROGRAMS AND SERVICES, 2011–2012

Health Services 4,746,057 25.92%

Midwifery Program 10,779,563 58.87%

Better Beginnings, Better Futures 656,053 3.58%

Community Support Services 590,356 3.22%

Community and Social Services 1,213,076 6.63%

Administration 324,730 1.77%

18,309,835 100.00%

SOURCES OF FUNdS ANd PROgRAM ANd SERviCE ExPENdiTURES 2011–2012

• MINISTRY OF HEALTH AND LONG-TERM CARE: 62.2%

• CHAMPLAIN LOCAL HEALTH INTEGRATION NETWORK: 24.6%

• MINISTRY OF COMMUNITY AND SOCIAL SERVICES: 3.0%

• CITY OF OTTAWA: 4.3%

• GOVERNMENT OF CANADA: 0.0%

• UNITED WAY: 1.1%

• NON-GOVERNMENT GRANTS: 2.5%

• FUND RAISING AND OTHER: 2.3%

Funding Sources, 2011–2012

Programs and Services, 2011–2012

• HEALTH SERVICES: 25.9%

• MIDWIFERY PROGRAM: 58.9%

• BETTER BEGINNINGS, BETTER FUTURES: 3.6%

• COMMUNITY SUPPORT SERVICES: 3.2%

• COMMUNITY AND SOCIAL SERVICES: 6.6%

• ADMINISTRATION: 1.8%

Documents

CENTRE DE SANTÉ SOUTH-EAST...2013/06/01 · South-East Ottawa Community Health Centre 1355 Bank Street, Suite 600 Ottawa, Ontario K1H 8K7 Tel 613.737.5115 Fax 613.739.8199 Board